Agile Network India | Career Growth by Increasing your Impact, Influence and Value by Vishal Kulshreshtha

1. Career Growth
Everyone’s Story
By
Vishal Kulshrestha

2. Munna
Put a lot of efforts
Try to make everyone happy
But no one trusts him
for any assignment

3. Raju
Claimed to be Ninja
Liked & apricated by everyone
Try to manage everything independently
But management is not
promoting him as
manager

4. Maximum
Guy
Top Class Position hai
100+ People are reporting
But no one respecting
him

5. The Boss
Multitasker knows everything
Heading team of loyalist
Offer guidance & Coaching
But neither employees
are happy nor customer

6. I am working day
and night, but still
on probation.
My team is not
listening to me.
It has been six years;
they have not made a
manager?
She has joined just 7
months back and now
sitting on our head?
Why I am blamed for my
team, I am a manager,
not a parent.
I am the boss and no one
respecting me.
Why are my employees
always asking about
career paths?
Despite being average my
colleague got a good
appraisal.
Who is to be blame?

8. Growth Path??

9. However, there is secret
that everyone,
regardless of position,
can grow easily
Influence
Perspective
Impact
Complexity
1
2
3
4

10. Career Growth
By Increasing your Impact, Influence and Value

11. What is the common between CEO and
person working down the line?
Everyone is CONTRIBUTING from top
to down

12. What is un-common between the CEO and
the person working down the line?
The way everyone is
CONTRIBUTING

13. “Way” is a
Skill set

14. “Answer”
of all queries, concerns about
career growth
is here
Contribution

15. So, is the change of position Career Growth?

16. Four Stages of Career
Contributing
Dependently
Contributing
Independently
Contributing
Through Others
Contributing
Strategically
1
2
3
4

17. Contributing Dependently
• Willingly accepts supervision and direction
• Demonstrates success on a portion of a larger project or task
• Masters basic and routine tasks
• Shows “directed” creativity and initiative
• Performs well under time and budget pressure
• Learns how “we” do things

18. Contributing Independently
• Assumes responsibility for definable projects
• Relies less on supervision; works independently and produces
significant results
• Increases in technical expertise and ability
• Develops credibility and a reputation
• Builds a strong internal network of relationships

19. Contributing Through Others
• Increases in technical breadth
• Develops broad business perspective
• Stimulates others through ideas and knowledge
• Involved as a manager, mentor, or idea leader in developing others
• Represents the organization effectively to clients and external groups
• Builds a strong internal and external network

20. Contributing Strategically
• Provides direction to the organization
• Defines/drives critical business opportunities and needs
• Exercises power responsibly
• Obtains essential resources
• Sponsors promising individuals to prepare them for leadership roles
• Represents the organization on critical strategic issues

21. Key Dimensions
Contributing
Independently
Contributing
Through Others
Contributing
Strategically
Establishing and
Applying Expertise
Individual
Contributor,
Specialist
Accepting
Independence
Individual
Capability, Subject
Matter Expertise
Guiding,
Coordinating,
Developing Others
Coach, Mentor, Idea
leader, Internal
Consultant, Leader
Accepting
Responsibility (formal
or informal) for
Others’ efforts
Relationships,
Networks &
Technical Breadth
Shaping
Organizational
Direction
Sponsor, Innovator,
Business Leader
Holistic View of
Business Making
Tough Choices
Establishing
Organizational
Priorities, Broad
Impact & Influence
Contributing
Dependently
Building
Credibility/
Learning
Helper
Learner
Recognizing need
for Dependence
Support to
Others, Building
Credibility
Performance
Expectation
Primary
Role
Major Transition
Issue
Performance
Leverage

22. How do you move to the next stage
• Find ways to influence
the organization or a
major part of the
organization
• Obtain essential
resources
• Represent the company
to external stakeholders
• Become a “thought
leader” in the industry
• Sponsor promising
people for key future
roles
• Go beyond original area
of expertise
• Develop people through
training, assignments
and coaching
• Understand business
drivers and implications
• Build strong network of
internal and industry
relationships
• Let go of some “Stage
2” type activities; let
others be recognized as
experts
• Seek visible, important
and complex job
assignments
• Manage independence
well; honor
commitments & keep
others informed
• Establish solid technical
roots and a reputation
for high level of
competence
• Be a strong colleague &
team player
• Be positive about
learning, growth and
change
• Be inquisitive
• Get others’ help when
needed
• Seek challenging work
• Seek feedback and use
it
• Deliver under pressure
• Attend to the detail and
quality of your work
Stage 4
Stage 3
Stage 2
Stage 1

23. Misalignment
Contributing
Dependently
• Avoid Learning and
hands-on experience.
• Taking short-cuts
Contributing
Independently
• Asks permission on
routine or small
decisions
• Shows little
confidence in own
judgment
• Fear to take ownership
Contributing
Through Others
• Very busy
• Important leadership
work never gets done
• Spends time doing
hands-on work
• Views questions as
interruptions
• Fixes mistakes rather
than teaching
• Developing followers
Contributing
Strategically
• Chases in too many
directions
• Overly loyal to a
function
• Talks more than listens
• Short-term focus
rather than long-term
view
• Delegates too much or
is overly controlling

24. transformation

25. transformation
1
4
3
2

26. transformation
Relationships
Tasks
Perspective
Basic, routine More complex, ambiguous
Narrow
Technical
Short-term
Broad
More strategic
Long-term
1 2 3 4
Dependent Independent Interdependent

27. transformation
8-10 years?
1-5 years?
1 2 3 4
20 years+?
10-20
years+?
3-6 months
12-18 months+
24 months+

28. Value of Contribution
•y = You, your skills, talents, passions, experience, expertise and the
hard work you bring to the game.
•n = You, number of people who either influence you or are
influenced by you
•v = “value added” you create in the organization

29. Stage - 1
𝑦
𝑛
𝑣 =

30. Stage - 2
𝑣 = y

31. Stage - 3
𝑣 = y × n

32. Stage - 4
𝑦𝑛
𝑣 =

33. Recap
• Stages are the way of contribution, not a hierarchy
• The Four Stages describe the functions that are vital for an
organization to survive and grow
• Movement through the stages is not automatic
It takes behavior change and psychological shifts to move between the
stages
• Your stage is not defined by your job title
• You may be in more than one stage at any one time
• Job assignments are key to moving through the stages

34. Recap
• Don’t let your job description limit what you contribute
• Challenge the boundaries of your role
• Understand “Law of increasing expectations”
• Success can’t be just measured from stages

35. Q&A