1 / 27

Beyond the barriers of personal development and career growth Marcela Holická

Beyond the barriers of personal development and career growth Marcela Holická Cross Border Seminar. 22-23 May 2012 Bled, Slovenia . Program. B arriers of personal development and growth Personal derailments as a berries of career growth How to identify and work with barriers.

donar
Download Presentation

Beyond the barriers of personal development and career growth Marcela Holická

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Beyond the barriers of personal development and career growth Marcela Holická CrossBorderSeminar 22-23 May 2012 Bled, Slovenia

  2. Program • Barriers of personal development and growth • Personalderailments as a berries of career growth • How toidentifyandworkwith barriers

  3. Barriers of personal development and careergrowth

  4. Group discussion • What are general barriersof personal development and carrier growth? • What are individual development barriers ofpersonal development and carrier growth? DescribeAny solution?

  5. What is important for career growth?

  6. Let´s look at personality

  7. Personalderailments as berries of career growth

  8. “Derailers” • Interpersonal behaviors that adversely affect the performance or reputation of people at work • Caused by people’s distorted beliefs about how others will treat them • Emerge most commonly during periods of stress or complacency

  9. Dark Side “Triggers” Positive, Productive Behavior Potentially Negative Behavior No Risk Low Risk Moderate Risk High Risk 2009, Hogan Assessment Systems

  10. 11“Derailers” Excitable “Emotionally Volatile” “Habitual Distrust” Skeptical “Excessive Caution” Cautious “Aloofness” Reserved “Passive Resistance” Leisurely “Arrogance” Bold “Mischievousness” Mischievous “Melodrama” Colorful “Eccentricity” Imaginative “Perfectionism” Diligent “Eagerness To Please” Dutiful

  11. Derailers Excitable Moving Away From People Skeptical Cautious Reserved Leisurely Bold Moving Against People Mischievous Colorful Imaginative Moving Toward People Diligent Dutiful

  12. Excitable Moody Easilyannoyed Hardto please Unpredictible Critical Explosilve Intense Energetic Empathy

  13. Sceptical Sensitive to criticism Argumentative Critical Easily angered Suspicious of others´intentions Bright and perceptive Insightful about organizational politics

  14. Cautious Indecisive Resistent to change Unassertive Motivated not to fail Conservative Alert to possible criticism Minimize risk

  15. Reserved Insensitive Uncommunicative Feadback deficient Reserved Avoiding meeting with newpeople Tough Independent Focused on task

  16. Leisurely Stubborn Resentful Procrastinate uninteresting tasks Hard to coach Have own timetable Cooperative Cheerful Confident about their skills

  17. Bold Self-promoting Competitive Feedback resistant May blame mistakes on others Confident Assertive Leaderlike

  18. Mischievous Manipulative Exploitative Not learn from past mistakes Push limits Ignore commitments Charming Interesting Self- assure

  19. Colorful Attention-seeking Self-promoting Quickly bored Poor listener Managing by crisis Problem with organisation Fun Socially skilled Entertaining

  20. Imaginative Odd Self-absorbed Preoccupied Eccentric Poor influence and persuation skills Innovative Unpredictable Unconventional

  21. Diligent PerfectionisticDemanding Resistant to change Micromanager May not delegate Bad prioritization Detail-oriented Hardworking Planful

  22. Dutiful Ingratiating Deferential Conforming Strong desire to please others Do not take decission Conforming Unassuming Predictable

  23. “Awareness of your derailersdoesn’t mean you have to dwell on how ‘bad’ you are. When you learn to manage your self-destructive traits, you allow your strengths to emerge.” --Why CEOs Fail by Dotlich & Cairo

  24. How to identifyandworkwithbarriers

  25. Derailments and what to do? • Prevention • Self-reflection • Self-awareness • Continuous self-development • Close person • Coach/mentor/trainer • Feedback from colleagues and subordinates

  26. Internalize Changes Build Awareness Modify Reputation Target Behaviors Seek Feedback Implications for Development Development Cycle

  27. Thank you for your attention Marcela Holická Assessment Systems Slovakia holicka@asystems.cz +421903 992 583 www.asystems.sk

More Related