The satisfying work pack powerpoint

How you can continue to
have a satisfying career
The Satisfying
Work Pack

This pack provides practical tools you can use to do satisfying work.
Anybody can do work they love, the art is getting somebody to pay
you for doing it.
How to make this happen? One approach is to focus on the following
themes.
Strengths
You can build on your strengths.
Sponsors
You can find sponsors - customers or employers - who will pay you for
doing what you do best.
Success
You can do superb work and help your sponsors to achieve success.
Introduction

You can build on your strengths, find sponsors who will pay you for
doing what you do best and help those people to achieve success.
You can focus on your:
Satisfying Work
Sponsors
Strengths
Success

The world of work has changed. There are no long-term jobs
anymore, but there are lots of projects. During our lives we may
follow the same themes in our work but move from project to project.
It can therefore be useful to focus on the following steps.
Step One is to clarify your strengths. These are the activities in which
you deliver As, rather than Bs or Cs.
Step Two is to clarify your potential sponsors. These are the people -
the customers and employers - with whom you work best. It is also to
clarify the challenges they face.
Step Three is to clarify how you can use your strengths to help those
people to achieve success.
The next few pages provide questions you can use to explore these
themes. The pack then provides exercises you can use to build on
your strengths and help people to achieve success.

Strengths
What are the deeply satisfying activities in which you deliver As,
rather than Bs or Cs? What are the activities that give you
positive energy? When are you in your element - at ease and yet
able to excel? When do you flow, focus, finish and then, as a by-
product, get a sense of fulfilment?
When do see the destination quickly? When do you go ‘A, B … and
then leap to … Z’? Where do you see patterns quickly? Where do
you have good personal radar - you seem to know what will
happen before it happens?
Where do you have the equivalent of a photographic memory?
When do you score highly on drive, detail and delivery? Where do
you have a track record of always doing the basics and then
adding the brilliance?

What are the activities in which you have natural self-discipline?
When do you make complicated things look simple? When do you
enjoy the journey as much as reaching the goal? When do you
reach the goal and then add that touch of class?
When are you good at dealing with crowdedness – many things
happening at the same time? What are the activities in which you
are calm and then do creative problem solving by focusing on
clarity, creativity and concrete results?
What is your successful style of working? Looking back, what for
you have been your most satisfying projects? What made these
satisfying? Looking at these projects, can you see any patterns?
How can you follow these principles - plus maybe add other skills
- to do satisfying work in the future?

Sponsors
Who are the kinds of people - customers or employers - with
whom you work best? What are the characteristics of these
people? What are the reasons why you work well with them?
When have you worked well with these kinds of people in the
past? What did you do to help them to achieve success? What
were the specific things you actually delivered? What were the
specific benefits of delivering these things to people?
What are the present and future challenges facing these kinds of
people? What may be happening in their world? Looking to the
future, what do they want to achieve for themselves, their team
or their organisation? What is their picture of success?

Success
How can you use your strengths to help these people to tackle
their challenges? What are the specific things you can actually
deliver to help them to achieve their picture of success? What will
be the benefits - to all the various stakeholders - of delivering
these things to people?
How can you reach these people in a way that fits your values
system? How can you sit alongside them, clarify what they want
to achieve and share ideas? How can you, if appropriate, make
clear contracts about the specific things you can deliver to help
them to achieve success?
How can you perform superb work? How can you proactively keep
people informed about your progress towards achieving the
goals? How can you do everything possible to help them to
achieve their picture of success?

The following pages provide exercises you can use to build on your
strengths and do satisfying work.
This section starts by inviting you to clarify your long-term goals.
These can be important to bear in mind when making decisions
about which route to follow in your life and work.
If you wish, however, you can skip this exercise and simply move
on to the exercises that invite you to clarify your strengths. Here
are the exercises.
The Exercises

My Picture of Success
My Life Goals

One approach to doing satisfying work is to start by clarifying your
overall lifetime picture of success. You can then, if appropriate, aim
to do work that helps you to achieve these goals.
Everybody is different and everybody has different pictures of
success. What is your picture? Looking back on your life when you
are 80, what for you will mean you have had a successful life? This is
a particularly challenging exercise, so only do it if you feel okay
about it.
The exercise invites you to start from your destination and define
your overall life goals. People often cover three themes when doing
this exercise.
* Positive Relationships.
They focus on how they want to be remembered as a parent,
partner, friend or whatever.
Introduction

* Positive Memories.
They focus on how they want to enjoy life, pursue experiences and
have no regrets.
* Positive Contribution.
They focus on how they want to follow their vocation, do good work or
make a positive contribution to the world.
You may prefer to clarify your life goals in another way. Whatever
approach you take, however, clarifying these goals can act as a long-
term compass.
You can bear in mind these aims when making key decisions. When
given the opportunity to take a new job, for example, you can ask
yourself:
“Will taking this step help me to achieve my longer-term picture of
success?”

1) I have
For example:
*
*
*
Looking back in later years, I will feel my life has
been successful if I have done the following things.

Introduction
This exercise invites you to describe your strengths. It invites you to
do the following things.
* Describe the deeply satisfying activities in which you deliver As.
These may be particular kinds of projects, tasks or other activities. Try
to be as specific as possible and give concrete examples.
* Describe the activities in which you deliver Bs and Cs.
The B activities are probably those that you can do reasonably well.
They are not your As, however, or maybe they were once but now you
get bored doing them.
The C activities are those in which you have little aptitude or desire to
learn.

* Describe how you can build on your strengths.
Try to be as specific as possible about how you can continue to
develop in the activities that you do best.
* Describe how you can, if appropriate, manage the consequences
of your weaknesses.
* Describe the specific things that you could deliver for a potential
sponsor – an employer or customer.
The emphasis is on what you can deliver, not what you can do. Lots of
people can do lots of things, but employers and customers buy what
you can deliver.
We will do more work on this theme in a later exercise called My
Contribution To An Employer.

As. The deeply satisfying activities, projects or other tasks
in which I deliver – or have the potential to deliver - As are:
1)
For example:
*
*
*
My A Strengths

Bs. The activities in which I deliver Bs are:
1)
For example:
*
2)
For example:
*
My Bs

Cs. The activities in which I deliver Cs are:
1)
For example:
*
2)
For example:
*
My Cs

The specific things I can do to
build on where I deliver As are:
*
*
*
Building On My Strengths

The specific things I can do to manage
the consequences of my Bs and Cs are:
*
*
*
Managing The Consequences Of My Weaknesses

The specific things I can deliver for a potential
sponsor - an employer or a customer - are:
*
*
*
My Strengths: The Specific
Things That I Can Deliver

Energy is life. This exercise invites you to list the things that give you
positive energy personally and professionally.
These may include doing certain activities, being with certain people,
following certain passions, doing certain professional projects or
whatever.
The activities that give you positive energy – even when you simply
think about them - can provide clues to your strengths. They can
also help you to make decisions. When in doubt, you can ask
yourself:
“Which option gives me the most positive energy?”
So try completing the following exercise.
Introduction

Positive Energy
Personally
*
*
*
*
*
The things that give me positive energy
- personally and professionally - are:
Professionally
*
*
*
*
*

When do you feel in your element? What are the specific situations
in which you feel at ease and yet able to excel?
You may feel this when writing, gardening, teaching a class, leading
a team, performing a play, cooking superb meals, solving a
particular kind of problem or whatever. This exercise invites you to
do the following things.
* Describe when you feel in your element.
* Describe the reasons why you feel in your element in these
situations.
* Describe the specific things you can do to put yourself into more
of these situations where you feel in your element.
Introduction

I feel in my element when:
1)
The reasons I feel in my element then are:
*
*
*
My Element

2)
The reasons I feel in my element then are:
*
*
*

*
*
*
The specific things I can do to put myself into
more situations where I feel in my element are:

Seeing The
Destination Quickly
Clarifying where you go ‘A, B … and then leap to … Z’.

One clue to your talents is where you go into specific situations and
see the destination quickly. You gather information, look for patterns
and see what must be done to achieve success.
You go: ‘A, B … then leap to … Z’. You quickly see the end product or
picture of success. Here are some examples.
A renovator goes into an old house and quickly see how it can be
restored beautifully; a retailer goes into a shop and sees how it can
boost profits; a trouble-shooter goes into a situation and sees what
must be done to deliver success. Try tackling the exercise on this
theme.
* Describe the situations in which you quickly see ‘Z’.
* Describe the specific things you do - or have done in the past - to
deliver ‘Z’.
Introduction

The specific situations in which I
go ‘A, B … and then leap to Z’ are:
1)
The specific things I then do - or have
done - to deliver ‘Z’ successfully are:
*
*
*
Seeing The Destination Quickly

2)
The specific things I then do - or have
done - to deliver ‘Z’ successfully are:
*
*
*

Pattern recognition is one of the keys to peak performance. A person
may have this ability when working with people, playing a sport,
tackling a particular challenge or whatever.
Great workers go into a situation where they excel and quickly read
what is happening. They are able:
To see patterns quickly.
To see both the successful and self-defeating patterns.
To see what must to be done to build on the successful patterns -
whilst minimising the self-defeating patterns - to achieve the desired
picture of success.
Introduction

This is sometimes called personal radar – the ability to see patterns
quickly and predict what will happen before it happens.
Great performers sometimes go beyond having such radar. They also
have the repertoire of skills necessary to deliver the picture of
success. This exercise invites you to do two things.
* Describe where you have the ability to recognise patterns.
* Describe what you do with this information.
For example, you may use it to tackle the challenge, pass on the
knowledge or do practical things to deliver success.

The specific situations in which I have
the ability to recognise patterns are:
1)
The specific things I then do
with this information are:
*
*
*
Seeing Patterns

2)
The specific things I then
do with this information are:
*
*
*

The specific field of activity that I am
fascinated by, having a feeling for and in
which I have a track record of finishing is:
*
Focusing On
A Specific Field

People who do superb work often build on their strengths and focus
on a specific niche. How to choose the area you want to focus on?
It can be useful to focus on a field of activity that you find
fascinating, have a strong feeling for and also have a track record
of finishing. Let’s explore these themes.
Fascination
You are fascinated by the activity. You often find yourself thinking
about it, exploring it and making models that help you to
understand it. You want to discover more about the activity.
Feeling For It
You have a strong feeling for the activity. You feel at home when
doing the activity and have the ability to make complicated things
appear simple.
Introduction

Feeling For
Fascinating
Finishing
Focusing On A Specific Field Of Activity
You can focus on a specific activity that you find fascinating, have
a feeling for and in which you have a track record of finishing.

Finishing
You have a track record of finishing things in the activity. Looking
back, you can think of concrete examples of producing good work
in this activity.
This exercise invites you to start by describing a specific activity
that you find fascinating, have a feeling for and in which you have a
track record of finishing. It then invites you to do the following
things.
Describe the specific things about the activity that you find
fascinating.
Describe the specific examples that demonstrate you have a feeling
for the activity.
Describe the specific examples of you finishing things when doing
this activity.

The specific things that I find
fascinating about this activity are:
*
*
*
Fascination

The specific examples that demonstrate I may have a
feeling for this activity - that I may be good at it - are:
*
*
*
Feeling For It

The specific examples of when I have
finished things in this activity are:
*
*
*
Finishing

Everybody has a positive history. “But I have not achieved
anything,” somebody may say. Looking back on their life, however,
they may have:
Overcome an illness as a child
Performed in play
Played sport at a high level
Written an article
Built a good relationship
Designed a house
Learned a language
Led a team to success
Built a successful prototype
Or whatever.
Try tackling the exercise on this theme.
Introduction

* Describe your positive history.
List the things you have achieved in their life. Start from the age of 0
and go to your present age.
At first you may want to look for big achievements. But start
populating the pages and you will find other achievements appear.
* Describe some of the principles you followed to achieve success.
Choose one achievement that you found particularly rewarding. What
actually happened? What did you do right then? What were the
principles you followed to overcome the challenge or reach the goal?
Describe these in detail.
* Describe how you can follow these principles in the future.

Some of the things I have achieved in the past between
the following ages (adjust according to age) have been:
0
10
15
20
My Positive History

* When I
The specific things I did right then – the
principles I followed – to achieve this were:
*
*
*
The specific things I can do to follow
these principles again in the future are:
*
*
*
Looking at these achievements, here
is one that was particularly rewarding.

Everybody has a successful style of working. Clarifying this style is often
the clue to finding their real strengths.
This is a long exercise, but it can be worthwhile. It highlights when you
have translated your strengths into action. It also highlights how you
work best. The exercise invites you do do the following things.
* Describe two or three satisfying projects that you have done in your
life.
The word ‘project’ can be used in its widest sense. For example: writing
an article, organising a fun run, launching a web site, solving a
particular problem, leading a team or whatever.
Introduction

* Describe each of these projects in turn and the things that made
them satisfying.
Try to be as specific as possible, especially about the things that made
them satisfying. Looking at these projects, can you see any recurring
patterns? These often provide clues to your preferred style.
* Describe your successful style of working - the principles you follow
when doing satisfying work.
You may, for example, find it satisfying to do something you really care
about, set a stimulating goal, work with motivated people, have a
manager who gives you freedom within parameters, follow a certain
rhythm in your daily work, build in quick successes, work to a deadline
and present your work.
Alternatively, you may have a totally different successful style. You
may also have two successful styles: one when you are working alone,
one when working with other people. See what the exercise reveals.
* Describe how you can follow these principles in the future.

* When I
The things that made it satisfying were:
*
*
*
*
*
The first satisfying project was:

* When I
*
*
*
*
*
The second satisfying project was:

* When I
*
*
*
*
*
The third satisfying project was:

Looking at the patterns that have emerged, I believe
my successful style – my preferred way of working – is:
* To
* To
* To
* To
* To
My Successful Style

The things I can do to follow
these principles in the future are:
* To
* To
* To
* To
* To
My Successful Style -
Following It In The Future

Introduction
This exercise builds on some of those that you may have done earlier.
It invites you to do the following things.
* Describe the specific kinds of work that you find satisfying.
You may enjoy encouraging people, writing articles, designing certain
things, solving particular kinds of problems or whatever.
Try to be as specific as possible when describing this work. You may,
for example, enjoy tackling certain kinds of projects, tasks or other
activities.
* Describe the specific things you find satisfying about each of these
kinds of work.
* Describe the specific things you can do to do more of these kinds
of work in the future.

1)
The specific things I find satisfying
about doing this kind of work are:
*
*
*
The specific kinds of work that I find satisfying are:

2)
*
*
*

3)
*
*
*

*
*
*
The specific things I can do to do more
of these kinds of work in the future are:

So far you have clarified your strengths and successful style. These are
‘what’ you do best and ‘how’ you work best.
Combining these together can clarify your specific contribution to an
employer or customer. Before doing this, however, it can be useful to
do several things.
* To clarify your perfect customer. This is the kind of customer or
employer with whom you work best.
* To clarify your perfect role.
* To clarify the possible routes you can travel in your future career.
* To clarify how you can get work by going out and helping people
to succeed.
Introduction

Who are the kinds of people with whom you work best? Who are the
customers who give you positive energy? We often work best with
people who share similar professional values.
You will, of course, continue to do a professional job with all clients.
The key to building a long-term business, however, is to work with your
perfect customers.
Sometimes these people work in a certain sector. They may also be
leaders, managers, front line workers or whoever. More often they
have certain personality characteristics which make it rewarding to
work with them.
Certain kinds of people may, of course, be attracted to a particular
sector. This means we may spend a lot of time working in that field.
Bear in mind also that there will be people with whom you have certain
kinds of clicks.
Introduction

There may be a personal and professional click. You share similar
values and have a similar view of the world. Connection is easy,
because you start from common assumptions.
There may be a professional click. You share similar professional
values. Whilst having differing personalities, you both strongly believe
in achieving a specific professional goal.
There may be no click. Sometimes you will be in work situations where
there is no connection with the other person. You will then aim to be
super professional and behave in a diligent way.
* Describe the specific kinds of customers with whom you work best
and the characteristics of these people.
* Describe the specific challenges these types of customers face and
their pictures of success.
* Describe the specific things you can do to use your strengths to
help these people to achieve success.

The specific kinds of customers
with whom I work best are:
1)
The specific characteristics of these people are:
*
*
*

2)
*
*
*

3)
*
*
*

*
*
*
The specific challenges these potential customers
face - and the specific goals they want achieve - are:

*
*
*
The specific things I can do to use my strengths
to help these people to achieve success are:

How can you do satisfying work that also pays a salary? This exercise
invites you to translate your passion into your perfect role.
Start by describing the characteristics of the project, people and
place that you find most stimulating. Let’s explore these factors.
* Project.
Describe the characteristics of the kind of project you find
stimulating.
* People.
Describe the characteristics of the people - both customers and
colleagues - you find stimulating. Pay attention to the characteristics
of your ideal manager.
Introduction

People Place
You can focus on what for you would
be the most stimulating kind of:
My Perfect Role
Project

* Place.
Describe the characteristics of the place - culture and environment -
you find stimulating.
* My Perfect Role - Making It Happen.
Bearing your answers in mind, describe the specific things you can do
to find or create such a project.
This is an exercise you can do at various stages of life to keep finding
or creating your perfect role.

The specific kind of project that I
find it stimulating to work on is:
*
*
*
Project

The specific kinds of people - customers, colleagues and
managers - that I find it stimulating to work with are:
*
*
*
People

The specific kind of place - culture and environment -
that I find it stimulating to work in is:
*
*
*
Place

The specific things I can do to
find or create such a project are:
*
*
*
My Perfect Role - Making It Happen

We each work best with a certain kind of manager. This exercise
invites you to do the following things.
* Describe the good managers you have known and the specific
qualities in each of these managers.
* Describe the specific qualities you would therefore like in your
ideal manager.
* Describe the specific things you can do to find such a manager
and then work well with them.
You may want to work with somebody with whom you have worked
before. Alternatively, you may do lots of research and find such a
manager. It will then be important to make clear working contracts
with them regarding the results they want delivered.
The next step will be to do superb work, proactively keep them
informed and deliver the desired results.
Introduction

The good managers I have known have been:
1)
The positive qualities
they demonstrated were:
*
*
*

2)
The positive qualities
they demonstrated were:
*
*
*

The qualities I would therefore
like in a manager is somebody who:
*
*
*
My Ideal Manager

*
*
*
The specific things I can do to find such a manager and then
work well with them - such as by making clear contracts,
keeping them informed and delivering the desired results - are:

My Future Work
The Possible
Roads I Can Travel

This exercise invites you to clarify the possible routes you can take in
your future career. You can do this by filling in the illustration on the
next page or by using the other pages that give you more room for
adding details. The exercise invites you to take the following steps.
* Describe the possible routes you can travel.
You may be able, for example, to stay in your present role; to move to
another role inside your organisation; to move to another organisation;
to go freelance; to completely change your life-style or whatever.
* Describe the pluses and minuses of each route. Describe also the
attractiveness of each option. Do this on a scale 0-10.
When people first do this exercise they list the obvious options. After a
while, however, they start exploring other possibilities. For example, is
it possible to combine the best parts of each road into a new option?
* Describe the route you want to follow.
Introduction

Pluses:
Minuses:
___ / 10
My Possible Options are:
C
* To
A
* To
B
* To
My Future Work
Pluses:
Minuses:
___ / 10
Pluses:
Minuses:
___ / 10
The attractiveness rating of each of these options is:

* To
The pluses will be:
*
*
*
The potential minuses may be:
*
*
The Attractiveness Rating is: ____ / 10
Option A is:

* To
The pluses will be:
*
*
*
*
*
Option B is:

* To
The pluses will be:
*
*
*
*
*
Option C is:

* To
* To
* To
The Other Potential Options Are:

The Route I Want To Take Is:
* To
The pluses will be:
*
*
*
My Preferred Route

*
*
*
The specific things I can do to build on
the pluses and minimise the minuses are:
*
*
*

Getting Work By
Going Out And
Helping People To Succeed

There are many ways to find work. One approach is to produce a CV,
apply for jobs you see advertised and also to register with an agency
that then aims to place you in a role.
Another approach is to get work by going out and helping people to
succeed. Imagine that you know your strengths. You can pass on
knowledge, tools and other things that will help people to achieve their
goals.
Most of your work will come from your network. It will come from
people who know you or from their recommendations. People buy
people. Whilst CVs may look good, most buyers in the market want
somebody who they can trust, somebody who they know can deliver.
“But I am no good at selling myself,” somebody may say. But they miss
the point.
Introduction

Real networking is about giving to others and helping them to
succeed. Different people do this in different ways. One person said:
“Every job I have had over the past 20 years has come from my
network. Twice during that time the company I was employed by got
taken over and my job disappeared.
“So it was then time to reconnect with people who knew what I could
deliver. The hard part was getting started. I spent masses of time
visiting people.
“I learned that the conversation should be about them and their
organisation, not about me. I keep sharing practical tools they could
use to reach their goals.
“Every visit I followed up with an email framing possible ideas they
could use to tackle specific challenges. Several times this led to
contract work.
“This is how I have got my last two jobs. I started by doing pieces of
project work, then moved into full-time employment.”

This exercise invites you to do the following things.
* Draw a map of your network. Write the names of potential
sponsors, customers, colleagues, friends and other people. See
illustration on the next page.
* Describe the specific challenges that each person faces.
* Describe the specific things you can do to give to these people
and help them to succeed.
You can connect with people in a way that fits your values system. You
might want to recommend books, offer to provide a pair of hands or
offer to work on a project.
If possible, aim to meet them face to face. After a few minutes ask
them about the challenges facing their organisation. You can then
share ideas, tools and knowledge that they can use in their own ways.
This approach works, but it may take time. After a while, however, you
will find that somebody says: “How can we take this further?”

The potential customers, employers, colleagues,
friends and other people in my network
My Network

Myself
Name
Name Name
Name
Name
Name
Name
Name

The specific challenges they face are:
*
*
*
The specific things I can to do give to
them and help them to succeed are:
*
*
*
Person A Is:

*
*
*
*
*
*
Person B Is:

*
*
*
*
*
*
Person C Is:

People buy success, rather than the theory of success. So it is vital to
deliver the goods.
Imagine that you have managed to get a piece of work with a
sponsor. It will then be important:
* To make clear contracts with the sponsor about the specific
results to deliver - the agreed picture of success.
* To do superb work, deliver some quick successes and proactively
keep the sponsor informed about your progress towards
achieving the picture of such success.
* To encourage yourself on the journey, find solutions to
challenges and do what is required to achieve the agreed picture
of success.
Here are several exercises on these themes.
Introduction

The specific things I can do to make clear
contracts with the sponsor about the results
to be delivered - the picture of success - are:
*
*
*

The specific things I can do to perform superb work, get
quick successes and proactively keep the sponsor informed
about progress towards achieving the picture of success are:
*
*
*

The specific things I can do to encourage myself on
the journey, find solutions to challenges and do
what is required to achieve the picture of success are:
*
*
*

Imagine that you have done work with a customer. Sometimes it can
be useful to record what people did to deliver success. This also
helps to establish credibility.
Different people use different frameworks for sharing success
stories. This one invites people to start by choosing a title for the
story. They can then bring it to life by writing a compelling story,
using video or employing other media.
The format invites people to describe the specific situation,
strategies and successes. It also asks them to summarise the
learning.
You can, if you wish, adapt this approach in your own way to
describe the specific results that you have helped to deliver.
Introduction

The title of the success story is:
*
The Success Story

The specific situation we faced -
including the specific challenges - was:
*
*
*
The Situation

The Strategies
The strategies we followed to tackle the
challenge and achieve the picture of success were:
*
*
*

The Successes
The specific results
that were delivered were:
*
*
*

So here is a summary of the specific
things we did and the things we learned:
*
*
*
This to include: a) The strategies that worked and how these could be
followed more in the future; b) The things we could do better next
time and how; c) The other things of interest.
The Summary

My Best Contribution
To An Employer

Let’s conclude this pack by returning to a situation in which you may
be looking for work. Imagine that you are applying for a role in an
organisation. The following pages invite you to craft your script for
focusing on certain themes during the interview for your desired role.
It can be good to clarify these headlines but then to be yourself in the
interview. Here are some themes it can be useful to cover.
* Success.
Describe what you believe to be the goals – the picture of success – of
the team or organisation you want to join.
This may be difficult, because you are not privy to lots of information.
Bear in mind that most employers want to improve their profits,
products - including customer satisfaction - and people. Clarify what
you believe may be their goals.
Introduction

* Specific Contribution.
Bearing in mind the organisation’s goals and your strengths, describe
the specific contribution you would like to make towards helping the
them to achieve success. Again, try to give some specific examples.
* Specific Benefits.
Describe the benefits of making this contribution. These can be
benefits for the organisation, customers and colleagues.
* Specific Early Successes.
Describe the specific early successes you would aim to deliver.
* Summary.
Summarise again what you would like to deliver to help the
organisation to achieve success. Also describe any other themes you
would like to explore with the potential employer.

* Summary.
Finally, there is a space to summarise the contribution you
would like to make. Also add any other things that you
would like to mention.
The exercise will be challenging. But it can help you to
clarify your potential best contribution to an employer.

As far as I understand it, the goals of the
organisation - together with some examples - are:
1) To
For example:
2) To
For example:
3) To
For example:
Success

Bearing in mind the organisation’s goals and my strengths,
the specific contribution I would like to make
towards achieving this picture of success would be:
1) To
For example:
2) To
For example:
3) To
For example:
Specific Contribution

The specific benefits of making this contribution - for the team,
customers, colleagues and other stakeholders - will be:
1) To
For example:
2) To
For example:
3) To
For example:
Specific Benefits

The specific early successes I would aim to deliver would be:
1) To
For example:
2) To
For example:
3) To
For example:
Specific Early Successes

So, in summary, this is what I would like to
contribute towards achieving the picture of success.
Plus any other things I would like to mention.
*
*
*
Summary

There are many ways to do satisfying work. This pack has explored how
you can focus on your:
* Strengths.
* Sponsors.
* Success.
Please take the ideas you like and use them in your own way. If you
want any more information, email me at:
mike@thepositiveencourager.global
Conclusion

The satisfying work pack powerpoint

More Related Content

What's hot

Similar to The satisfying work pack powerpoint

More from positivespirit

The satisfying work pack powerpoint