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Mastering My Career

Mastering My Career. Making a Difference —for Yourself and the Organization. Workshop Objective.

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Mastering My Career

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  1. Mastering My Career Making a Difference —for Yourself and the Organization

  2. Workshop Objective To give you the concepts, tools and principles you need to take effective responsibility for your own career success. By the end of today you will have identified actions and created an Individual Development Plan that will increase: — your engagement and happiness at work, and — your contributions to the success of ConocoPhillips. 1

  3. Introductions Please introduce yourself (name, where you work and time with the company), and share your dream job or career. 1

  4. Exercise: Why? Why? Why? Find a partner and ask her/him, “What is it about your dream job that most appeals to you?” When they answer that question, ask, “Why is that important to you?” Repeat this question 3 times. Reverse roles. (Prework p.6) 1

  5. Small Group Discussion: Most Important Prework Learnings Review your prework notes and jointly create a list ofwhat you consider to be the 3 or 4 most important insights or learnings from the prework. Remember, what gets shared here, stays here. 1

  6. Today’s Agenda Module 1: Understanding the keys to your engagement, happiness and success at work, as well as your responsibilities for your career development at ConocoPhillips. Modules 2 & 3: Identifying your current and future state in terms of: —Your own success —Your contribution to the success of ConocoPhillips. Module 4: Creating an effective individual development plan (IDP). Module 5: Getting the support you need to implement your plan and achieve your goals. 2

  7. Greatest Influence on Considering or Deciding to Leave Previous Position • Interesting Work • Supervisory Style • Meaningful Work • Opportunities for Promotion • Supportive Climate • Salary • Work-Life Balance • Job Security 3

  8. Greatest Influence When Choosing Next Position • Interesting Work • Meaningful Work • Work-Life Balance • Salary • Supervisory Style • Job Security • Supportive Climate • Opportunities for Promotion 3

  9. What Drives Career Decisions at ConocoPhillips? “What factor is most important in choosing your next position?” 50% Based on data from COP workshops held from 2006-2009. 1,960 managers – Engagement Excellence/6 Conversations 1,385 people who attended the Mastering My Career workshop 41 40% 31 30% 20 20% 17 16 14 9 9 10% 8 7 6 5 5 4 4 3 0% Interesting Meaningful Work-Life Salary Supervisory Job Supportive Opportunity Work Work Balance Style Security Climate for Promotion 3 /ConocoPhillips

  10. Would you . . . • Yes • No Take a 5% paycut in exchange for significantly more interesting work?

  11. Would you . . . Take a 5% paycut for more work-life balance? • Yes • No

  12. Would you . . . Take a 10% paycut for more work-life balance, as well as more meaningful and interesting work? • Yes • No

  13. Module One Objectives By the end of this module you will: 1. Understand the career management process at ConocoPhillips, 2. Understand the keys to your engagement, happiness and success at work, and 3. Understand your responsibilities for your career development, and the responsibilities of the company. 4

  14. Ability Promotion Contribution Salary Impact Definitions: Career: An occupation with opportunities for progress in terms of ability, contribution, impact and fulfillment. 4

  15. Definitions: Career Management: The process of deliberately creating and capitalizing on opportunities to increase your ability, contribution, impact and fulfillment. Maximizing personal engagement and happiness is central to the process of career management. High Satisfaction Low 12 0 Time in Years 4

  16. The Continuous Development Model 5 ConocoPhillips

  17. Your Most Fun Work Experience Part A: Identify the best job or project you’ve worked on. It should be a time when your work was fun and energizing, and contributed significantly to your overall happiness. What was the job or project? Review the 15 characteristics on page 7 of your manual and check off all those that were present at the time of the job/project you identified. Did you experience significant personal growth during this time? Was your productivity high at this time? Did your experiences at work at this time give you reason to be optimistic about your future? 6

  18. How many did you check off? 1-7 out of 15 8-11 out of 15 12-15 out of 15 7

  19. Did you experience significant personal growth? • Yes • No 6

  20. Was your productivity high? • Yes • No 6

  21. Did you have reason to be optimistic about your future? • Yes • No 6

  22. Samuel Johnson (1709-1784) “There is nothing which has yet been contrived by man, by which so much happiness is produced as by a good tavern or inn.” 8

  23. Connecting the Pieces Total Personal Engagement • Mental • Emotional • Social • Hope Business Impact: • Productivity • Innovation • Quality • Contribution Happiness: • Fun • Pleasure • Peace-of-mind • Joy • Excitement • Fulfillment Growth: • Capability • Knowledge • Skill • Sustainable Individual and Organization Success: • Future Opportunities • Employability • Promotability • Other Extrinsic Rewards 8

  24. Development—A Shared Responsibility • Review the roles and responsibilities listed on page 9 for: You — the Employee Supervisors The Company 9 ConocoPhillips

  25. Module Two My “Success:” What is the Current and Desired Future State of my Engagement and Happiness at Work?

  26. Success • Morley • Longfellow • Aristotle • Boetcker • Emerson • Washington • Gardner • Unknown Which quote best reflects your definition of success?

  27. Module Two Objectives • Identified opportunities to increase your engagement and happiness at work. By the end of this module you will have: 2. Identified the help you may need, from your manager and others, in order to increase your engagement in your current job. 11

  28. Reality Check • Your grades in your major subjects at university. • Your basic intelligence and your technical/functional skills—having more intellectual “horsepower” than your colleagues. • Your ability to learn from experience and change your behavior. • The quality of the undergraduate institution you attended. • Your level of education. Which one of the following factors is most predictive of your long-term career success? 11

  29. Learning Agility* • Seeking and securing new _________ at work. • Learning from your experiences through ________ from others. • Taking the time to ______ on and thereby learn from both your successes and failures. • Having the ________ to apply your learnings to unlearn old habits and develop new ones. challenges feedback reflect discipline *100 Things You Need to Know: Best People Practices for Managers & HR, Robert W. Eichinger, Michael M. Lombardo, David Ulrich, Lominger Limited, Inc. Minneapolis, USA. 2004 12

  30. Six Keys to Increasing Your Engagement and Happiness at Work • Improve your learning agility. • Focus on what you control. • Find your “sweet spot.” • Leverage your strengths. • Identify engagement gaps in your current job. • Get your manager’s support. 12

  31. Case Study Debrief Initially, what conditions or behaviors were undermining Steve’s engagement, happiness and employability? What attitudes and behaviors were responsible for the dramatic improvement in Steve’s engagement, happiness and employability? 14

  32. A Vicious Cycle Less _________ Less ___________ Reduced ____________ Insecurity Initiative Productivity Employability 14

  33. A Virtuous Cycle Greater Employability Greater Productivity Greater Initiative Greater Confidence ･ Greater Personal Engagement and Happiness ･ Greater Incentive to Stay 14

  34. Finding Your Sweet Spot g. f. PASSION: Those things that you love to do, independent of how well you do them. COMPETENCE: Those areas of skill and ability that you do naturally well. At the core of your competence are your talents, and the behaviors that flow out of those innate abilities. c. Your Competence Your Passion e. a. b. Organizational Needs d. ORGANIZATIONAL NEEDS: Ideas, projects, activities, behaviors, etc. that contribute directly to the organization’s success. 15 Zenger/Folkman and ConocoPhillips

  35. Understanding the COP Model • a • b • c • d • e • f • g 70% of your day-to-day work responsibilities are in segment __. 15

  36. Understanding the COP Model • a • b • c • d • e • f • g Most of your development goals are in segment __. 15

  37. LEVERAGING STRENGTHS (Pages 5, 6, 7, 11, and 12 in prework) (Pages 5, 11 & 12 in prework) Prework pages 6 & 7 Prework page 5 Strengths Competence/ Talents Passion (Interests/ Values) Acquired Knowledge and Skill = + + 16

  38. Career Driver Definition Your career driver defines the motives, needs and values that are critical to your sense of fulfillment at work. To some extent your driver represents one source of your passion. It defines what energizes you and what career success means to you. 16

  39. Career Drivers at ConocoPhillips Percentage of ConocoPhillips Employees* Having the Following Career Drivers as: Least Important ◊ Career Driver One of Their Top Two Maintaining Balance 14.8% 44.6% Being the Expert 14.0% 31.0% Fostering Innovation 30.1% 7.1% Leading Others 25.6% 26.2% * From 1,699 ConocoPhillips employees who completed the Career Drivers Profile from 2006 through 2009. ◊ This column adds to more than 100% because 50 percent of all participants had two or more drivers with the same lowest score. 17

  40. Career Drivers at ConocoPhillips Percentage of ConocoPhillips Employees* Having the Following Career Drivers as: Career Driver One of Their Top Two Least Important ◊ Serving Others 21.3% 23.2% Ensuring Security 17.5% 22.4% Achieving Stretch 16.8% 24.5% Gaining Autonomy 13.4% 20.7% * From 1,699 ConocoPhillips employees who completed the Career Drivers Profile from 2006 through 2009. ◊ This column adds to more than 100% because 50 percent of all participants had two or more drivers with the same lowest score. 17

  41. Select Your Top Two Drivers • Fostering Innovation • Serving Others • Being the Expert • Leading Others • Gaining Autonomy • Ensuring Security • Maintaining Balance • Achieving Stretch 16

  42. Select Your Bottom Two Drivers • Fostering Innovation • Serving Others • Being the Expert • Leading Others • Gaining Autonomy • Ensuring Security • Maintaining Balance • Achieving Stretch 16

  43. Managing Your Weaknesses (i.e., Talent Deficiencies) 1. Partner with people who have talents that compensate for your weaknesses. 2. Avoid assignments where your weaknesses are likely to become derailers. 3. Renegotiate the requirements of the job. 4. Change the system or process. • Adopt enabling technology. Move to a job or career path that represents a better fit. 18

  44. The Hazards of Fixing Weaknesses

  45. Potential Derailers: • • A weakness that undermines your ability to achieve either business or career goals • • A trait that inhibits your overall perceived effectiveness • • An issue (habit, behavior, trait) that is mission critical to your job • • A trait, habit or behavior that is considered critical for everyone in the organization to exhibit • • An overused or misapplied strength 18

  46. Framing Your Needs DO: Depersonalize issues. Give others the benefit of the doubt. Talk about “WIIFT” (what’s in it for them). Come to the table with solutions. Focus on your mutual interests and on finding common ground. AVOID: • Blaming others or pointing fingers. • Questioning the integrity of others. • Portraying a WIIFM or an entitlement mentality. • Being a source of problems. • Focusing on your disagreements. 23

  47. Framing Your Needs TRY: I feel I’m ready for additional responsibility… I’d like to add more value on the team, and I have a suggestion… I’d like to improve my skills in this area and need your help in the form of feedback. I’m committed to achieving the goals of the team, and to do that I need… I share you concerns about… I have some ideas for expanding my contributions to the success of the team, and I’d like to explore… I know that the system often fails to give you the information you need to accurately evaluate everyone who reports to you… INSTEAD OF: • You are not giving me meaningful work… • There are some things about my job that frustrate me… • You don’t give me feedback to help me improve… • To be happy at work I need more… • I strongly disagree with… • I don’t feel like I’m getting the recognition I deserve… • You are not being fair in evaluating me… 23

  48. Five Keys to the Perfect Pitch • Know Your Manager’s Needs and Concerns in Advance • Write Your Manager’s Case Before You Even Start Your Own • Start and End with Specific Mutual Interests • Tailor the Flow to Your Manager • Remember the Paradox of Influence: You have to Give Up Control to Gain Influence 24

  49. Group Exercise: Taking Control of Your Destiny You began this process on page 4 of your prework: • Identify your current state of engagement, and the future state you would like to create. • Identify what you can do for yourself. • Identify those who can help. 25

  50. Group Exercise: Taking Control of Your Destiny Within your groups take turns to: • Share your responses to pages 9, 10, 13 and 14 of your prework. • Share your responses to questions 2 and 3 on page 4 of your prework report (note—page 4 consists of two or three consecutive pages), • Ask for feedback on your action ideas and seek input on any concerns you have about implementing your action ideas or talking to your manager about your concerns (question3). Remember—What gets shared here stays here. 25

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