Changing Careers for Changing Times

Changing Careers for Changing Times

Central Iowa STC

Linda Oestreich, March 23, 2006

Oestreich: 03/23/06 2

Who am I?

Manager, Technical Publications, HP/Peregrine STC Fellow STC 2nd Vice-President Houston and San Diego member SIGs: International, Technical Editing, Management Booklover (bookcrossing.com) Contact me:

www.lindao.orgw: 858-720-5437


Overview

Understand how careers develop Find your career best Test your career-change championshipWrap-up and questions


Career Management Model

Based on article by Kurt Sandholtz, Novations Group, Inc., a Provo, Utah, company that helps organizations design & implement career-development systems

From research by Harvard Business School professors, Gene Dalton and Paul Thompson

Handout: A Career Management Model, Dr. Dobb’s Journal, Fall 1998. Developing long-term employability by Kurt Sandholtz.

www.developercareers.com/ddj/articles/1998


Assumptions

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.


Some Companies That Use Model

Monsanto3MExxon/MobilAmoco IntelDuPontSandia National Laboratories


Four Stages of a Career

Apprentice IndependentMentorVisionary


Apprentice: Depending on Others

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 for your part of the contribution.

You have to earn the trust of your manager and colleagues.


Requirements for Apprentice

Accept supervision and direction willingly.Exercise initiative and creativity within a well-

defined area.Work with a mentor to learn organization

savvy.


Independent: Going it Alone

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.


Requirements for Independent

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.


Mentor: Helping Others

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.


Requirements for Mentor

Ability to 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.Willing to pull away from strictly technical

work.


Visionary: Organizational Leader

Exercise significant influence over critical decisions in the organization.

Help shape future direction of the company. Represent the organization in wide and varied

interactions inside and outside the organization. Sponsor promising people who might fill future

key roles in the organization. Maintain extensive network outside organization. Attain broadening perspective and lengthening

time horizons.


Requirements for Visionary

Champion new systems, processes, and operating principles that improve productivity.

Work closely with management or peers to help sell ideas.

Understand what builds the organization’s ability to compete in the marketplace.

See new business opportunities and assemble the buy-in, money, and staff to pursue them (entrepreneur).


Visionary as Sponsor

Influence direction of the organization through by selecting and developing key people.

Make sure key people are not stagnating on unchallenging projects.


Points to Note

Research shows that less than 5% of an organization’s workforce functions as Visionary (Stage 4)

As much as 60% of a workforce at any one time is in Stage 2 and making valuable contributions as independent.

Making a temporary transition to an earlier development stage is often essential to long-term career growth!


Managers by Stage Over Time

Stage % Managers 1979

% Managers 1998

1 0 0

2 1 2

3 34 14

4 74 33


Questions?

Comments?


What was your best-ever job?


Why did it give you career satisfaction?

Doing the impossible Being challenged Having autonomy Seeing importance of

your work Learning something

new Working with a great

team

Having solid management support

Having clear goals Doing something

new Using creativity Owning whole task Feeling recognized


Think TOP for Career Best

OrganizationNeeds

Talents Passions


Talents

Innate abilities Inborn strengthsThings you do naturally wellYou just “have a knack” for it!


Organization Needs

Job contributionWhat you do adds valueWhat you do helps company improveWhat you do helps others in company

improve


Passions

Work offers a heart connection.Work fascinates, stimulates, captivates,

enthralls you.Something you’d do even if you weren’t

paid!


TOP equation

Talents

+ Organization Need

+ Passion

= Career Best!(Take TOP assessment!)


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)


Questions?


Changing Careers

Some can; some can’t Ability to take leap of faith Needs superior social skills Possess resilience, versatility, and an ability to

exploit serendipity Incorporate failures into advantages Learn from mistakes Willingness to leave “comfort zone”

Handout: Are you a career-change champion?


To summarize—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


Final Thoughts?

Changing Careers for Changing Times

Documents

Transcript of Changing Careers for Changing Times