Managers Career Guide


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  • Managers Career Guide

    1. 1. ES People Manager Development Program: The Manager’s Guide To Career Coaching Presented b y Rob Straby , M.A.
    2. 2. Presentation Overview <ul><li>Welcome & orientation </li></ul><ul><li>What are your experiences? </li></ul><ul><li>Career trends </li></ul><ul><li>Introduction to the 7 principles </li></ul><ul><li>Using the approach with your employees </li></ul><ul><li>Debrief & wrap-up </li></ul>
    3. 3. Questions Professionals Ask <ul><ul><li>How do you find time for career planning? </li></ul></ul><ul><ul><li>How do you deal with politics in the workplace? </li></ul></ul><ul><ul><li>My career is stagnant, how do I get it going? Where can I start? </li></ul></ul><ul><ul><li>How do I advance in my career if I don’t have the time? </li></ul></ul><ul><ul><li>How do I understand who I really am and what I really need to be fulfilled in a career? </li></ul></ul><ul><ul><li>How do you really know what you want to do? </li></ul></ul><ul><ul><li>How do you avoid failure? </li></ul></ul>
    4. 4. Understanding Change <ul><li>Critical changes that affect us all : </li></ul><ul><li>Increasing pace of technological change </li></ul><ul><li>Integration of the global economy </li></ul><ul><li>Organizations are flattening, downsizing and reorganizing </li></ul><ul><li>Demographic changes – impact of Boomers </li></ul><ul><li>What else so you see? </li></ul>
    5. 5. Changing Beliefs <ul><li>Traditional Beliefs: </li></ul><ul><li>Valuing loyalty and tenure </li></ul><ul><li>Upward growth </li></ul><ul><li>Employee development </li></ul><ul><li>Permanence </li></ul><ul><li>Paternal organizational model </li></ul><ul><li>Emerging Beliefs: </li></ul><ul><li>Valuing commitment and performance </li></ul><ul><li>Development growth </li></ul><ul><li>Personal development </li></ul><ul><li>Transience </li></ul><ul><li>Network organizational model </li></ul>
    6. 6. Tom Peters Says “Re-Imagine!” <ul><ul><li>Yesterday </li></ul></ul><ul><li>Job for life </li></ul><ul><li>Competence </li></ul><ul><li>Reference group: </li></ul><ul><li>The corporation </li></ul><ul><li>Work with the same old folks </li></ul><ul><li>Career strategy = </li></ul><ul><li>Do what you’re told </li></ul><ul><li>Today </li></ul><ul><li>Gig for now </li></ul><ul><li>Mastery </li></ul><ul><li>Reference group: Peers in my craft </li></ul><ul><li>Work with a shifting network of partners </li></ul><ul><li>Career Strategy = </li></ul><ul><li>Do what you excel at </li></ul>
    7. 7. Change Impacts Career Paths
    8. 8. Traditional Career Path #1 <ul><li>Leadership </li></ul><ul><li>“ Up the ladder” </li></ul><ul><li>Success based on upward progress, position in the hierarchy </li></ul><ul><li>Organizational definition of career success </li></ul>
    9. 9. Traditional Career Path #2 <ul><li>Expert </li></ul><ul><li>Focus on being highly competent in a specific type of work, e.g. doctor, lawyer, engineer </li></ul><ul><li>Many people consider this to be the only definition of success </li></ul>
    10. 10. Emergent Career Path #1 <ul><li>Spiral </li></ul><ul><li>Success means a progressive broadening of one’s knowledge and sill over time </li></ul><ul><li>A pattern of movement that uses old skills and learns new ones </li></ul>
    11. 11. Spiral Also Known as Versatilist <ul><li>Versatility </li></ul><ul><li>Neither specialist nor generalist </li></ul><ul><li>“ Ability to apply depth of skill to a progressively widening scope of situations and experiences, gaining new competencies, building relationships and assuming new roles” (Gartner Group) </li></ul>engineering > systems analytics > sales > marketing
    12. 12. Emergent Career Path #2 <ul><li>Transitory </li></ul><ul><li>Focus on movement </li></ul><ul><li>Diversity of experience </li></ul><ul><li>May or may not transfer skills </li></ul><ul><li>Mistakenly thought of as not having a career </li></ul><ul><li>More common in younger generations </li></ul>
    13. 13. What Are Your Experiences? <ul><li>Identify a leader or manager who has inspired or helped you. </li></ul><ul><li>What are the kinds of things they did and the behaviours they exhibited? </li></ul><ul><li>Please share your thoughts </li></ul>
    14. 14. Understanding Manager’s Role <ul><li>It is important for leaders to accept responsibility for helping to guide individuals in making career choices that benefit both the individual and the organization </li></ul><ul><li>The 7 principles that follow can help leaders to act on controllable career issues for their selves and others </li></ul><ul><li>Each principle can be learned & practised within day-to-day work activities </li></ul>
    15. 15. Principle #1 <ul><li>Manager, help thyself </li></ul><ul><li>Goal = R ole modelling </li></ul><ul><li>Demonstrate that systematic career planning is worth the effort by doing or updating your own career planning </li></ul><ul><li>You cannot be an effective leader unless you are aware of your own career reality </li></ul>
    16. 16. Principle #2 <ul><li>Deal with the person as an individual </li></ul><ul><li>Goal = Personal focus </li></ul><ul><li>Show that you recognize the person as an individual, not just as another employee with the same demands </li></ul><ul><li>Indicate your interest in helping the person to work through the issues and to arrive at conclusions that will meet their needs </li></ul><ul><li>When you relate to others in terms of their needs, they are more likely to develop understanding of their needs and discover how to help themselves </li></ul>
    17. 17. Principle #3 <ul><li>Focus on the present, not the past </li></ul><ul><li>Goal = Working with what is happening now </li></ul><ul><li>Ask about the individual’s situation in relation to what they would like to be doing; find out how the person views themselves and their situation </li></ul><ul><li>We cannot change the past; we can only influence the future </li></ul>
    18. 18. Principle #4 <ul><li>Minimize surprises, be prepared </li></ul><ul><li>Goal = Preparedness </li></ul><ul><li>Be receptive, but try to avoid spur-of-the-moment career discussions. If an individual initiates a career discussion, ask them what they would like to discuss, say what you would like included, and then select a time and a place for the discussion </li></ul><ul><li>Do your homework as necessary </li></ul><ul><li>Preparation conserves time and energy and reduces uncertainty </li></ul>
    19. 19. Principle #5 <ul><li>Listen for meaning, say what you mean </li></ul><ul><li>Goal = Active & accurate communication </li></ul><ul><li>Use active listening </li></ul><ul><li>Distinguish between facts and opinions </li></ul><ul><li>Distinguish between understanding and agreement </li></ul><ul><li>Accurate communication is the foundation for working together effectively </li></ul>
    20. 20. Principle #6 <ul><li>Teach responsibility </li></ul><ul><li>Goal = Meeting needs within the realities of the situation </li></ul><ul><li>Help the individual to recognize the reality of their situation: what they are doing now and what they are trying to accomplish </li></ul><ul><li>Express your observations about what you hear without judging or interpreting it </li></ul><ul><li>Good judgement is developed through the act of choosing and through living with the consequences of one’s choices </li></ul>
    21. 21. Principle #7 <ul><li>Act on plans for the next step </li></ul><ul><li>Goal = Goal-oriented actions </li></ul><ul><li>Help the individual to achieve learning objectives or to implement action steps by providing support & necessary resources </li></ul><ul><li>Integrating career planning into existing organizational tools and methods helps the individual and the manager to connect the career development plan to the current work </li></ul>
    22. 22. Discussion of Applications <ul><li>Identify questions that you have been asked or expect might be asked. </li></ul><ul><li>Form a group of 3-4 </li></ul><ul><li>Discuss how you would approach handling this question using the principles </li></ul>
    23. 23. What Should You Do When… <ul><li>Question #1: “What is my potential?” </li></ul><ul><li>Issues: Helping the individual to recognise their strengths and weaknesses </li></ul><ul><li>Helping the individual to establish realistic objectives for development and learning </li></ul><ul><li>Principles You Would Apply: </li></ul><ul><li>1: Manager, help thyself </li></ul><ul><li>4: Minimize surprises; be prepared </li></ul><ul><li>3: Focus on the present, not the past </li></ul><ul><li>5: Listen for meaning; say what you mean </li></ul>
    24. 24. What Should You Do When… <ul><li>Question #2: “What is my next career step?” </li></ul><ul><li>Issues: Review the individual's current career path and plan </li></ul><ul><li>Define appropriate action steps with the active involvement of the individual </li></ul><ul><li>Principles You Would Apply: </li></ul><ul><li>4: Minimize surprises; be prepared </li></ul><ul><li>3: Focus on the present, not the past </li></ul><ul><li>6: Teach responsibility </li></ul><ul><li>7: Act on plans for the next step </li></ul>
    25. 25. What Should You Do When… <ul><li>Question #3: “Where is the organization going?” </li></ul><ul><li>Issues: Satisfy the individual’s desire to know insofar as you are free to do so </li></ul><ul><li>Principles You Would Apply: </li></ul><ul><li>5: Listen for meaning; say what you mean </li></ul><ul><li>6: Teach responsibility </li></ul><ul><li>7: Act on plans for the next step </li></ul>
    26. 26. What Should You Do When… <ul><li>Question #4: Why was I passed over for promotion?” </li></ul><ul><li>Issues: Make sure that you have all the facts about the situation </li></ul><ul><li>Explain how and why the decision was made </li></ul><ul><li>Principles You Would Apply: </li></ul><ul><li>4: Minimize surprises; be prepared </li></ul><ul><li>2: Deal with the person as an individual </li></ul><ul><li>3: Focus on the present, not the past </li></ul><ul><li>5: Listen for meaning; say what you mean </li></ul><ul><li>7: Act on plans for the next step </li></ul>
    27. 27. What Should You Do When… <ul><li>Question #5: “I do not want this transfer!” </li></ul><ul><li>Issues: Seek to understand the individual's situation </li></ul><ul><li>Help the person to reconfirm or reconsider their decision </li></ul><ul><li>Principles You Would Apply: </li></ul><ul><li>2: Deal with the person as an individual </li></ul><ul><li>4: Minimize surprises; be prepared </li></ul><ul><li>5: Listen for meaning; say what you mean </li></ul><ul><li>6: Teach responsibility </li></ul>
    28. 28. What Should You Do When… <ul><li>Question #6: Create your own here… </li></ul><ul><li>Issues: </li></ul><ul><li>Principles You Would Apply: </li></ul>
    29. 29. Feedback <ul><li>Do you have any: </li></ul><ul><li>Comments? </li></ul><ul><li>Ideas? </li></ul><ul><li>Questions? </li></ul>
    30. 30. For more information: <ul><li>Rob Straby </li></ul><ul><li>[email_address] </li></ul><ul><li>(519) 846-1056 </li></ul><ul><li> </li></ul>