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Introductions. Who are you (name, job, location + one more interesting fact) Why this workshop? What is one outcome that you hope to obtain? . Leveraging Your Strengths: Positioning Yourself for Career Progress. Sue A. Saunders, Ph.D. Extension Professor, University of Connecticut.

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  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……

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

  5. Career Progression



  8. How will we work together?

  9. 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

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

  11. 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

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

  13. 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

  14. 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)

  15. 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

  16. 21st Century Additions….. • DATA DRIVEN DECISION MAKING

  17. 21st Century Addition….STRATEGIC PLANNING

  18. 21st Century Addition: Shaping organizational priorities THROUGH DATA SHARING

  19. 21stCentury—Federal Regulationshttp://www.higheredcompliance.org/matrix/


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


  23. 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

  24. 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.

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

  26. 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

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

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

  29. 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”

  30. 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

  31. 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

  32. 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

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


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