The document outlines strategies for career advancement, emphasizing goal-setting and continuous learning in technical careers, particularly for women. It discusses different career stages, from entry-level to executive positions, and highlights the importance of developing specific skills and expertise through dedicated practice. The text also stresses the significance of adopting new behaviors and creating supportive environments to achieve professional goals.

1. © 2014 mona sabet
1
What does it take to be
THE BEST
at what you do?

2. © 2014 mona sabet
2 Goal Setting
your
personal
brand
visionYour desired
brand
your desired
expertise
missionPositioning
Yourself
your strategic goals

3. © 2014 mona sabet
3 Women in Technical Careers
June, 2011
The Anita Borg
Institute for
Women and
Technology

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4 Stages of Career Advancement
1, entry level - Apprenticeship
 works under supervision
 demonstrates competence as a part of larger project
2, mid-level - Individual Contributor
 responsible for defined projects, works independently, increased technical
competence and reputation, develops a network
3, senior level - Management, Contributing through Others
 increased technical impact
 acts as a manager, or leader for stages 1 and 2.
 represents the group/project within organization.
 broader business perspective
4, executive level - Setting strategic direction
 represents organization and vision to external and internal constituents.
 power and influence in the name of the organization.
 prepares future leaders
4
The Anita Borg
Institute for
Women and
Technology

5. © 2014 mona sabet
Deconstructing Career Advancement
1, entry level - Apprenticeship
 works under supervision
 demonstrates competence as a part of larger project
2, mid-level - Individual Contributor
 responsible for defined projects, works independently, increased technical
competence and reputation, develops a network
3, senior level - Management, Contributing through Others
 increased technical impact
 acts as a manager, or leader for stages 1 and 2.
 represents the group/project within organization.
 broader business perspective
4, executive level - Setting strategic direction
 represents organization and vision to external and internal constituents.
 power and influence in the name of the organization.
 prepares future leaders
5
Content
Quantity
Context
Quality

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6
Quality
Context
Quantity
Content
set your
goals
depending
on where
you are in
these
concentric
circles

7. © 2014 mona sabet
Depth
 Chemical Engineering Degree –
1989
 Law Degree – 1992
 Executive Management Cert –
1988
 Information Systems Cert – 2000
 Director’s College - 2008
Currency
 California Bar Continuing
Education
 Non-credit courses in innovative
design
 Non-credit courses in
organizational psychology
 Frequent training on
management, team dynamics,
and leadership
7 Content
Write down the depth and currency of your content
Content
Depth
Currency
Which bubbles need to get larger and move to the right?
Eng
Law Org
Psych
Product
Design

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8 ContentContent
Who are you
learning from?
- Who are the experts in your field?
- Who is more of an expert than you?
- What separates their technical
content from yours?
- How do you stay current?
- How are you taking learning into
your own hands

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9
Quantity
Content
Phase 2 -
Quantity

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10 Quantity
Quantity

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Quantity11 Quantity
10,000-Hour Rule
the key to success in any field is, to
a large extent, a matter of
practicing a specific task for a total
of around 10,000 hours
…
Does this rule make sense? Why?
knowledge skill habit

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12
The elite software developer is the programmer who spends all
day pounding code at work, and after leaving work she writes
open source software on her own time.
The elite football player is the guy who spends all day on the
practice field with his teammates, and after practice he goes
home to watch game films.
The elite physician listens to medical podcasts in the car during a
long commute.
The elites are obsessed with what they do.
Continuous ImprovementQuantity

13. © 2014 mona sabet
Novice (2,000
hours)
Apprentice
(4,000 hours)
Journeyman
(6,000 hours)
Adept (8,000
hours)
Outlier(10,000
hours)
13 Quantity – Breaking 10,000 down
Write down skills you have developed at each level
Quantity
** 2000 hours is roughly one year of more than full time work!
product
marketing
product
design
strategy setting
public speaking
intellectual
property
practice
technology
transactions,
negotiation, org
psychology…
Skills must be
specific
e.g.:
“programming”
is NOT specific

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14 QuantityQuantity
Novice
(2,000 hours)
Apprentice
(4,000 hours)
Journeyman
(6,000 hours)
Adept
(8,000 hours)
Master
(10,000
hours)product
marketing
Being strategic about your career means
developing goals to get from here to there

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15
1. Goals around knowledge (content)
• What do you still need to learn?
• From who will you learn it?
• How are you staying current in your areas of technical work?
2. Goals around skills & experience (quantity)
• Do you know what skills you need to get to the next promotion?
• Do you know how strong you are at those skills today?
• What is your plan for getting from here to there?

16. © 2014 mona sabet
16 Goal Setting Exercise
your
personal
brand
your desired
expertise
your strategic goals
vision
mission
goals

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17
S M RA T
specific measurable actionable results-oriented time-bound

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18
New and
necessary
behaviors
identified
“Motivation” to
make the
changes
Goal are just words until…
Practice to
make them stick

19. © 2014 mona sabet
19 Focus on understanding specific behaviors
bank managers not selling as much as competitionx
bankers spent too little time with customers
x
bankers spent too little time with customers because…
they had to spend too much time on paperwork
they found customer interactions uncomfortable



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20

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Write down the required behaviors to
achieve your more specific goals
personal
brand
your desired
expertise
your strategic goals
specific goals
required behaviors
vision
mission
goals

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What specific
behaviors need
to change
What ‘power’
do you have
over those
people
Step 2: Apply Tactics for Changing Routines
1. Identity decision making
2. Changing the environment
3. Building a community
4. The Burning Bridge – create urgency
5. Training (very difficult to creating lasting habits)
Specific Behaviors:
1. Exercise their newly
learned interpersonal
skills
2. Customers are their
friends, not their
superioes

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Changing Environment25
How does Starbucks get me to spend
$4.25 nearly every day for milky coffee?
They intentionally cultivated an
environment where baristas
make you feel like they are
thrilled to serve you exactly what
you want.
To achieve this, baristas had to
be enormously service-oriented!
We’re not in the coffee business serving people.
We are in the people business serving coffee.

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Changing Environment26
Behavioral goal:
enormously service-oriented!
Proposed solution:
Free gym memberships!
(reciprocity)

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27
?
Step 1: Understand the specific behaviors
that need to change
Changing Environment (reciprocity)

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?
D***-it! That’s not
what I ordered!!!
I ordered a
venti
half-caf
no foam
two-pump
soy milk
1 raw sugar
skinny
caramel
macchiato
In a double cupMoment of
Adversity
Changing Environment (reciprocity)

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Tactic for changing the routine from
Reactive
Frustration
Controlled
Response
Checklists
Cue 1 Response 1
Cue 2 Response 2
Changing Environment (reciprocity)

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Step 3: Practice Your Routine

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Step 3: Practice Your Routine

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Step 3: Practice Your Routine

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33
Tony Dungy
Accepted the coaching job for the
perennial loser Tampa Bay
Buccaneers
His coaching philosophy
stop making so many decisions
during a game
“Champions don’t do extraordinary
things. They do ordinary things, but
they do them without thinking, too
fast for the other team to react.
They follow the habits they’ve
learned.”
…. and action!!

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"At practice, the scout team ran that same play and
I got beat on it. [Coach] Bill [Belichick] told me,
'You've got to be on that.' At that time [of the play],
memorization came through. I just jumped the route.
I just made a play. Just do your job -- do it the best
way you can. I just did my job."