Posts Tagged ‘competencies’

Your Personal Career BoD

Tuesday, February 28th, 2017

Should I move to take the next step in my career? Is now the time for me to launch my own business? Why should I invest in a Ph.D?

A personal Board of Directors (BoD) can facilitate your career decisions. Many of us have our friends, relatives, former teachers, or mentors  that we go to for advice or to test ideas. This network is essential if you are feeling stuck or looking for your next move.

Why a BoD?

Tom Peters first coined the phrase, “You, Inc.” to illustrate the type of control we need to take for our own careers. When you adopt the mindset that you work for yourself, although full-time within one organization, your perspective shifts to greater collaboration and accountability. As an employee, your manager and organization are also partners in your career.

We need others’ expertise to help us explore and make informed decisions for both our career and life. Your BoD serves not only as counsel, but will broaden your perspective. They provide critical reality checks and they point you towards resources or in directions you wouldn’t find on your own. They help you formulate and realize your goals.

What do they do?

They tell you the truth. This means you create and nourish the relationships around trust: trust that you will listen to, work to understand and consider their advice, especially when you don’t agree. They can help you see blind spots of both strengths and skills. They will tell you how others may perceive you.

They share their own experience and professional advice. At times, they may pave the way or refer you for an opportunity.

Your BoD can guide you to resources and help with decisions around career opportunities, formal education or certifications and other major investments of time, effort and money. They will encourage, help problem-solve and hold you accountable for your career decisions.

Who do you need on your BoD?

You’ll want people who know your profession and aspirations. You’ll need professional expertise in the areas that support your aspirations. A BoD is  comprised of people from outside your employer to give you a bigger picture.

A corporate board includes expertise from finance, marketing, legal, tax and technology to name a few. Your BoD should include mentors with experience and expertise in all the areas of your life such as these. Many people include spiritual guidance as well. Your family/partner also play an obvious role and need to be included in your decisions.

What’s in it for them?

They share their expertise and experience with you because they want you to succeed. It is that simple. As a bonus, through you and others on your BoD, they expand their own network of professionals and friends. You can pay it forward by referring business or contacts to them, as appropriate.

How does this work?

Initially, convene your BoD with an invitation to share breakfast (you pay) to meet each other and set an initial agenda. Meet as a group one to three times a year as you need them for planning and discussion. (Don’t wait for emergencies!) Keep them informed as to your progress and questions with a quarterly e-check-in. Meet with individuals as needed.

Decide if you want to provide a stipend for your BoD members. Be clear if you want this to be pro-bono. Use the initial discussion to outline how you want to work together and expectations – yours and theirs.

Your Board wants to see you succeed and may be with you for many years. Some may rotate off.  Do stay in touch and be grateful for this valuable person in your life.

 

Courageous Career Conversation

Tuesday, October 11th, 2016

Having a tough time at work? Do you see yourself in any of these scenarios:cnyntree

  • You are having more disagreements with your boss and or team mates.
  • You aren’t getting the assignments or work that you want; You see others getting more opportunities.
  • You’ve ‘paid your dues’ and now just want to do your job.
  • Its a struggle to get your staff/team to do their jobs, much less “excellent work”

If so, its time for a courageous career conversation…first with yourself.

What are you expecting? Our frustrations are rooted in an unmet need. Are your expectations realistic? By whose standard?  For people over 40, the standards by which you measure yourself have likely changed. Tenure and stamina have been eclipsed by contributions and accomplishments. No one can coast on their past track record for very long. We have to be able to use that experience to provide value today. What are you contributing now?

Feel like you’re not moving up fast enough, not challenged? It may not be the most stimulating, but your first priority is to make sure you are doing your current work well to satisfy your team and boss’s mission. If you are feeling stuck, look for a different approach to a nagging problem. Try an approach that moves you outside your comfort zone. Check in with others (someone objective or skilled in getting unstuck, such as a coach) to get a different point of view of the problem.

Bored? Look around and offer/volunteer to work on something that has been on the back burner. It may mean you learn a new skill set or network with another part of the organization to improve your team’s work.

Want to be left alone to just do your job?  Its great to be the steady, dependable one. Just don’t get left in the dust because you didn’t pay attention to the trends and changes around you. We need to assess and sharpen our skills every month.

What are you bringing to the table today? Your experience and expertise are valuable, but only if you can connect with others’ experience and expertise. Don’t let your frustrations bleed and spoil valuable professional relationships. Find a safe place to vent. Look for opportunities to be a teacher or coach, rather than “right.”

No one cares more about your career than you. Every day is an opportunity to make a difference. Grab a dose of courage to check your assumptions against reality.

 

Career Conversations – 7 Tips for Managers

Tuesday, March 15th, 2016

By definition, in most organizations managers are expected to develop people as well as get ‘the work’ done.

I can hear all the reasons why this is not a priority for you. The most common reason is lack of time; the urgency of the work takes precedent over long-term productivity. Do managers with high turn-over attract suspicion? I cringe when I hear,”I finally have my employees working like a well-oiled machine; I don’t want to mess with that?” Why do your employees have to “learn it the hard way, like I did?”

Or maybe you just don’t know how.

Career Conversations happen as you share your insights, offer constructive suggestions, helping people think about next steps in the project or work. Career Conversations don’t have to have formal time booked on your calendar. Some of the best ones occur walking between meetings, in the kitchen or an informal phone check-in if your team works virtually.

What’s in it for you to develop  your staff?

The investment of time and genuine interest in developing others pays off in both tangible and intangible ways. Staff development criteria may be a part of evaluating the managers’ performance. Is there an expectation (or even incentives) to provide well-trained talent to other parts of your organization?

Many managers talk about the pride they feel in seeing employees grow and be successful.

Bottom line: If you don’t offer development opportunities, your staff will find someone who will. That’s not the kind of turnover you want.

Here’s what you can do:

Check your assumptions. Do you want to be known as someone who grows and develops the best talent in your organization or someone who circles the wagons and fights to maintain turf (staff). Don’t get complacent with your staff.  Expect and encourage turn-over due to better job fit, new opportunities, etc. Everyone, not just Millennials, are hungry for training, career advancement and opportunities for growth. Keep your eye open for new talent and be ready to replace those that move on in their careers.

Help them connect the dots. Nothing is more important than doing work that matters. Rekindle the emotional connection [pride] that employees have with your company. Hold “trend” discussions to align individual goals with reality of your workplace, your profession and industry environment. Tell the stories about the people that make your business tick,. Remind them of the purpose your department serves. How does your organization make money or get funding? What deals are in the works? How are the economics of the organization evolving? Keep your team educated about ongoing business developments to directly improve their engagement and performance. The more resources you can give employees on how your company functions, the more loyal they’re likely to be.

Be a champion.  Develop your reputation as someone who offers opportunities rather than holding people back. Stay alert to opportunities where someone on your team could contribute or learn, and be willing to loan them out. They’ll return with valuable knowledge and relationships that can support your team. And if they move on, they will thank you. If you haven’t already, offer cross-training within your team to fill gaps.

Provide daily development opportunities. Use a micro-learning approach with employees’ everyday work. For example: Make mundane tasks into a game. Encourage and show them how to discover answers on their own and praise them when they do. Start or end your weekly meetings with anything they’ve learned to improve the task, their approach to it, about the impact of their work, relationships with others or developing competencies that your organization values.

Develop each person individually. Too many employees get trained on things they don’t need, and fail to get the skills that will actually make them more productive. Assess each persons’ needs and provide targeted, relevant content, instead of one-size-fits-all training. People learn in different ways, so offer hands-on (discovery) as well as ‘read the manual’ options.

Use a coaching style to develop their thinking skills and become smarter. When they come to you with a problem, help them think through the logic to discover the best solutions. This will show them how to approach similar problems in the future, hopefully saving time for you.

Be available, but don’t hover. Set expectations and boundaries, provide resources then get out of the way.

PS – You can have your own career conversations with your peers and boss. Let me know what works for you!

Career Conversations: Exploration and Visibility

Thursday, February 18th, 2016

In my last blog I wrote about creating a bridge to career conversations with your manager. Another bridge is for conversations with others in your organization or outside of your current profession.

A common reaction I hear is, “My boss will think that I”m being disloyal!”

In some organizations the silo walls between projects or functional areas are like a castle fortress. There are turfs and budgets to defend, as well as talent to keep. So you may need to tread carefully, but not silently. Let your manager know you are exploring to broaden your perspective to be more valuable to her. What you don’t want is for your manager to hear from someone else and think you are sneaking around behind her back. You will be having conversations that should enhance both your own and her value to the organization.

“How do I do that?”

There are lots of ways – create your strategy which may include:

  • Exploring how everything works and is related in your organization. Pay attention to which departments are key to your own department’s success. Take the initiative to ask for a short conversation to understand their perspectives.
  • Look at what’s working smoothly. Offer a sincere compliment and specific observation to start the conversation. Then ask about how this success has evolved.  From these conversations you can discern valuable  skills and abilities to develop.
  • Get a broader picture of your organization. Review an organization directory to identify key people. Attend open events/meetings to meet these people.
    1. Introduce yourself including where you work. In one sentence explain that you are interested in learning more about the organization.
    2. Ask for a brief description of their area and then how they see how your two departments or projects are interconnected.
    3. Ask what skills and talents are most helpful in their areas.
    4. Prepare to briefly explain how your role supports the project or organization. Share the skills and talents you most like to develop and use.
  • When attending an All Hands meeting, sit beside someone you don’t know and politely start a conversation to include as many of steps 1-4 as is appropriate.

These are just a few ways to jump start your thinking.  Most importantly, is to step out of your comfort zone and away from your computer. You don’t know if you don’t ask.

Do You Deserve a Raise?

Friday, August 28th, 2015

Last October I posted Ask for a Raise the Right Way  with good tips and infographic.  dollar-sign

You absolutely must do your homework to effectively leverage your value to your employer.  Start with your accomplishments – the stand out things you did this year.  But go further. Update your inventory of the  knowledge and skills you use to accomplish your assignments. Then, add what you did that was different than others and made it successful, quicker, cheaper, sustainable. Add all quantifiable results. Do this for every task. Now, go back over the list and mark which skills or knowledge you’ve acquired in the last year.  Show in quantifiable detail how you’ve overcome extenuating circumstances to achieve measurable results. That is what you want to discuss for a raise – how you’ve increased your value to your employer.

Know your organization’s policy and process for giving raises. Yes, there are exceptions, but it helps to know the basics.

Have a reality check conversation with your mentor and two other knowledgeable people about the percentage increase you can ask for without being laughed at. What is your organization’s current business environment? What is this year’s average salary increase?

Have you noticed all of this is about the organization, not about your personal financial needs?

Discuss with your boss how your work contributes to the organization’s growth. Talk about how your work helps your boss attain her goals. Alignment is key. It helps you focus and work on the high priority things.

If your boss hasn’t already offered you the raise, ask for it.  Make no assumptions.  You don’t know if you don’t ask!

You just had a Career Conversation

Sunday, August 2nd, 2015

Were you paying attention?

Not all career conversations are directly about you and getting ahead.  Getting personal feedback is great, but it is only one aspect of career conversations. Career Conversations come from many sources, not just bosses and mentors. They may be hiding in meetings and other conversations.

If you just had a hallway conversation about someone leaving or moving to another position, THAT was a Career Conversation. Note where they went and what gap that leaves. If the role is already back-filled, note what skills and expertise was selected. Another Career Conversation could be your follow-up with the perspn who moved.

Did you just leave a meeting about a persistent problem your department or a customer is facing? Add that to your journal of career impact information. Do you see a trend developing? Do you see a skill that you can offer (or that you need to acquire) to be part of the solution? And THAT was a Career Conversation, too.

We need many different sources and views to continuously manage our careers. In addition to the daily and on-going work we do, we need to pay attention to the business of the organization and the public served via budgets, customer needs, regulations and issues such as hacking, climate and demographics that effect how and where we work.

These make for fascinating and on-going Career Conversations. You can discover new tracks and ways to do what matters most.

Career Conversations, part 4 – Raise Your Hand

Tuesday, June 30th, 2015

handsOne of the most effective career conversation you can have is asking to do something for your boss.

When my boss was sharing some of the company’s plans for re-structuring, we could see that there was a big piece missing (aka “opportunity”) in managing the transition. Turf protection was high and we knew that getting support would be difficult. Often these discussions end with a shaking of the head and an “oh well” sense of defeat. My boss was already overloaded. Knowing it was a risky endeavor I asked, “Could I take a shot at it?”  Incredulously he asked, “Why?” I had nearly hit the top of my job level and thought this could be a way to break through. At worst, it could be a great story to share at future job interviews. And I truly had a deep desire to do it. With his support, I was able to quickly do the due diligence, build the business case, offer a solution to the President and Council and roll out a successful change management initiative.

Encourage your boss to delegate more of her projects or tasks. Ask to attend meetings in her place. Perhaps she will be willing to share you with other leaders in the organization for a few hours a week to work on a project or add your expertise.  These will help to develop your leadership capability, visibility and relationships. Remember the WWIFYB (What’s In It For Your Boss): It shows her ability to develop her staff, her teamwork and you can make her look good.

Does a planning meeting for another meeting sound dull? It is ripe with opportunity! Consider who will be attending the big meeting. If it is decision-makers and thought leaders, just being in the room is valuable.  Does a speaker need someone to advance the slides during the talk? Raise your hand. You’ll get a ring-side seat at the discussions, hear the questions and learn what’s is important and not important to these influencers.

If you don’t ask, others won’t know that you are interested.

5T Approach for Career Conversations

Thursday, June 4th, 2015

In my MAnneHullcarch blog, I gave you 9 tips for starting career conversations.  Some of the most important career enhancing conversations are about getting meaningful feedback – observations of the impact of what you’re doing both successfully and things that could be done better. Do others share the same opinion of you and your work with you? Do you come across to others as you intend?  A recent conversation with a client revealed that his intention of improving his team’s work was coming across as judgmental and critical. As much as that hurt to hear, he can now adjust his approach to reduce alienating team members.

You can get useful feedback by doing one simple thing: Ask for it. But if you just ask for generic feedback you’re sure to make eyes roll.  Try the 5T approach:

1) Tactical: Outline the areas you currently know you want or should improve based on your current work. You can use your job description to get started. Perhaps your boss has mentioned something. Many organizations and professions have competencies that provide a wealth of direction for these conversations.  Look to the people who are considered the leaders in your division, profession, organization. What is it about them that you and others respect? Repeat this list for the kind of work you want to do next. The result should be a list of specific knowledge or behavior that you want feedback to validate or improve.

2) Target: Consider people you trust and respect for their perspectives. Who observes your work or is the recipient of it and can give you specific tips on what’s working and what could be better? Ask the people who have a stake in your work how you could do it more economically, better, or faster. When asking for feedback from your boss, what aspects of your work are most important to her? Establish an informal agreement with colleagues, mentors or others with whom you work to provide ongoing specific feedback. But how?

3) Timing:  Immediately following an incident while its fresh in their mind, ask for a their take on how you came across, or what went well or what you could have done differently.  Use the time walking from the conference room to your office, or an IM after the teleconference. Grab a cup of coffee the morning after or chat on the train  delivering a project, completing a task….you get the picture.

4) Take it: Ask for 1-2 things you could learn, improve, start doing, or stop doing that would enhance your credibility or professional reputation. Then respect their perspective, especially if it is different from your own. That’s the point in asking for it.  Avoid justifying or excusing your actions to get them to change their mind.  Ask for specific ways to improve, resources and commit to using their feedback.

5) Thanks:  Express your gratitude for their candor. Many people are uneasy in being honest and your graciousness will be appreciated.

We build our careers by our good work and our relationships with others. You can enhance your chances of doing the work you really want to do, and make a difference by paying attention to doing your work well and being open to making adjustments along the way.

Update Your References This Month

Tuesday, May 5th, 2015

Update Your References

A few months ago I posted some tips on the Care and Feeding of Your References and this month here are some more tips to get past your procrastination. May 4-8 is Update your References Week.

References are people that vouch for your work. Your boss is a key person, but not the only one. You work with many people who have valuable perspectives to help in your career.

Collect your references before you need them.  Keep a list of references in the same file as your resume.  It should include the person’s name, current title and contact information.  Write one sentence describing your relationship like this:  [Name] was my [manager, colleague, a vendor, etc.] at [where you knew them if different than their current place or if they are retired]. Don’t embellish, just the facts.

Keep your references up-to-date.  You most likely have references from work you’ve done in the past. Too often we lose track of where they are now – and they lose track of you!  Reach out via your social media of choice to stay in touch. Be genuinely interested in what they are doing and let them know in one sentence what you are now doing and looking to doing next.

Ask for 2-3 testimonials each year from a variety of potential references. You’ll see if you are branding yourself for your next career step. Timing is of the essence – ask just following getting a compliment or hearing that your efforts were appreciated. Tell them that you are gathering testimonials as part of your on-going career portfolio.  All you need is a short 1-2 sentence description of what they thought you did especially well and why it mattered.  It could be your technical prowess or quick responsiveness that enabled them to meet a deadline. This is much more helpful than a vague, “Jim was great to work with.”

Help them write it.  While it seems awkward to write it for them, you can ask them to write about a particular attribute you will need going forward. You can suggest your contribution to a recent project in terms of  your ability to collaborate, lead, influence, analyze and find unique opportunities, cost savings… you get the picture.  If you’ve just received some verbal kudos, rather than ask them to put it in writing, ask if you could draft it and if they would put their name on it.

How many of these four tips can you do this week?

 

 

What’s Your Professional Development Strategy?

Sunday, November 2nd, 2014

Fall treesThe most frequent responses I get to this question is #1 Strategy: keep getting a paycheck and hope to get promoted;#2 Strategy for Free Agents: Keep current contract(s) or get new clients.

I consider these non-strategies. Too many people approach learning something work-related as a task they have to do to keep their jobs or maintain a profession credential. They need an external incentive and are not motivated by curiosity or a desire to improve processes, services or products.

For those that enjoy keeping up with trends and new thinking for the sake of contributing to making their work better, they often:

  • Surf the net for bright shiny topics
  • Read blogs, take webinars that look interesting
  • Join professional associations, attend occasional gatherings
  • Actually participate in professional associations by not only attending, but also volunteering for projects or committees.

OR…

You COULD spend a few minutes to think about your long term work/career goals and what professional credentials or skills and competencies you need to keep up-to-date. Do you need to create or update your brand? Using this as a foundation, you can select and focus on those activities and opportunities that will give you the best bang for your buck.

“My profession doesn’t outline specific continuing education requirements. How do I do that?”  There are a couple of options:

Pay attention to the issues and trends that are driving business decisions for your organization and department. Cost-cutting will always be a factor, so look at how you and others could achieve organizational objectives faster, better, cheaper? New laws, regulations and technology changes tend to change the way things get done. What could you become the go-to person for? What interpersonal skills could you develop to improve your professional relationships in an increasingly diverse workforce? Check both the internal and external websites to see what your organization values. Many organizations have resources that outline career competencies and for creating your personal development plan to contribute to their highly competitive knowledge bank.

If you want to make a career change, map your steps to making that change and set up your support system to achieve it. Updating your resume will be a part of it, but first, you might have to do some research beyond surfing job boards. Identify required credentials or knowledge through job descriptions and taking with people in the roles. Use your social media to connect with others in that line of work for a reality check and advice and to stay on their radar when opportunities come up. Build your experience by volunteering.

Is time that you invest in yourself to enjoy a more rewarding career?