1. The document discusses common career stalling behaviors and stoppers such as blocked personal learning, political missteps, insensitivity to others, defensiveness, and performance problems. 2. For each behavior, the document outlines what would constitute a problem versus not being a problem, potential causes, and some recommended remedies. 3. The overall purpose is to provide insight into behaviors that can stall someone's career and suggestions for how to address them.

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1. Bl ocked per sonal l ear i ng
2. Pol i t i cal mi sst eps
3. I nsensi t i ve t o ot her s
4. Def ensi veness
5. Per f or mance pr obl em

4. Bl ocked Per sonal Lear ni ng:
A problem :
•Disclosed to learning new personal, interpersonal, managerial, and leadership skills,
approaches, and tactics
•Prefers staying the same even when faced with new and different challanges
•Is narrow in interests and scope
•Uses few learning tactics
•Doesnot seek input
•Lack curiousity
•Is not insightful about him/herself

5. Bl ocked Per sonal Lear ni ng:
Not a problem :
•Eager to learn, interested in whats new or better
•Has broad interests and perspective
•Seeks and listen to feedback
•Takes critisiscm to hard
•Always looking to improve him/herself
•Carefully observe other for their reactions and adjust accordingly
•Reads people and groups well
•Pick up on subtle corrective cues from others
•Is sensitive to different challanges and change accordingly

6. Bl ocked Per sonal Lear ni ng:
Some causes :
•Hang on hoppingto make it without changing
•Low risk taker
•May block change for others
•Narrow in scope and interests
•Not open to new approaches
•Perfectionists
•Prefer the tried and true
•Self learning/development interest is low
•Too busy to learn anything new
•Too comfortable

7. Bl ocked Per sonal Lear ni ng:
Some remedies :
•How do you select what you are going to do?
•You are probably caught in your comfort zone
•You must constantly observe others, reaction to you to be good at
adjusting to others
•Whatever the cause are, people view you as not open to learning
•Experiment with some new techniques with people
•Expand your repertoire
•Be an early adopter of something
•Pick three tasks you are never done before and go do them
•Volunteer for task force
•Are you the same in your personal life?

9. Pol i t i cal Mi sst eps:
A problems:
•Can not get things done in complex political settings and environments
•Lack sensitivity to people and organizational politic
•Does not recognize political due process requirement
•Says and does the wrong thing
•Share sensitive information and opinion with the wrong people

10. Pol i t i cal Mi sst eps:
Not a problem :
•Is politicaly smooth and noise less
•Reads individuals and groups well, knows how they are effected
•Modifies approaches when resistant is match
•Keeps confidences
•Can maneuver through rough water without getting wet
•Use multiple ways to get things done
•Adjust to the reality of the political situations
•Counsel other on political approaches
•Usually knows the right thing to do and say
•Some causes :
•Competitive with peers
•Do not read others or their interest well
•Maybe too candid to curry favor
•May share wrong/sensitive information
•Miss understanding of what political savvy
•Is no patient with due process
•Poor impulse control
•Poor interpersonal skills
•Poor negotiator
•Seen as a strident advocate

11. Pol i t i cal Mi sst eps:
Some causes :
•Competitive with peers
•Do not read others or their interest well
•Maybe too candid to curry favor
•May share wrong/sensitive information
•Miss understanding of what political savvy
•Is no patient with due process
•Poor impulse control
•Poor interpersonal skills
•Poor negotiator
•Seen as a strident advocate

12. Pol i t i cal Mi sst eps:
Some remedies :
•Impulse control
•Humor
•Attitude and believe
•Political due process
•The special case of candor
•Understanding the politic of the organization
•Impropriety
•Gossiping
•In the special case of dealing with top management, sensitivities are high,
egos are big, sensitivity traps are set and tension can be severe
•Strident advocates do not usually fare well in organization becasue their
perspectives are seen as rigid and narrow

14. I NSENSI TI VE TO OTHERS:
A problems:
•Has an intimidating style
•Makes other feel bad
•Does not care or does not think about how he/she effect others
•Does not follow interpersonal due process
•Does not care about the needs of others
•Does not ask and does not listen

15. I NSENSI TI VE TO OTHERS:
Not a problem :
•Has a smooth and approachable style
•Shows empaty and carring
•Can tell when people are hurting
•Good at reading at other people hot button
•Listens
•Allow others to play out their agendas without interupting
•Helpful towards others
•Asks others what they are feeling and thinking
•Sensitive to how he/she is coming accross

16. I NSENSI TI VE TO OTHERS:
Some causes :
•Abuse others
•Actions junkies
•Aggresive, result oriented
•Blow up under pressure
•Do not care
•No idea of impact
•Run over people
•Unrealistic standard
•Very successful

17. I NSENSI TI VE TO OTHERS:
Some remedies :
•Insensitivity is a catch-all term
•Loss of composure
•Audience sensitivity in any situations, there are always multiple ways you
can deliver messages and get things done
•Being close minded
•Impatience
•Solutions first, understanding second?
•Interpersonally challanged?
•Too smart?
•Dont think its matters?
•Time management

19. DEFENSI VENESS:
A problems:
•Its not open to critism
•Denies mistake and fault
•Rasionalize away failure
•Get upset at the messenger who brings bad news
•Blames other for his/her own problem
•Does not listen to and does not hear negative feedback
•Does not share views of personal limitations with others
•Does not benefit much from formal feedback event or workshop
•Not a problem :
•Takes critism as a chance to learn
•Listens attentively to negative feedback
•Learns from feedback
•Admits flaws and mistakes
•Takes personal responsibility when things dont go well
•Learns from personal growth workshops and plans
•Thanks people for feedback
•
•Some causes :
•Blame others
•Can not read others
•Combative style
•Deny faults
•Dont seek feedback
•Dont share much
•Not approachable
•Perfectionist
•Rigid
•Shut down in the face of critiscm
•Some remedies :
•Deffensiveness is a major blockage to accurate and comprehensive self knowlegde
•Your defensive respon
•Getting feedback from others
•Once you have understood the feedback, and after the event right down all the criticsms
•Show others you take your development seriously
•Resistant to new ideas
•Blind spot
•Disclosing more
•Avoid sharp and instant reactions
•Watch your non verbal

20. DEFENSI VENESS:
Not a problem :
•Takes critism as a chance to learn
•Listens attentively to negative feedback
•Learns from feedback
•Admits flaws and mistakes
•Takes personal responsibility when things dont go well
•Learns from personal growth workshops and plans
•Thanks people for feedback
•
•Some causes :
•Blame others
•Can not read others
•Combative style
•Deny faults
•Dont seek feedback
•Dont share much
•Not approachable
•Perfectionist
•Rigid
•Shut down in the face of critiscm
•Some remedies :
•Deffensiveness is a major blockage to accurate and comprehensive self knowlegde
•Your defensive respon
•Getting feedback from others
•Once you have understood the feedback, and after the event right down all the criticsms
•Show others you take your development seriously
•Resistant to new ideas
•Blind spot
•Disclosing more
•Avoid sharp and instant reactions
•Watch your non verbal

21. DEFENSI VENESS:
Some causes :
•Blame others
•Can not read others
•Combative style
•Deny faults
•Dont seek feedback
•Dont share much
•Not approachable
•Perfectionist
•Rigid
•Shut down in the face of critiscm
•Some remedies :
•Deffensiveness is a major blockage to accurate and comprehensive self knowlegde
•Your defensive respon
•Getting feedback from others
•Once you have understood the feedback, and after the event right down all the criticsms
•Show others you take your development seriously
•Resistant to new ideas
•Blind spot
•Disclosing more
•Avoid sharp and instant reactions
•Watch your non verbal

22. DEFENSI VENESS:
Some remedies :
•Deffensiveness is a major blockage to accurate and comprehensive self
knowlegde
•Your defensive respon
•Getting feedback from others
•Once you have understood the feedback, and after the event right down
all the criticsms
•Show others you take your development seriously
•Resistant to new ideas
•Blind spot
•Disclosing more
•Avoid sharp and instant reactions
•Watch your non verbal

24. PERFORMANCE PROBLEM:
A problems:
•Does not consistenly hit target and objects
•Does not produce results across a variety of situations

25. PERFORMANCE PROBLEM:
Not a problems:
•Consistently produces results
•Meets all goals and target
•Plans and sets priorities well
•Is organized and get things done on time and in time
•As produced results under a variety of conditions

26. PERFORMANCE PROBLEM:
Some causes :
•Do not deliver consistenly
•Inexperienced
•New to the job
•Not bold or innovative
•Procrastinate
•Scrambled at the last minute

27. PERFORMANCE PROBLEM:
Some remedies :
•Priorities?
•Procastinate?
•Process?
•Organizing?
•Getting work done through others
•Too new to the job?
•Not bold enough?
•Stuck in old habits and comfortable zone ways
•Working across border and boundaries?
•The stress and strain