Managing Your Career

1. Managing Your Career Prepared for UCSD LAMP Program 5/6/2014 Instructor: Roger Colbath

2. So what is a career anyways? …and why should I manage it?

3. According to Dictionary.com ca·reer 1. an occupation or profession, especially one requiring special training, followed as one's lifework: He sought a career as a lawyer. 2. a person's progress or general course of action through life or through a phase of life, as in some profession or undertaking: His career as a soldier ended with the armistice. 3. success in a profession, occupation, etc.

4. Today’s Agenda • Philosophy • Strategy • The vision for your future • Tactics • Activities to help position yourself along the way

5. Philosophy “To study , and when the occasion arises to put what one has learned into practice – is that not deeply satisfying?” Confucius

6. How the World Works… Do Be Have

7. Considerations

8. Management vs. Leadership • Management • Relating to planning, organizing, execution, and monitoring • Detail oriented • We manage things • Leadership • Relating to vision, influence, and motivation • Big picture oriented • We lead people Which is More Important?

9. Management vs. Leadership • Management is doing things right; leadership is doing the right things. Peter F. Drucker • Effective leadership is putting first things first. Effective management is discipline, carrying it out. Stephen Covey • “Management is about arranging and telling. Leadership is about nurturing and enhancing.” Thomas Peters

10. The Role of the Leader • The Leader– Agent of Change • Policy • Initiatives and Projects • Process • Why ‘Change’ is hard • Private agendas • Lack of WIFM • Autonomy

11. How to Get Promoted -The 3 E’s Education Experience Exposure The 4th E - Effectiveness

12. Attitude • At the end of the day we all work for ourselves • The ‘service provider’ mentality • Cats vs. Dogs

13. Curling • http://www.bing.com/videos/search?q=curling+videos+download&FORM=VIRE1#view=detail&mid=06EE4186C05212BB280306EE4186C05212BB2803

14. Strategic Thinking and Planning Where do I want to go?

15. Two Types of Problems - Things • Typically driven by the laws of physical nature • E=mc2 , PV = nRT • Solution speed is usually advantageous • Although predecessors can exist • Force vectors are visible or at least measurable • Solution requires ‘hard’ or ‘technical’ skill • Fastest solution is typically a straight line B A

16. Two Types of Problems - People • Typically driven by the laws of human nature • Physiological, Safety, Love/Belonging, Esteem, Self-realization • Solution speed is also advantageous • But timing is way more critical than speed • Sometimes ‘wait’ is the next action • Force vectors are not always visible or measurable • Solution requires ‘soft’ or ‘people’ skills • Fastest solution is rarely a straight line B A

17. What is Strategy? • Strategy is a general, undetailed plan of action, encompassing a long period of time, to achieve a complicated goal. • Strategy is conceptual, while tactics are aimed at implementation • For example, marketing is primarily strategic, while selling is primarily tactical. • “Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” "Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations" Johnson and Scholes Sun Tsu

18. Strategic Thinking • The higher the level of an action or decision, the higher the level of political involvement • The ability to think and plan strategically has a huge impact in our ability to get the ‘Right Thing’ done

19. Strategy  Tactics Strategy  • Two choices: • Stractics • Tactegies Corporate Directive  Tactics  Tasks

20. Stractical Thinking Algorithm

21. Don’t underestimate the power of alliances – both for and against your ideas Try to maintain at least three moves ahead Every step doesn’t have to involve motion Sometimes the right ‘action’ is to wait The best solutions are the ones that meet most of the stakeholders needs Maintain your flexibility and objectivity –ideas can often be improved Look for opportunities to turn opponents into supporters Don’t let it get personal This is about ideas, not people Don’t ever, ever, ever compromise your integrity to get your way Stractical Thinking - Guidelines

22. Planning

23. Career Planning Algorithm

24. Evaluate Yourself • Identify Your Values • Evaluate Your Capabilities • Determine Your Core Competency

25. Useful Self-Evaluation Tools • Strategic Planning Worksheet • Evaluation of key attributes • Focus on values • DISC • Breaks down personality into 4 main types • Dominance - relating to control, power and assertiveness • Influence - relating to social situations and communication • Steadiness - relating to patience, persistence, and thoughtfulness • Conscientiousness - relating to structure and organization • Myers Briggs • Based on Jung’s eight mental functions • Extroversion/Introversion – relating to orientation of energy and management of information • Sensing/INtuition – relating to how people take in information • Thinking/Feeling - relating to how people come to conclusions • Judging/Perceiving – relating to how people orient themselves to the external world • Strength Deployment Inventory (SDI) • Breaks down personality as a blend of 3 main types • Blue – Altruistic • Green – Analytical • Red – Assertive • Presents probable behavior traits under stress • 360 • Feedback and perspectives from superiors, peers, and subordinates • Identification of blind spots

26. Evaluate Your Company • Understand the Values • What’s important? • How is it measured? • Understand the Culture and Protocol • How do things get done? • How do promotions happen? • What are the rules of engagement? • Determine the Direction • Growth • Technical • Establishment of new capabilities

27. Identify Potential Opportunities • Identify Potential Paths for Advancement and set goals • Long term goals – 5 to 10 years • Mid term goals – 2 to 3 years • Near term goals – 6 months to 1 year • Who has the job at your company that you would like to have? • Any emerging capabilities you might be interested in?

28. Tactical Execution Creating and Executing ‘The Plan’

29. Career Planning Algorithm

30. Establish Your Target Opportunity • Write your Mission Statement • Clear and concise • Affirmative • Review the mission • For consistency with your values • For consistency with your talents • For consistency with your organization’s values and direction

31. Gap Analysis • Identify the credentials and experience required for the desired position • Compare against your self evaluation

32. Create the Plan • Create the plan to fill the gap • What will you need to accomplish by the 5 year point? • What will you need to accomplish by the 2 year point to enable the 5 year plan? • What will you need to accomplish in the next 6 months to enable the 2 year plan?

33. The Plan • Design with enough granularity to execute with fidelity • Use the ‘What’s the next action?”* method to break the ‘clouds’ into actions • Keep a copy in view as a daily reminder * See Getting Things Done by David Allen

34. Evaluate Regularly • Determine the interval for evaluation • Evaluate progress against the plan • Re-valuate your plan against the viability of the selected mission • Things change • People grow • Life changes • Make course corrections as necessary Stay flexible and keep an open mind

35. Stay Motivated • Envision your success • Celebrate your accomplishments • Then on the next goal • Read a book • The Little Red Book of Selling by Jeff Gitomer

36. The Toolbox

37. Tools of the Trade • Influence • Networking • Assertiveness • Odds and ends

38. Develop Your Influence • What is influence? • What are the character traits of the influential people you know?

39. Influence – 1 Perspective + Likeability Credibility Self-Orientation

40. Influencing Techniques • Rational approaches to Influencing • Logical persuading • Using logic to explain what you believe or what you want. • The number one influence power tool throughout the world. • The most frequently used and effective influence technique • Legitimizing • Appealing to authority. • On average, the least-effective influence technique in the world • Can result in quick compliance. • Exchanging • Negotiating or trading for cooperation. Most effective when it is implicit rather than explicit. Used less often globally than any other influence technique, but it is sometimes the only way to gain agreement or cooperation. • Stating • Asserting what you believe or want. • Most effective when you are self-confident and state ideas with a compelling tone of voice.

41. Influencing Techniques • Social approaches to Influencing • Socializing • Getting to know the other person, finding common ground. • Second in frequency and effectiveness • Appealing to Relationship • Based on the length and strength of your existing relationships. • Third highest in effectiveness globally. • Consulting • Engaging or stimulating people by asking questions • Works well with smart, self-confident people who have a strong need to contribute ideas. • Fourth globally in frequency and effectiveness. • Alliance building • Finding supporters or building alliances to help influence someone else using peer or group pressure to gain cooperation or agreement. • Not always effective but in the right circumstances may be the only way to gain consent.

42. Influencing Techniques • Emotional approaches to Influencing • Appealing to values • Making an emotional appeal or an appeal to the heart. • One of the principal ways to influence many people at once and the best technique for building commitment. • Modeling • Behaving in ways you want others to behave • Being a role model; teaching, coaching, counseling, and mentoring. • Fifth globally in effectiveness. Can influence people without you being aware that you are influencing.

43. Build Your Network • Internal • Multi-level • Superiors • Subordinates • Peers • Learn to ‘manage’ in all directions • Each level requires different techniques • External • Professional societies • Classmates and professors • Peers at other companies

44. The Uzzi and Dunlap Perspective • Networks provide three unique* advantages: • Private information • Access to diverse skill sets • Power • The importance of the ‘Broker’ *from “How to Build Your Network” by Uzzi & Dunlap

45. The Network Spreadsheet • A useful tool? • How big is your network? • Any insights? Analyzing a network is interesting… … but how do you build one? … or repair a damaged one?

46. Use Your Network • Learn the Organization • Identify the sources of power and influence • Get the ‘book’ on them • What’s their mission? • What motivates them? • What do they value? • How do they assimilate information? • What can you do to help them complete their mission? “The strength of a network connection can be determined by how much they will do for you. How much they will do for you is determined by how much you have done for them.” Steven R. Hart

47. Build Your Network • Become an information broker • The elevator speech • Focus on the issues, not the people • Build your business acumen • Who are your competitors? • What are the trends in your business? • Stay informed • Read the WSJ, HBR, Fortune, Barron’s • Learn to communicate in ‘business speak’

48. The ‘Elevator Speech’ • Must be brief and concise • Must be in the language they speak • Must at the minimum contain: • What?* – Description of the topic • So What?* – Why it’s important • What Now?* – Recommended next steps * Adapted from Alex Zak

49. Develop Your Assertiveness • Assertiveness is the art of allowing others to ‘have our way’ • Assertiveness = Pushy • Assertiveness = Aggressive

50. The 5 Steps to Assertiveness • Understand clearly what you wish to accomplish • What exactly is it? • Why is it worth doing? • What’s in it for the organization? • What’s in it for them? • Communicate it in unambiguous terms… • Say it like you mean it • Use direct language • …with congruent body language • Make eye contact • Use your space • Get their buy-in • Follow up • Make sure that things get done… • …but avoid micro-management