1. Introductions • Who are you (name, job, location + one more interesting fact) • Why this workshop? • What is one outcome that you hope to obtain?

2. Leveraging Your Strengths: Positioning Yourself for Career Progress Sue A. Saunders, Ph.D. Extension Professor, University of Connecticut

3. Leverage……

5. WHAT ARE STRENGTHS?More than talents http://www.youtube.com/watch?v=czsEJGJnPAY

6. Career Progression

7. TODAY’S OUTCOME

8. OUTCOME FOR LATER

9. How will we work together?

11. Today's agenda---4 step model • STRENGTHS • Share and inquire • EXPECTATIONS • What Institutions Want from Mid-Managers • MOTIVATIONS • Career Anchors • GOALS AND PLANS • Homework and follow up

12. WHAT ARE STRENGTHS?More than talents http://www.youtube.com/watch?v=czsEJGJnPAY

13. 1. STRENGTHS At work Think about the past couple of weeks at work, identify at least three tasks or activities that were demonstrations of your strengths (success + joy). SEE STAGE 1 WORKSHEET. Name the strengths using only 2-3 words For this same time period, think about ONE task or activity, related to your strengths, that is an area for growth

14. INQUIRING APPRECIATIVELY • Appreciate “what is” • Paraphrase • Ask “why” • Focus on the speaker • Allow silence to bubble

15. 2. EXPECTATIONS IN THE HIGHER EDUCATION WORKPLACE • To leverage our strengths, need to think about what skills our workplaces expect • Examine literature from higher education and student affairs • Focus on midmanagersin higher education organizations (specifically student affairs/services contexts) • But can extrapolate to those who aspire to be vice presidents or deans

16. What is a mid-manager? AMBIGUOUS----Depends on institutional context. Definition may depend on…. Time in the profession Supervisory responsibility Range of authority/responsibility BOTTOM LINE----positioned in that broad middle between entry level staff and the chief officer of a division (e.g., VPSA)

17. EXPECTATIONS FOR MID-MANAGERS: 20th Century • PERSONNEL MANAGEMENT • Supervision (include appraisal) • Resolving Conflict • Delegating • Fostering teamwork • BUDGET MANAGEMENT • Budget creation and reallocation • Budget management • COMMUNICATING UP & DOWN THE ORG CHART • Gain buy-in • STUDENT NEEDS • Manage confidentiality • Determine student needs • Apply student development theory

18. 21st Century Additions….. • DATA DRIVEN DECISION MAKING

19. 21st Century Addition….STRATEGIC PLANNING

20. 21st Century Addition: Shaping organizational priorities THROUGH DATA SHARING

21. 21stCentury—Federal Regulationshttp://www.higheredcompliance.org/matrix/

22. Other EXPECTATIONS?

23. Professional Association expectations….….ANOTHER SET OF COMPETENCIES

24. 2. MOTIVATIONS TO POSITION OURSELVES EFFECTIVELY, WE MUST …..know what motivates us

25. Career Anchors gives us a framework • Developed in 1978 by Edgar Schein • Occupational identity • motives • values and attitudes • Self-defined, central • Based on work experience & feedback

26. HOW TO LOOK AT CAREER ANCHORS • We will take a look at each of the “anchors” in some detail. SEE FULL CAREER ANCHORS DESCRIPTION IN YOUR PACKET • After that review, you will want to rank your anchors • You will complete and discuss a STAGE 2 Worksheet.

27. ANCHOR #1 Specific functional • Use specialized talents in the workplace • “Expert” • Self = content of work • Devalue general management • Work must test abilities and skills

28. ANCHOR #2General managerial • Management per se interests them • Technical/functional jobs are “means” to the management “end” • Competent in both • analyzing • human relations • Responsibility is energizing

29. ANCHOR #3 Autonomy • Do things their own way • Dislike organizational constraints • Personal standards are the guide • Freedom is criteria for career choices

30. ANCHOR #4Security and stability • Future must be predictable • Exchange freedom for security • Want stable requirements • Loyal and trusting • May express talents outside the workplace

31. ANCHOR #5Creativity • Build their own products • Self = “creation” • Usually ingenious and charismatic • Lose interest when it’s time for routine implementation • Like individual recognition for their “creations”

32. ANCHOR #6Service to Others • Dedicated to a “cause” • Work serves to express basic values and need to help • Loyal to organization if it helps address the cause

33. ANCHOR #7Pure Challenge • Success = beating impossible obstacles • Solve difficult problems for the sheer excitement • Need to test self regularly • Want variety and intensity • Single minded

34. ANCHOR #8Lifestyle • Lifestyle needs must be met • Will give up a challenging career to find family, individual fulfillment • Career is integrated with other aspects of self

35. Putting it all together---Force field analysis

36. OUTCOME FOR FRIDAY……