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Understanding Career Development Linda Oestreich STC Fellow, R5 Director Sponsor Presented to Southern Ariz. STC Chapter November 14, 2002
About me ♦ Career history ♦ STC history ♦ Motivators
Oestreich: Careers
2
Overview ♦ Understand how careers develop ♦ Find your career best ♦ Test your career-change championship ♦ Wrap-up and questions
Oestreich: Careers
3
Career Management Model ♦ Based on article by Kurt Sandholtz at
Novations Group, Inc. a Provo, Utah, company that helps organizations design and implement career-development systems. ♦ From research by Harvard Business School professors, Gene Dalton and Paul Thompson. (A Career Management Model, Dr. Dobb’s Journal, Fall 1998. Developing long-term employability by Kurt Sandholtz. www.developercareers.com/ddj/articles/1998)
Oestreich: Careers
4
Truths? ♦ Ancient pyramid no longer exists in career
development. ♦ Companies are flattening the management structure. ♦ We understand what we should do for success of a project, but not what’s needed for our long-term development.
Oestreich: Careers
5
Some companies using model ♦ Monsanto ♦ 3M ♦ Exxon/Mobil ♦ Amoco ♦ Intel ♦ DuPont ♦ Sandia National Laboratories
Oestreich: Careers
6
Four stages of a career ♦ Apprentice ♦ Independent ♦ Mentor ♦ Visionary
(See handout of career management model.)
Oestreich: Careers
7
1. Depending on others (apprentice) ♦ Work is never entirely your own. ♦ Your assignment is part of a larger effort. ♦ You are expected to do most of the detailed
and routine work on your part of the contribution. ♦ You have to earn the trust of your manager and colleagues.
Oestreich: Careers
8
Requirements for stage 1 ♦ Accept supervision and direction willingly. ♦ Exercise initiative and creativity within a
well-defined area. ♦ Work with a mentor to learn organization savvy.
Oestreich: Careers
9
2. Contributing independently ♦ Assume responsibility for a definable
portion of a work or process. ♦ Work independently and produce results that are recognized as your own. ♦ Develop credibility and a reputation for competent work. ♦ Manage more of your own time and be more accountable for outcomes. Oestreich: Careers
10
Requirements for stage 2 ♦ Rely less on supervisor or mentor for
direction. ♦ Become true team player. ♦ Willingly share information with fellow team members. ♦ Develop solid technical foundation and confidence in your own judgment. ♦ Cultivate your own standards of performance. Oestreich: Careers
11
3. Coach or mentor ♦ Equip others with tools, knowledge, and
opportunity they need to succeed. ♦ Take personal interest in careers of others and help their development. ♦ Lead multiperson projects, but may not have management responsibilities. ♦ Think creatively and be well-networked.
Oestreich: Careers
12
Requirements for stage 3 ♦ Contribute through others. ♦ Develop greater breadth of technical skills and
apply them across multiple areas. ♦ Build a network outside own workgroup. ♦ Become involved in the stimulation of others through ideas and information. ♦ Exhibit strong interpersonal skills. ♦ Be willing to pull away from strictly technical work. Oestreich: Careers
13
4. Organization leader–visionary ♦ Exercise significant influence over critical
decisions in the organization. ♦ Help shape the future direction of the company. ♦ Represent the organization inside and outside the organization. ♦ Sponsor promising people who might fill future key roles in the organization. ♦ Maintain extensive network outside organization. ♦ Attain broad perspective and lengthen time horizons. Oestreich: Careers
14
Nonmanager roles in stage 4 ♦ Idea Innovator ♦ Internal Entrepreneur ♦ Sponsor
Oestreich: Careers
15
Stage 4: Idea innovator ♦ Champion new systems, processes and
operating principles that improve productivity. ♦ Work closely with management or peers to help sell ideas. ♦ Understand basis of organization’s ability to compete in the marketplace.
Oestreich: Careers
16
Stage 4: Internal entrepreneur ♦ See new business opportunities and
assemble the buy-in, money, and staff to pursue them.
Oestreich: Careers
17
Stage 4: Sponsor ♦ Influence direction of the organization by
selecting and developing key people. ♦ Make sure key people are not stagnating on unchallenging projects.
Oestreich: Careers
18
Nonmanagers by stage over time Stage
% Nonmanagers 1979
% Nonmanagers 1998
1
100
100
2
99
98
3
66
86
4
26
67
Oestreich: Careers
19
Facts to ponder ♦ Research shows that <5% of an
organization’s workforce functions in stage 4. ♦ As much as 60% of a workforce is in stage 2 and making valuable contributions. ♦ Making a temporary transition to an earlier development stage is often essential to longterm career growth! Oestreich: Careers
20
Questions? Comments?
Oestreich: Careers
21
What was your best-ever job?
Oestreich: Careers
22
What gives you career satisfaction? ♦ Having solid ♦ Being challenged ♦ Having autonomy ♦ Seeing importance of
your work ♦ Learning something new ♦ Working with a great team
management support ♦ Having clear goals ♦ Doing something new ♦ Using creativity ♦ Owning whole task ♦ Feeling recognized ♦ Doing the impossible
Oestreich: Careers
23
Your career bests… 1. Tap into your talents and passions. 2. Add value to the organization. 3. Are often a product of luck rather than
planning.
Oestreich: Careers
24
Think TOP for career best
Talents
Passions
Organization Needs
Oestreich: Careers
25
Talents ♦ Innate abilities ♦ Inborn strengths ♦ Things you do naturally well ♦ You just “have a knack” for it!
Oestreich: Careers
26
Organization needs ♦ Job contribution ♦ What you do adds value ♦ What you do helps company improve ♦ What you do helps others in company
improve
Oestreich: Careers
27
Passions ♦ Work offers a heart connection. ♦ Work fascinates, stimulates, captivates,
enthralls you. ♦ Something you’d do even if you weren’t paid!
Oestreich: Careers
28
TOP equation
Talents + Organization Need + Passion = Career Best!
Oestreich: Careers
29
Two out of three? ♦ Talents + Organization Needs – Passion =
STUCK ♦ Organization Needs + Passion – Talents = INCOMPETENCE ♦ Talents + Passion – Organization Needs = OCCUPATIONAL HOBBY (Take test to see if you’re at a career best!) Oestreich: Careers
30
Questions?
Oestreich: Careers
31
Truly changing careers Some can; some can’t Ability to take leap of faith Need superior social skills Possess resilience, versatility, and an ability to exploit serendipity ♦ Incorporate failures into advantages ♦ Learn from mistakes ♦ Willingness to leave “comfort zone” ♦ ♦ ♦ ♦
(Are you a career-change champion?) Oestreich: Careers
32
In closing: Position yourself for “luck” ♦ Get thee to the valley or the city or the ?? ♦ Work, work, work. ♦ Battle the bad luck. ♦ Get and stay positive. ♦ Do what you love. ♦ Do core, not context. From “Getting Chance to Dance” by Michelle Jeffers, www.forbes.com/asap, 11.27.00
Oestreich: Careers
33
About me ♦ Career history ♦ STC history ♦ Motivators
Oestreich: Careers
2
Overview ♦ Understand how careers develop ♦ Find your career best ♦ Test your career-change championship ♦ Wrap-up and questions
Oestreich: Careers
3
Career Management Model ♦ Based on article by Kurt Sandholtz at
Novations Group, Inc. a Provo, Utah, company that helps organizations design and implement career-development systems. ♦ From research by Harvard Business School professors, Gene Dalton and Paul Thompson. (A Career Management Model, Dr. Dobb’s Journal, Fall 1998. Developing long-term employability by Kurt Sandholtz. www.developercareers.com/ddj/articles/1998)
Oestreich: Careers
4
Truths? ♦ Ancient pyramid no longer exists in career
development. ♦ Companies are flattening the management structure. ♦ We understand what we should do for success of a project, but not what’s needed for our long-term development.
Oestreich: Careers
5
Some companies using model ♦ Monsanto ♦ 3M ♦ Exxon/Mobil ♦ Amoco ♦ Intel ♦ DuPont ♦ Sandia National Laboratories
Oestreich: Careers
6
Four stages of a career ♦ Apprentice ♦ Independent ♦ Mentor ♦ Visionary
(See handout of career management model.)
Oestreich: Careers
7
1. Depending on others (apprentice) ♦ Work is never entirely your own. ♦ Your assignment is part of a larger effort. ♦ You are expected to do most of the detailed
and routine work on your part of the contribution. ♦ You have to earn the trust of your manager and colleagues.
Oestreich: Careers
8
Requirements for stage 1 ♦ Accept supervision and direction willingly. ♦ Exercise initiative and creativity within a
well-defined area. ♦ Work with a mentor to learn organization savvy.
Oestreich: Careers
9
2. Contributing independently ♦ Assume responsibility for a definable
portion of a work or process. ♦ Work independently and produce results that are recognized as your own. ♦ Develop credibility and a reputation for competent work. ♦ Manage more of your own time and be more accountable for outcomes. Oestreich: Careers
10
Requirements for stage 2 ♦ Rely less on supervisor or mentor for
direction. ♦ Become true team player. ♦ Willingly share information with fellow team members. ♦ Develop solid technical foundation and confidence in your own judgment. ♦ Cultivate your own standards of performance. Oestreich: Careers
11
3. Coach or mentor ♦ Equip others with tools, knowledge, and
opportunity they need to succeed. ♦ Take personal interest in careers of others and help their development. ♦ Lead multiperson projects, but may not have management responsibilities. ♦ Think creatively and be well-networked.
Oestreich: Careers
12
Requirements for stage 3 ♦ Contribute through others. ♦ Develop greater breadth of technical skills and
apply them across multiple areas. ♦ Build a network outside own workgroup. ♦ Become involved in the stimulation of others through ideas and information. ♦ Exhibit strong interpersonal skills. ♦ Be willing to pull away from strictly technical work. Oestreich: Careers
13
4. Organization leader–visionary ♦ Exercise significant influence over critical
decisions in the organization. ♦ Help shape the future direction of the company. ♦ Represent the organization inside and outside the organization. ♦ Sponsor promising people who might fill future key roles in the organization. ♦ Maintain extensive network outside organization. ♦ Attain broad perspective and lengthen time horizons. Oestreich: Careers
14
Nonmanager roles in stage 4 ♦ Idea Innovator ♦ Internal Entrepreneur ♦ Sponsor
Oestreich: Careers
15
Stage 4: Idea innovator ♦ Champion new systems, processes and
operating principles that improve productivity. ♦ Work closely with management or peers to help sell ideas. ♦ Understand basis of organization’s ability to compete in the marketplace.
Oestreich: Careers
16
Stage 4: Internal entrepreneur ♦ See new business opportunities and
assemble the buy-in, money, and staff to pursue them.
Oestreich: Careers
17
Stage 4: Sponsor ♦ Influence direction of the organization by
selecting and developing key people. ♦ Make sure key people are not stagnating on unchallenging projects.
Oestreich: Careers
18
Nonmanagers by stage over time Stage
% Nonmanagers 1979
% Nonmanagers 1998
1
100
100
2
99
98
3
66
86
4
26
67
Oestreich: Careers
19
Facts to ponder ♦ Research shows that <5% of an
organization’s workforce functions in stage 4. ♦ As much as 60% of a workforce is in stage 2 and making valuable contributions. ♦ Making a temporary transition to an earlier development stage is often essential to longterm career growth! Oestreich: Careers
20
Questions? Comments?
Oestreich: Careers
21
What was your best-ever job?
Oestreich: Careers
22
What gives you career satisfaction? ♦ Having solid ♦ Being challenged ♦ Having autonomy ♦ Seeing importance of
your work ♦ Learning something new ♦ Working with a great team
management support ♦ Having clear goals ♦ Doing something new ♦ Using creativity ♦ Owning whole task ♦ Feeling recognized ♦ Doing the impossible
Oestreich: Careers
23
Your career bests… 1. Tap into your talents and passions. 2. Add value to the organization. 3. Are often a product of luck rather than
planning.
Oestreich: Careers
24
Think TOP for career best
Talents
Passions
Organization Needs
Oestreich: Careers
25
Talents ♦ Innate abilities ♦ Inborn strengths ♦ Things you do naturally well ♦ You just “have a knack” for it!
Oestreich: Careers
26
Organization needs ♦ Job contribution ♦ What you do adds value ♦ What you do helps company improve ♦ What you do helps others in company
improve
Oestreich: Careers
27
Passions ♦ Work offers a heart connection. ♦ Work fascinates, stimulates, captivates,
enthralls you. ♦ Something you’d do even if you weren’t paid!
Oestreich: Careers
28
TOP equation
Talents + Organization Need + Passion = Career Best!
Oestreich: Careers
29
Two out of three? ♦ Talents + Organization Needs – Passion =
STUCK ♦ Organization Needs + Passion – Talents = INCOMPETENCE ♦ Talents + Passion – Organization Needs = OCCUPATIONAL HOBBY (Take test to see if you’re at a career best!) Oestreich: Careers
30
Questions?
Oestreich: Careers
31
Truly changing careers Some can; some can’t Ability to take leap of faith Need superior social skills Possess resilience, versatility, and an ability to exploit serendipity ♦ Incorporate failures into advantages ♦ Learn from mistakes ♦ Willingness to leave “comfort zone” ♦ ♦ ♦ ♦
(Are you a career-change champion?) Oestreich: Careers
32
In closing: Position yourself for “luck” ♦ Get thee to the valley or the city or the ?? ♦ Work, work, work. ♦ Battle the bad luck. ♦ Get and stay positive. ♦ Do what you love. ♦ Do core, not context. From “Getting Chance to Dance” by Michelle Jeffers, www.forbes.com/asap, 11.27.00
Oestreich: Careers
33
