Progressing at work and career advancement January 2011


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Half day interactive open workshop for individuals seeking to enhance their career prospects in Toronto.

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Progressing at work and career advancement January 2011

  1. 1. Progressing at work and career advancement<br />by Toronto Training and HR <br />January 2011<br />
  2. 2. Contents<br /> 3-4 Introduction to Toronto Training and HR<br /> 5-6 Definitions<br /> 7-20 New requirements for 2011<br /> 21-22 Kick start you career-accountants<br />23-24 Core factors of a top-drawer senior candidate<br />25-26 Four stages of career building<br />27-29 Taking stock of your assets<br />30-31 Exploring work possibilities<br />32-33 Raising your status<br />34-36 Getting to the top<br />37-40 Grab hold of your career <br /> 41-43 Who REALLY gets headhunted?<br /> 44-46 Moving forward<br /> 47-49 Are you promotable?<br />50-56 Why did I miss out on that promotion?<br />57-58 Conclusion and questions<br />Page 2<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
  5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
  6. 6. Improving employee engagement & morale
  7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definitions<br />
  8. 8. Page 6<br />Definitions<br />Career<br />Job<br />Occupation<br />Role<br />
  9. 9. Page 7<br />New requirements for 2011-General Counsel<br />
  10. 10. Page 8<br />New requirements for 2011-General Counsel <br />Business acumen<br />Ability to interact with the board<br />Experience managing an internal legal function<br />Able to negotiate with regulators and watchdog agencies<br />Strong external network<br />Judgment needed to outsource legal work<br />appropriately and cost-effectively<br />Knowledge of new environmental regulations and green considerations<br />
  11. 11. Page 9<br />New requirements for 2011-VP Supply Chain<br />
  12. 12. Page 10<br />New requirements for 2011-VP Supply Chain <br />End-to-end understanding of the supply chain<br />Cost-conscious exploration of outsourcing and internal solutions<br />Ability to partner with the CIO to improve interactions with customers and suppliers; technical savvy<br />Experience running a business unit, managing a P&L, and interacting with customers<br />Ability to collaborate across all business units and global functions and with the support organization<br />
  13. 13. Page 11<br />New requirements for 2011-VP Human Resources<br />
  14. 14. Page 12<br />New requirements for 2011-VP Human Resources <br />Commercial acumen<br />Understanding cultural differences & shifting demographics<br />Change management skills; facility with cultural change initiatives<br />The credibility needed to act as an internal adviser to the CEO and the board<br />Ability to work with the board to manage succession<br />Technological savvy<br />Expertise in building compensation and performance into governance structures<br />Skill at marketing the VP HR role to the rest of the firm<br />
  15. 15. Page 13<br />New requirements for 2011-CFO<br />
  16. 16. Page 14<br />New requirements for 2011-CFO 1 of 2<br />Experience that matches a company’s current needs—M&A experience for a company in growth<br />mode, for instance, or a strong background in<br />controls for a company that has experienced<br />restatements or earnings violations<br />Somewhat reduced focus on accounting skills and increased focus on strategic thinking<br />Skill at finding the link between accounting<br />and new business models and strategy<br />
  17. 17. Page 15<br />New requirements for 2011-CFO 2 of 2<br />Understanding of risk and how to balance it with performance<br />A stronger outward focus, particularly when<br />it comes to investor relations (though CFOs<br />still need to be good overseers on the accounting<br />front)<br />A global, as opposed to country-specific, approach to finance<br />
  18. 18. Page 16<br />New requirements for 2011-CIO<br />
  19. 19. Page 17<br />New requirements for 2011-CIO<br />Ability to view the organization holistically,<br />across functional, unit, and regional boundaries<br />Process orientation and comfort with organizational design<br />Information analytics knowledge; ability to help companies sort through and use information<br />Expertise in investment allocation and using<br />ROI to make decisions about future IT<br />expenditures<br />
  20. 20. Page 18<br />New requirements for 2011-VP Sales & Marketing<br />
  21. 21. Page 19<br />New requirements for 2011-VP Sales & Marketing 1 of 2<br />Significant in-sector experience<br />Experience handling the marketing challenges and opportunities presented by new channels<br />Ability to serve as the CEO’s single point of contact for marketing, sales, and e-commerce<br />
  22. 22. Page 20<br />New requirements for 2011-VP Sales & Marketing 2 of 2<br />Sophisticated technology know-how, as some distribution becomes more channel neutral; skill at managing relationships between commercial and technology executives<br />Crisis and reputation management skills<br />The ability to promote transparency and manage<br />customer communities and public conversations<br />
  23. 23. Page 21<br />Kick-start your career-accountants<br />
  24. 24. Page 22<br />Kick-start your career-accountants<br />Set yourself clear targets<br />Be ready to accept new responsibilities<br />Learn new technologies<br />Networking<br />Be conspicuous<br />
  25. 25. Page 23<br />Core factors of a top-drawer senior candidate<br />
  26. 26. Page 24<br />Core factors of a top-drawer senior candidate<br />Demonstrating strategic skills<br />Building a strong management team<br />Managing implementation<br />Creating the capacity for innovation <br />Lateral management<br />Projecting executive presence<br />
  27. 27. Page 25<br />Four stages of career building<br />
  28. 28. Page 26<br />Four stages of career building<br />Get to know yourself<br />Explore possibilities<br />Set goals<br />Take action<br />
  29. 29. Page 27<br />Taking stock of your assets<br />
  30. 30. Page 28<br />Taking stock of your assets 1 of 2<br />Personal career assets<br />What have you dreamed of doing?<br />What are your values?<br />What interests you?<br />Positive and negative thinkers<br />Clarifying your beliefs<br />Skills-numerical, communication, leadership, sense awareness, using logical thinking, helping, organizational, technical, self-management, being creative & innovative <br />
  31. 31. Page 29<br />Taking stock of your assets 2 of 2<br />What do you know?<br />What kind of person are you?<br />What are your work-related material assets?<br />What relationship assets do you have?<br />Creating a portfolio<br />
  32. 32. Page 30<br />Exploring work possibilities<br />
  33. 33. Page 31<br />Exploring work possibilities<br />Alternative ways of working<br />Identifying work possibilities<br />Investigating work possibilities<br />Mixing and matching information<br />Your work possibilities<br />
  34. 34. Page 32<br />Raising your status<br />
  35. 35. Page 33<br />Raising your status<br />Stop helping<br />Hone your delivery<br />Change your role<br />Adopt a cause<br />Take the lead<br />Sparkle on stage<br />Act proud<br />Be hard to please<br />Take criticism on the chin<br />
  36. 36. Page 34<br />Getting to the top<br />
  37. 37. Page 35<br />Getting to the top 1 of 2<br />Insiders<br />Outsiders<br />Board members<br />Insider-outsiders<br />Former executives <br />
  38. 38. Page 36<br />Getting to the top 2 of 2<br />MAINTAINING MOMENTUM<br />Find your flow<br />Plan ahead<br />Keep a sense of urgency<br />Mix it up<br />Check in<br />Know the risks<br />Delegate<br />Get competitive<br />Take a break<br />Keep the prize in mind <br />
  39. 39. Page 37<br />Grab hold of your career<br />
  40. 40. Page 38<br />Grab hold of your career 1 of 3<br />Be self-managing<br />Know what you have to offer<br />Keep on learning<br />Understand business trends<br />Prepare yourself for areas of competence, not jobs<br />Find a mentor<br />Build financial independence<br />Network, network, network<br />Keep your resume up to date<br />Create a vision<br />
  41. 41. Page 39<br />Grab hold of your career 2 of 3<br />FALLACIES ABOUT HOPPERS<br />Job-hoppers prosper<br />A move should be a move up<br />Big fish swim in big ponds<br />Career and industry switchers are penalized<br />
  42. 42. Page 40<br />Grab hold of your career 3 of 3<br />FLEEING THE PIGEONHOLE<br />Identify areas of interest<br />Look for fit<br />Observe differently<br />Shift from tasks to relationships<br />Communicate your interest<br />Get feedback<br />
  43. 43. Page 41<br />Who REALLY gets headhunted?<br />
  44. 44. Page 42<br />Who REALLY gets headhunted? 1 of 2<br />Be self-managing<br />Know what you have to offer<br />Keep on learning<br />Understand business trends<br />Prepare yourself for areas of competence, not jobs<br />Find a mentor<br />Build financial independence<br />Network, network, network<br />Keep your resume up to date<br />Create a vision<br />
  45. 45. Page 43<br />Who REALLY gets headhunted? 2 of 2<br />Identification of the executives to be targeted<br />Who is on the database?<br />Attached and unattached executives<br />Getting the approval of executives to be moved Comparisons between placements and executives who changed jobs through other means<br />Matching executives, jobs and employers<br />Lateral, downward or upwards <br />
  46. 46. Page 44<br />Moving forward<br />
  47. 47. Page 45<br />Moving forward 1 of 2<br />Setting goals<br />Building scenarios<br />Confront your what-ifs<br />Recognize resistance<br />Keep on learning<br />Your goals and strategies<br />
  48. 48. Page 46<br />Moving forward 2 of 2<br />Expand your alternatives<br />Make yourself useful<br />Establish boundaries<br />
  49. 49. Page 47<br />Are you promotable?<br />
  50. 50. Page 48<br />Are you promotable? 1 of 2<br />Do you call in sick less than three times annually?<br />Do you work reasonable hours and have outside interests?<br />Do you dress for success, even in uniform?<br />Do you avert crises, rather than create them?<br />Do you have high employee retention?<br />Do your employees willingly handle problems in your absence?<br />
  51. 51. Page 49<br />Are you promotable? 2 of 2<br />Do you know your priorities and manage by<br />them daily?<br />Do you support the team, up, down and across?<br />Do you analyzeproblems deeply and propose solutions?<br />Do you feel loyal to your organization?<br />
  52. 52. Page 50<br />Why did I miss out on that promotion?<br />
  53. 53. Page 51<br />Why did I miss out on that promotion? 1 of 6<br />Decisions about who gets promoted can seem mysterious and arbitrary-stellar performance reviews and a strong track record but still getting passed over. What’s going on?<br />In most organizations feedback is vague and confusing – sometimes intentionally, so as not to demoralize-it’s up to you to ferret out the real reasons you missed the job.<br />For example, think twice when you’re told you need to<br />work on “leadership” or gain more “seasoning.” These can<br />be code words masking more specific concerns, like a failure to demonstrate strategic thinking or an inability to delegate.<br />
  54. 54. Page 52<br />Why did I miss out on that promotion? 2 of 6<br />NON NEGOTIABLES IN EXECUTIVE CAREER ADVANCEMENT-factors that are absolutely necessary for you to be a contender<br />Demonstrating consistently strong performance<br />Displaying ethics, integrity, and character<br />Being driven to lead and to assume higher levels of responsibility<br />
  55. 55. Page 53<br />Why did I miss out on that promotion? 3 of 6<br />DE-SELECTION FACTORS IN EXECUTIVE CAREER ADVANCEMENT-characteristics that prevent you from being considered as a serious candidate<br />Having weak interpersonal skills<br />Treating others with insensitivity or abrasiveness<br />Putting self-interest above company good<br />Holding a narrow, parochial perspective on the business and the organization<br />
  56. 56. Page 54<br />Why did I miss out on that promotion? 4 of 6<br />CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive level<br />Setting direction and thinking strategically; spotting marketplace trends and developing a winning strategy that differentiates the organization<br />Building and continually upgrading a strong executive team; having a “nose for talent”; establishing an adequate level of team cohesion<br />
  57. 57. Page 55<br />Why did I miss out on that promotion? 5 of 6<br />CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive level<br />Getting things done across internal boundaries (lateral management); demonstrating organization savvy; <br />influencing and persuading colleagues; dealing well with conflict<br />Growing and developing as an executive; soliciting and responding to feedback; adjusting leadership style in light of experience<br />
  58. 58. Page 56<br />Why did I miss out on that promotion? 6 of 6<br />CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive level<br />Managing implementation without getting involved at too low a level of detail; defining a set of roles, processes, and measures to ensure that things get done reliably<br />Building the capacity for innovation and change; knowing when new ways of doing business are required; having the courage, tolerance for risk, and change-management skills to bring new ideas to fruition<br />
  59. 59. Page 57<br />Conclusion & Questions<br />
  60. 60. Page 58<br />Conclusion<br />Summary<br />Questions<br />