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SIM Programs 2002-2003 Managing Careers: Yours and those of your employees

SIM Programs 2002-2003 Managing Careers: Yours and those of your employees. Proactive Career Management. SIM Meeting Sept 18,2002. Proactive Career Management Our Panel.

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SIM Programs 2002-2003 Managing Careers: Yours and those of your employees

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  1. SIM Programs 2002-2003Managing Careers: Yours and those of your employees

  2. Proactive Career Management SIM Meeting Sept 18,2002

  3. Proactive Career ManagementOur Panel • Rob Tabb: twenty-five years in IT, split in thirds in consulting, vendor, and practitioner. A leader of IT and business initiatives at Anderson Consulting, D&B Software, Ryder, CNF, and Nike. He is currently Senior VP for Focus IT Group. • Mason Diegel: two decades in IT, rising to the position of CIO at Mitsubishi Silicon America. Founded and is CEO of IT Upside and its affiliated company Radio Web Network in 2000. • Andy Wihtol: thirty-six years split into IT, finance, marketing and executive search. A leader of IT and/or finance within Intel, Tektronix, OECO, and NERCO. Two years in Jakarta, Indonesia. Thirteen years in recruiting with recent emphasis on CEO, CIO and CFO positions. Founded Andrew Associates in 1996

  4. Strategic Planning

  5. “Control your destiny! If you don’t somebody else will!”Jack Welch

  6. Do you have a career strategic plan?

  7. Career strategic plan • End-game • 3 to 5 Year Horizon • Annual • Disaster Recovery

  8. Career strategic plan: End-game • Ultimate career goal • Link to personal plans • Link to financial goals • As appropriate involve family • It will change over time

  9. Career strategic plan: 3 to 5 Year • Link to end-game • Work to a “pro-forma” resume • Integrate with employer’s strategic plan • Identify value-added initiatives that fit the company needs and that fit your plan • Discuss with manager, mentor, family

  10. Career strategic plan: 3 to 5 YearWork to a “pro-forma” resume • Next job, and the one after it • Contents of your resume when you are qualified • Do Gap analysis, and don’t forget : “the target keeps moving” • Don’t beguile yourself, about your readiness • Request “bone-honest” feedback • Set your development goals

  11. Career strategic plan: 3 to 5 Year • Positioning to be viable for the next job • Marketing • Risk – Reward • Linear or circuitous route

  12. Positioning to be viable for the next job • Marketing • Think strategically • Target market : industry, geographic, culture, other • Competition : internal, external, other • Value proposition : what makes you a “better buy”? • Price (compensation): take the money and run, or invest for the “after-next” • Barriers to entry : industry, compensation, other

  13. Positioning to be viable for the next job • Marketing • Communicate in the “language” of the audience • Don’t “wing it”, study the playing field • Focus groups : your boss, network, mentor • Test market : interview, mock interview • Promotion : internal, external, an extended process start early

  14. Positioning to be viable for the next job • Risk – Reward • Think strategically • “Behold the turtle, it doesn’t make progress unless it sticks its neck out” • Set stretch goals: The rate of career progression is inversely proportional to the level of comfort you have for the position • Take on difficult assignments • Don’t stretch ‘til you break Understand how many strikes you’re allowed

  15. Positioning to be viable for the next job • Linear or circuitous route • Think strategically • The closest distance between tthree points may not be a straight line • In the “3 to 5” or “end-game” plan you may benefit by stepping down or across to develop/get the skills/knowledge essential to longer term objectives • Salary progression • is a good goal • expecting more in short run may impact the “3 to 5” or “end-game” objectives

  16. Career strategic plan: Annual • Link to “3 to 5” plan • Integrate with: • employer’s annual plan • manager’s plan • Critically analyze past year’s performance • Course correct if necessary • Tweek the plans • A new job • A new company • Go to Tibet

  17. Career strategic plan: Annual • Networking goals • Think strategically • Mentor • Alliances • Positioning • Skill and knowledge development • Sounding boards for problems, strategies • Other

  18. Career strategic plan: Disaster Recovery • The worst time to start networking is when you lose your job! • Always be connected with hiring managers, consultants, and recruiters • Be aware, look for early warning indicators….always ! • Address the “what if” scenarios, and possible recovery options when times are good. This can include position, location, compensation, and more

  19. Proactive Career Management • Know Yourself • Self Assessment • Career Do’s • Career Traps and Risks • A Career Example

  20. Know Yourself • What is your passion, what do you enjoy, or what are good at ? • What motivates you? • Do you have a vision of 3 to 5 years? • What are the steps to realize your vision?

  21. Self Assessment • Is it really your career vision? • How are you viewed by your leaders, peers and subordinates? • How do your skills map against your career vision? • Do you have a realistic plan to fill the gaps?

  22. Career Do’s • Know yourself and what motivates you • Have a vision • Continuous skill development • Network and relationship investment • Volunteer/ be a team player • Periodic self assessment ( 360 view) • Self promotion ( tastefully) • Be market aware

  23. Career Risks and Traps • Complacency in a position • Not taking a 360 perspective • Excessive politics • Look before you leap • Not being flexible ( sometimes a straight line is not the shortest route)

  24. Proactive Career Management • Don’t play the victim cards • Traction and Power • Career Do’s & Don’ts

  25. The Victim “I don’t have enough people.” “I can’t buy any hardware.” “There isn’t enough time to make the changes.” “My budget was cut so I can’t support you anymore.”

  26. Victim of Circumstance • You will never have enough budget, staff, time….Get over it and play the cards you are dealt • Good cards or bad cards…..at least you have some cards • Set and exceed expectations with what you have… • “I don’t know, but we will figure it out somehow” • IT professionals that make something out of a bad hand will… • Be dealt better hands • Will advance to better jobs • Gain units relative to others in their group

  27. Traction and Power - Units • Only 100 units of power exist in a company (Macro) or department (Micro) • At the Macro level, each executive has from 0-100 units that are split between all executives • At the Micro level, each manager has from 0-100 units that are split between all managers

  28. Traction and Power - Transfer • What ever group you are in, you are always competing for units…either trying to retain those that you have or acquiring more • The only way to get more units is to get it from someone else • If you don’t hang on to your units, someone will take them from you • Every time there is a change (good or bad) units are taken or lost

  29. Traction and Power - Tracking • Assess your number of units and track the change • Is it going up, holding or declining? • Why is it changing? • What did youdo or not do that is causing the change? • What are others doing that is getting them more units? • What should you be doing now?

  30. Traction and Power – New Job • When you are looking at a new job, assess the power units. • Has the job been granted a good starting number of units. • IMPORTANT: Granted units disappear very quickly • Traditionally, have there been a good number of units available for this position? • Why or why not?

  31. Do’s • Manage your career, track your relative performance change compared to your group • Build skills…adapt and learn quickly • Build a team of trusted workers (people who will get the job done) • Stick with these people for support through the good and bad times • Network with others… • But be careful of networking with competitors (peers) • Know what is important to you • Is that new job or title really what you want • It is hard to go back, so move carefully

  32. Don’t • Be afraid to say “I don’t know”. Just know how to “know” very quickly and accurately. • Succeed at others expense • Units obtained by subversion will not only be taken away, they have little value • Forget to say thank you to everyone • Peers, Subordinates and Managers

  33. Proactive Career Management Questions ?

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