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About the Mentors James Waldroop, Ph.D. and Timothy Butler, Ph.D. James Waldroop and Timothy Butler are the directors of the M.B.A. Career Development Pro rams at the !arvard Business "chool. They have spent many years helpin business people #or$ throu h the career plannin and development processes. Waldroop and Butler are also the authors of three hi hly%acclaimed !arvard Business &evie# articles and t#o boo$s' Discoverin (our Career in Business )Perseus, *++,- and The T#elve Bad !abits that !old .ood People Bac$ )Currency, /00*-. They are fre1uent contributors to the national media, #ith articles in 2ortune and 2ast Company, and have appeared on radio and T3 to discuss issues related to career mana ement, retainin talent, and ma4imi5in personal effectiveness.
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I2m too young to give up on my dreams63 But where should he start0 $hat should he do to move himself in the right direction0 $hat would you do0
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/ manager in a large corporation /n entrepreneur running your own business /n individual contributor in a small company /n independent contractor providing services to clients
$hen it comes to your career, change is natural5and healthy6 #ou strengthen your professional abilities every time you: Take on new challenges -ain insight into what you want from your work .earn a new set of skills #ou then find more satisfaction in your work and contribute more to your organization1 The process of assessing where you are in your work life, deciding where you want to be, and then making the changes necessary to get there, is called career development1 It2s an ongoing process that you orchestrate1 ,anaging your career re7uires you to view your professional development as a path or a direction, rather than a point or a Aob1 #our career is not a one-time decision made after graduation, but rather an iterative process that you refine or redefine as you grow professionally1 In this topic, you2ll learn how you can manage your career5whether you2re at the beginning of the process, or Aust looking to make some changes in your present position1
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This process can be both exciting and daunting1 owever, if you know what to expect ahead of time, you2ll be better able to navigate the change process1 *repare to feel stuck at times, and to feel that things are moving way too fast at other times1 (n some days, you might think that the right direction is stretching before you like a shining, beckoning path5only to wake up the next day and completely change your mind6 The good news is that there are many resources available to help you through the career-growth process5including support and insight from your colleagues, friends, and family1 #ou can also take advantage of a selection of formal assessment tools to help you clarify your interests, values, and skills1
"ee also "teps for Clarifyin (our Wor$ &e#ard 3alues, Tips for Choosin the &i ht Development 6pportunities, and Discovery 7o .
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This is far healthier5and more stimulating5than getting caught in a Aob rut, where you do the same thing, year after year1 /nd it makes you a far more valuable employee to your company1
"ee also Tips for "tayin on Course1
/s you can see from the table, career-lattice thinking rests on a key assumption: that you are in charge of your own professional progress1
Enowing #ourself
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The most important step in managing your career is getting to know yourself1 This is true whether you2re Aust beginning your career, established in one but wishing you could change in some way, or happy where you are but still wanting to improve certain aspects of it1 Enowing yourself includes articulating: $hat types of work you like to do $hich activities give you the most meaning $hat kinds of environments you prefer to work in $hat sorts of people you like to work with $hat abilities you possess and those you need to develop In other words, to define and navigate your career path, you need to identify three main 7ualities about yourself: #our core business interests Bthat is, the kinds of work you2re most passionate aboutC #our work values Bin other words, the rewards5such as autonomy, money, close working relationships with colleagues, etc15that you consider most importantC #our skills Bmeaning your abilities, the things you have learned how to do, such as computer skills or organizational skillsC ow do you go about identifying these 7ualities0 #ou have three sources of information to which you can turn to begin this clarification process: 91 #ou :1 #our colleagues, friends, and family ;1 8ormal assessment tools *. (ou To use yourself as an information source, look deep within yourself to identify key themes1 #ou can do this by using checklists or worksheets that help you clarify your core interests, values, and skills1 #ou can also engage in some short mental exercises to get to know yourself better1 ere are Aust a few: /sk yourself what you cherish most about yourself1 $hat is most special about you0 $hat are your uni7ue gifts0 .eaf through some magazines and find a picture that you think best represents who you are1 /sk yourself why you chose that particular image1 Imagine that you are at the end of your life, looking back over your entire work history1 8inish these sentences: 3I am most proud of FFFFFFFF13 3I wish I had done more of FFFFFFF13
"ee also Career "elf%Assessment Wor$sheet.
)otice what the results of the above activities suggest about your interests, values, and skills1 /. (our collea ues, friends, and family The people who know you best often become excellent sources of information about your work interests, values, and abilities1 Indeed, if you imagine yourself as the "4( of your own professional growth, you can think of these people as your 3board of directors13 Try these activities to build self-knowledge with the help of your personal board: 91 "onsult your colleagues1 If you work in a large or small organization, ask colleagues, 3$hat2s my reputation in the company0 $hat am I best known for03 :1 Interview your friends1 *ick five or six people who know you well1 /sk them the following: 3$hat four words would you use to describe me03 3If your best friend asked you to tell her more about me, what would you say03 3$hat do you see as my driving force0 $hat makes me tick03 ;1 /sk your board to write letters1 Invite several people to write a letter to you, about you1 BTip: choose a mix of people= for example, a colleague, supervisor, family member, college or business-school friend, a social friend, your partner, and even an adult son or daughter1C
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*rovide board members with a form that lists the following 7uestions and that includes spaces where they can write or type their answers1 /sk them to use the third person B3*at enAoysG3C: 3$hat would be the ideal work for me03 3$hat seems to make me most fulfilled and excited03 3$hat work should I stay away from, and why03 3$hat about myself do I have trouble seeing03 3$hat aspects of myself do I need to change to be more successful03 3$hat aspects of myself should I not change03 "ollect all the responses and look for common themes1 These themes will provide clues to your interests, values, and skills1 /lso, be sure to thank your board members for their honesty and thoughtful attention1 They2ll appreciate knowing that you2re using the information and insight they2ve provided1 9. 2ormal assessment tools There2s a broad array of formal assessment tools that can help you clarify your deepest interests, values, and skills1 8or some of these, you might want to see a career counselor, who will administer the tests and interpret them for you1 8or others, you can take the tests and interpret the results yourself1 If your company2s human resources department has a career counselor who uses assessment tools, pay a visit and see if you can schedule a time to take any tests you2re interested in1 If one isn2t available, consider hiring a career counselor to help you with the tests1
"ee also Tips for Choosin a Career Counselor and "$ills Assessment1
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$hat are core business interests, exactly0 They2re not hobbies or topical enthusiasms1 %ather, they2re long-held, emotionally driven passions1 They derive from your personality, and they influence what kinds of activities make you happy1 Below is one way to describe these kinds of interests1 This method represents interests as eight business functions grouped into three categories1 Category 1: Application o E!perti"e Application o Technology H an interest in the inner workings of things= curiosity about better ways of using technology to solve business problems= and comfort with mathematics, computer programming, and physical models of reality #$antitati%e Analy"i" H interest in problem solving that relies on mathematical analysis Theory &e%elop'ent and Concept$al Thinking H broadly conceptual approaches to problem solving= interest in and comfort with ideas, imagination, theory, plans, scenarios, and forecasts Creati%e (rod$ction H interest in highly creative activities Category ): *orking +ith (eople Co$n"eling and Mentoring H interest in helping others and developing relationships as an integral part of business work Managing (eople and Relation"hip" H interest in dealing with people and interpersonal issues daily Category ,: Control and -n l$ence Enterpri"e Control H interest in having ultimate decision-making authority for an enterprise, division, or proAectC -n l$ence thro$gh Lang$age and -dea" H interest in influencing others through the skilled use of written and spoken languageC ,ost people have between one and three core business interests, some of which may be stronger than others1 8or example, you may be fascinated by 7uantitative puzzles and feel great satisfaction in helping other people learn to problem solve as well1 These core interests remain relatively stable over your lifetime1 Interestingly, not only can your core interests overlap= they might also manifest themselves differently at different times1 8or example, if your core interest is "reative *roduction, perhaps: /s a child, you loved writing stories and plays /s a teen, you enAoyed devising mechanical gadgets /s an adult, you desired a career in design engineering or movie production
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:4amples' 4ngineering "omputer programming *roduction and systems planning *roduct and process design *rocess analysis *roduction planning !ystems analysis ,echanical craftingImanufacturing
:4amples' ,arket-research analysis 8orecasting "omputer-model building *roduction scheduling "ash-flow and investment analysis /ccounting
%esearch Theory &e%elop'ent and Concept$al Thinking :4amples' 4conomic-theory developing Business-model developing "ompetition analysis 'esigning 3big-picture3 strategy *rocess design Teaching business theory
)ew-product design ,arketing and advertising )ew-idea generation 'eveloping innovative approaches and solutions 4vent planning "onducting public relations 4ntertaining $riting Illustrating
Category ): *orking +ith (eople Co$n"eling and Mentoring :4amples' Managing (eople and Relation"hip" :4amples' "oaching Training Teaching elping 'rawing people out !upporting ,anaging others to accomplish the goals of the business 'irecting !upervising .eading and inspiring others !elling )egotiating ,otivating
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Category ,: Control and -n l$ence Enterpri"e Control :4amples' -n l$ence Thro$gh Lang$age and -dea" :4amples' "ontrolling resources to actualize a business vision !etting strategic direction for a company, business unit, work team, or division aving ultimate decision-making authority ,aking deals olding ultimate responsibility for business transactions, such as trades, sales, etc1 )egotiating 'eal-making "onducting public relations !elling *ersuading 'esigning advertising campaigns "ommunicating ideas through writing or speaking
#ou can also try this exercise: 91 Think about whether you2re envious of one or more particular colleagues1 That is, do they have Aobs that you wish you had0 :1 $hat activities do these people do that you wish you could do0 ;1 In previous Aobs that you2ve held, what kinds of activities did you keep gravitating toward0 $hen you2re working on proAects, which stage of the proAect excites you the most5the planning stage0 Implementation0 8ollow-up0 $hat do the answers to the above 7uestions suggest about your core business interests0 8inally, you can experiment with: /ssessment tools !elf-reflection exercises /ctivities that help you gain insights about yourself from others
"ee also Career "elf%Assessment Wor$sheet.
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.inancial re+ard" such as financial security and stability Bpredictable salary, benefits, future employment, the opportunity to ac7uire wealth, and so onC1 Ta"k re+ard" such as intellectual challenge Bmental stimulationC1 (eople re+ard" such as affiliation Bthe opportunity to work with colleagues you like and admireC1 Career re+ard" such as positioning Baccess to people and opportunities that will position you well for your next career moveC1 Li e"tyle re+ard" such as workIlife balance Btime to pursue other important aspects of your life, such as family or leisure activitiesC1
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make up the foundation of the self-knowledge you2ll use to select professional-development opportunities1 But what are business skills, exactly0 Type" o "kill" /s you progress through your work life, you ac7uire many different skills from a broad range of experiences and training1 !kills fall into a number of categories, and there are different ways to describe them1 ere are some examples: /kill Category Dsing #our ands Dsing #our Body Dsing $ords Dsing #our 8ive !enses Dsing )umbers Dsing Intuition Dsing /nalytical Thinking or .ogic Dsing (riginality or "reativity Dsing elpfulness Dsing /rtistic /bilities Dsing .eadership Dsing 8ollow-Through E!a'ple" /ssembling things, operating machinery, repairing things 'oing outdoor activities like camping, being physically active, having muscular coordination as in gymnastics %eading, writing, speaking, teaching (bserving, inspecting, diagnosing "ounting, computing, record-keeping /cting on 3gut3 reactions, anticipating future events, sizing up a situation or person %esearching, analyzing, prioritizing Imagining, inventing, designing, engineering aving sensitivity to others2 feelings, conveying warmth, drawing others out, motivating, guiding 8ashioning or shaping things, composing, playing an instrument, painting, decorating, cooking Initiating new proAects, organizing, directing, making decisions, taking risks Dsing what others have developed, following through on plans or instructions, attending to details, filing, retrieving information
*hat are yo$r "tronge"t "kill"0 /s you begin exploring developmental opportunities at your organization, you2ll need to know which skills they re7uire1 That way, you can decide to what extent these opportunities will allow you to do the following: Dse skills you already have in abundance *rompt you to stretch skills that you possess to some degree but would like to strengthen %e7uire you to obtain entirely new skills !ome combination of the above The first step, though, is to take stock of your existing skills, and to assess which ones are your strongest1 There are several ways to do this, including these: 91 4xperimenting with assessment tools, checklists, and short exercises :1 /sking your friends, family, and colleagues to give their opinions about what you do best ;1 /sking a career counselor to help
"ee also Tips for Choosin a Career Counselor and "$ills Assessment1
Yo$r tran" era1le "kill" In assessing your skills, it2s especially important to identify your transferable skills1
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These are skills that have value regardless of the business context in which you2re using them5for example: $riting ,otivating others (rganizing data Interpreting information $hy is it important to know your transferable skills0 !everal reasons: #ou can +iden the "election of potentially interesting work opportunities to include those that would let you use your transferable skills1 #ou can 'arket yo$r"el to potential new supervisors in a whole new area of work by pointing out your transferable skills1 #ou can a%oid the co''on 'i"conception that, in order to try a new work area, you need to develop a whole new set of skills1 B#ou don2t necessarily need to go back to school= there are lots of other ways to develop new skills1C
"ee also Tips for .ettin the "$ills (ou <eed.
.o$r point" a1o$t "kill" In assessing your skills, keep these points in mind: 91 !kills are a 3threshold3 variable in your ability to do a Aob successfully1 #ou need enough of a certain skill Bbeing able to lift >J-pound bags, for exampleC, but in many cases, having a lot more of that same skill Bbeing able to lift >JJ-pound bagsC won2t make you any more successful1 :1 It2s easy to vary your skills1 "ompared to your core business interests and work values, your skill-set can change relatively easily1 That is, you can strengthen existing skills or ac7uire new ones through practice, training, and new experiences1 ;1 It2s perfectly okay to have both strengths and weaknesses1 (ften, when people begin exploring new positions at work, they assume that they have to be good at Aust about everything1 The fact is, we all have both strengths and weaknesses5that2s part of what makes us who we are1 'on2t feel bad if you lack certain skills= everyone does1 <1 $eigh the benefits of developing new skills1 Investing in skill development can be costly, in terms of time, effort, and money BpossiblyC1 !o, when you2re evaluating a potential new opportunity at work, spend some time deciding whether you want to invest in developing the skills that the opportunity re7uires1
"ee also "teps for Definin and 6btainin <e# "$ills.
($tting it all together (nce you2ve assessed your skills, the next step is to get a complete picture of who you are by combining the skills information with what you learned about your core business interests and work values1 #ou can now use this knowledge and information to redefine your current role in order to develop yourself professionally1 #ou can also begin evaluating the growth opportunities available at your company and pick the most appropriate ones for you1 Throughout this process of gaining knowledge and information about yourself, your interests, values, and skills, remember: interests and values matter the most1 $hen evaluating a career development opportunity, make sure that it matches your core business interests and work values1 If it does, you may well decide to obtain the skills that will help you perform in that new position1
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Indeed, in most organizations, helping direct reports clarify their goals and find appropriate growth opportunities are important responsibilities for managers1 By supporting you in this way, your manager helps the organization retain a valued employee5a key step for any company that wants to stay competitive in today2s economy1 #ou can provide the same kind of support for your direct reports1
"ee also the !arvard Mana e Mentor topic &etainin 3alued :mployees1
-denti ying gro+th opport$nitie" in yo$r organi2ation There are many ways to identify potential growth opportunities throughout your company1 The key is to make sure you know your company= that is: In simplest terms, what work does the organization do0 $hat are your company2s biggest needs and challenges0 ow do you think you could contribute to your company2s efforts in ways that suit your deepest interests, values, and skills0 #ou also need to find out what kinds of work people do throughout the organization1 Enowing this will give you a 3big picture3 of how the company functions1 -athering all this information takes some research and a willingness to get to know people who can help you1 ere are four ideas to get you started: 91 Dse your company2s career-management resources1 ,any companies offer numerous ways to learn about growth opportunities1 8ind out what they are5and take advantage of them1 These include: "areer centers staffed by career counselors and career-research specialists Internal networks of people who are willing to talk with any fellow employee about their Aobs (pportunities to sample different Aobs by filling in for colleagues who are on sabbatical +ob banks describing all the positions available in the organization %eference materials and training to help you create a professional-growth plan and hone your rKsumK-writing and interviewing skills In-house courses on various subAects and skills related to Aobs within the company "ollege or vocational-school tuition-reimbursement programs :1 )etwork, network, network6 )etworking simply means getting to know people in your organization who can help you learn about and pursue career opportunities1 To become an expert networker, ask yourself: 3$ho knows the most about what2s going on in the
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organization03 Then seek out opportunities to meet them and talk with them about your search1 ;1 "ultivate relationships with mentors1 ,entors are experts from whom you can learn, in detail, about specific kinds of work and strategies for defining a career path1 They can be people who work in your organization or outside your organization, members of professional associations5anyone whose experience and knowledge you respect1 <1 "onsult a career counselor1 ,any organizations have career counselors on staff who can advise you on how to spot potential development opportunities1 If your organization provides this service, make an appointment1 If not, consider having a couple of sessions with an independent career counselor1 These professionals2 services can be pricey, so be sure to shop around for the best choice for you1 Choo"ing the right gro+th opport$nitie" $hen making decisions about which growth opportunities to pursue, ask yourself the following 7uestions: 3 ow good is the fit between the position and my interests, values, and skills03 3 ow good is the fit between the position and who I want to become03 BThat is, 3$hat kinds of learning opportunities does the position offer me03C The best developmental assignments are ones in which the fit is imperfect5the position will 3stretch3 you by offering challenges that encourage you to learn new skills and ac7uire new knowledge1 (f course, these positions carry some risk1 #ou won2t be able to make your most productive contribution right away1 /fter all, you2ll need time to learn the new dimensions of the Aob1 The challenge is to pick an opportunity that doesn2t stretch you too much or carry too great a risk1 /s a general rule of thumb, the risk is probably too great if it seems that you2ll need more than six months to learn enough to make a meaningful contribution1 Getting the "kill" yo$ need There are lots of ways to enhance your skills, including: (nsite training /dult-education courses 'istance learning (nline courses (ne key thing to remember, though, is that you don2t always need to go back to school to make a maAor change in your career1 Before you commit to spending a lot of money Band timeC on a new degree, do some research to make sure there isn2t a more affordable and less time-consuming way to master the skills that your new position re7uires1 -n or'ational inter%ie+ing (nce you2ve identified possible development opportunities, it2s time to arrange some informational interviews1 #ou can conduct these interviews with people who are currently doing the kind of work you2re interested in, or with supervisors or department or division heads who can give you valuable information about the work1 Informational interviewing is less formal than actual Aob interviewing because it: -ives you a chance to learn more about positions of interest elps you get to know potential new supervisors and other people in departments or divisions of interest
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.ets you showcase your talents ,ay give you further insight into additional interesting positions1 B4ven if an interview reveals that a particular new Aob wouldn2t work out for you, use the encounter as another networking opportunity by asking the interviewer to suggest more people for you to talk with1C
The key to setting up informational interviews is to be sincere and honest when contacting potential interviewees1 If you2re nervous about contacting people, keep these points in mind: #ou2re asking for information, not a Aob offer1 ,ost people are happy to talk about their work, if you respect their time Bask for no more than :J minutesC and clearly value the information they offer1 *eople are especially open to meeting with you if you2ve been referred to them by someone they know and respect1 !o, broach the subAect of an interview by saying something like, 3 ello, my name is FFFFFFF1 I2m currently working as a FFFFFFand am interested in learning about FFFFFF1 ,y colleague FFFFFF mentioned that you2d be a great person for me to talk with1 "ould I have :J minutes of your time when it2s most convenient for you03
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Rede ine a c$rrent role6 "onsider redefining a current role so that it better matches the person2s interests, values, and skills1 3elp the' net+ork6 Identify individuals in the company who you think could provide growth opportunities, guidance, insight, and even more networking opportunities1 (ffer strategies for meeting those individuals, or help to arrange meetings1 E%al$ate option"6 (nce you and your direct report have identified possible opportunities, help him or her evaluate their fit and learning potential1 /gain, use the language of interests, values, and skills in discussing an opportunity2s potential1 Re+ard 'anager" or helping other" 'o you supervise managers who have direct reports0 If so, you can reinforce the message that helping others manage their professional development is something your company values1 ow0 By rewarding managers who excel at this responsibility1 "onsider: 4valuating your managers2 success in this area as a regular part of performance reviews Tying compensation to their performance in developing the career of their direct reports
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your title, and your desk, and you2ll probably be here for five years13 )ow, it2s, 3$e2ve got a problem or a proAect, you2ve got a skill set and a background that can help us1 $hen it2s done, we2ll have a conversation, and maybe there will be other problems you can help us with1 /nd maybe there won2t13 The duration of the work opportunity is therefore proAect duration1 This is true not Aust for freelancers but also for full-time employees1 #ou may remain an employee for a long time, but your responsibilities may change regularly1 This is also true for employees of any age 5not Aust :>-year-olds1 *hat proportion o people ind "ati" ying +ork0 It2s an ongoing search for everyone these days1 *eople do find it, but we all have to keep refining our concept of it and moving toward it1 4ven though our core business interests remain stable over time, the opportunities to express them depend on economic and other situations that are constantly changing1 !o, you2ve got to fre7uently reengage with the change process1 3o+ can people 1roach the "$19ect o career change +ith their i''ediate "$per%i"or" i their "$per%i"or" don8t +ant to lo"e the'0 The best way is to frame the discussion in terms of 3Aob sculpting3: how you can redefine your current role so that it better matches your core business interests, work reward values, and skills1 /lso, come prepared with solutions for handling the ramifications of any change1 8or example, if you want to let go of certain responsibilities, how do you suggest they would be handled0 If there2s simply no opportunity to redefine your role, explore other opportunities within the company1 In firms that emphasize retention, your supervisor will be rewarded for helping good employees find new opportunities inside the company1 - - contact people to re7$e"t an in or'ational inter%ie+ or a net+orking di"c$""ion5 +on8t they think that -8' 9$"t trying to $"e the'0 )o5not if you2re sincere and you respect their time1 Be sure to show them that you appreciate the information they2re sharing1 %emember: #ou2re not so much asking for a Aob as you2re asking for information1 ,ost people enAoy talking about their work1 4xplain that someone else whom the person knows and respects recommended him or her as an excellent person for you to talk with, and ask for Aust :J minutes of the person2s time1 -t "ee'" that re7$ired "kill" are al+ay" changing6 3o+ can - get the "kill" - need to keep 'o%ing or+ard in 'y career0 ,any people automatically assume that they have to go back to school to get a degree in order to ac7uire new skills1 That2s absolutely not true1 "ontinuing education classes are one less timeconsuming and less expensive alternative1 But there are lots of other ways to learn, too5such as Aob shadowing, 3stretch3 assignments at work, seminars, video or audio tapes, books, newsletters, online or distance learning, volunteering opportunities, and so on1 The key is to assess your options and pick the best ones for your learning style and your skill needs as well as for your budget and schedule1 E%eryone8" "o 1$"y at 'y co'pany that no one "ee'" to kno+ +hat8" going on in depart'ent" other than their o+n6 3o+ can - ind o$t a1o$t +ork opport$nitie" $nder the"e condition"0 #ou can start talking with people from other departments, to find out what kinds of work they do, what the culture is like in those departments, and so forth1 /lso, try asking to be invited to meetings that you normally might not think of attending1 /nd, take advantage of all the companywide events and learning opportunities that your firm offers1 That2s a great way to simply start getting to know people and learning more about how the company operates1 8rom there, you can begin identifying opportunities and drawing on the network of people you2ve established for information1 *ill 'y +ork re+ard %al$e" change '$ch o%er the year"0
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They will probably change somewhat, depending on the different phases of life you go through1 8or example, if you2re starting a family, financial security and opportunities for long-term saving might become your top reward value1 If you2re Aust starting out in the work world, opportunities to travel might be your most important value1 %eward values are more changeable than core business interests, but less changeable than skills5which employees often must update rapidly in order to keep contributing to their organizations and charting their own career paths1 --------------------------------------------------------------------------------
:1 (n each card, write a short statement about what that value means to you1 &alues are highly abstract and can mean different things to different people, depending on a personLs culture, personality, family background, and so forth1 8or example, one personLs idea of workIlife balance might be working no more than <J hours a week1 /nother personLs idea of workIlife balance might be working up to ?J hours a week but having time on the weekends to spend with family1 ;1 !catter the index cards on a table1 <1 /rrange the cards in order of importance1 If two or more values seem e7ually important to you, place them side by side1 If you decide that a value has no real importance to you after all, set that card aside1 >1 )ote the order youLve settled on1 'onLt worry about which values seem to be 3rising to the surface3 at this point, or whether youLre having trouble deciding which of two seemingly e7ually important values should come first1 +ust make a mental or written note that summarizes what you see happening at this stage1 ?1 !et the stack of cards aside for a week or two1 @1 %evisit the exercise to see if anything has shifted1 %epeat the process until you feel confident that your hierarchy of cards accurately reflects your work values1
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8or example, suppose you do the exercise five times, and each time 3affiliation3 Bworking with colleagues you like, respect, and admireC ends up being in one of the top three positions in your card hierarchy1 #ou can feel fairly confident that this is one of your most important values1 M1 Think of your top three or four values as your 3shopping list3 when youLre considering new developmental opportunities1
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8or example, in our fictitious example, ,oira decides to write down all three opportunities that she identified in !tep :, because they all, in some way, involve being in charge of teams or proAects, influencing others, or a combination of both1 >1 In the outermost circle of your career bullLs-eye, write down the opportunities you identified in !tep <1 BThis outermost circle is your core-interests circle1C ?1 In your core-interests circle, underline or highlight those opportunities that also match your most important work reward values1 8or example, through networking and a few informational interviews, ,oira discovers that the 3"ommunicating the companyLs overall strategy throughout the organization through newsletters and companywide meetings3 position re7uires not only strict adherence to a @:;J a1m1 to >:JJ p1m1 schedule but also fre7uent overtime with little warning1 But the other two opportunities she identified in !tep : offer flexible schedules, and match her other important values1 !o she underlines them1 @1 "opy the opportunities you underlined in !tep ? into the next inner circle1 BThis next inner circle is your important-values circle1C M1 )ow underline or highlight those opportunities in your important-values circle that also match the skills you now possess or skills that you could obtain relatively easily1 'onLt worry if your skills donLt exactly match those re7uired by the opportunities youLve now narrowed down1 $hy0 Two reasons: !kills are a lot easier to change than core business interests or work reward values1 ItLs most important that an opportunity match your interests= if it doesnLt, you wonLt remain happy in that position for very long5no matter how good you are at it6
8or example, ,oira finds out that 3'esigning and directing innovative marketing campaigns that address changes in competition and consumer trends and that put our products at the forefront of the market3 re7uires proven experience in writing marketing and advertising copy1 !he does not have skill or experience in this area and is not interested in developing it1 owever, 3.eading the new-product design department to ensure that the department creates high-7uality products on spec and on time3 sounds more promising: It re7uires knowledge of basic product design, which ,oira can learn by taking a continuing-education course that the company will pay for1 !he also finds the idea of learning about product design interesting and exciting1 8inally, it re7uires her other existing, strongest skills, too1 !o, she underlines that opportunity in her important-values circle1 N1 "opy the opportunities you underlined in !tep M into the centermost circle1 BullLs-eye6 #ouLve now defined your career target: work that matches your core business interests, your most important work reward values, and your skills1 8or example, ,oiraLs career bullLs-eye is 3.eading the new-product design department to ensure that the department creates high-7uality products on spec and on time13 It matches her core business interests and most important work reward values1 It also re7uires a skill that sheLs interested in developing5and is able to develop affordably through the help of her company1
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The various kinds of skills include: .$nctional5 tran" era1le "kill" such as clear writing or speaking, working with numbers, and motivating people1 Ta"k-oriented "kill" such as writing a computer program in "OO, assembling a particular consumer product, and using a desktop-publishing software package1 (er"onal "kill" Balso called self-management skillsC such as being organized, Auggling many tasks at once, and remaining calm during times of chaos1 -nterper"onal "kill" such as the ability to lead a discussion, negotiate, inspire teamwork Bsome of these will also be transferable from one Aob to anotherC1 -nd$"try-"peci ic "kill" which are re7uired for performance of a particular Aob Bsome may be entry level and re7uired, while others may be advanced and more dependent on experience or certificationC1 /sk yourself why you want to learn particular skills1 8or example: #ouLre interested in exploring work thatLs very different from what youLre doing now1 Therefore, by assessing your transferable skills, you can identify skills you could use in this Aob, and only seek training on additional, necessary Aob-specific skills1 #ou need particular task-oriented skills to begin contributing immediately in a highly technical new Aob1 #ou need to learn the skill, such as proAect-management, to perform better in your current or future position1 :1 !elect the ways you want to learn1 In completing this step, cast your net wide6 #ouLve got many different options for learning at your disposal5in addition to the more commonly known ones such as going back to school1 /lso, different people learn best through different learning channels and materials1 Think about which channels and materials work best for you1 8or example: ome-study courses 'irect observation of someone else Internships Informational interviews &olunteer work /udio- and videotapes 8ilms Books, newsletters, and trade Aournals 'istance-learning options, such as online courses !eminars or workshops ;1 "onduct research to identify specific learning options1 $ith this step, you specify how youLll ac7uire the skills youLre interested in1 This re7uires some work5but itLs well worth the effort1 Try exploring these resources: Internal training resources, if your organization has them %ecommendations from training manager, peers, supervisor, others (nline subAect search for courses and materials *rofessional association resources, if you are a member "areer centers #our local library /dult-education centers
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#ou can also try associations, such as these: The /merican /ssociation for /dult and "ontinuing 4ducation The /merican ,anagement /ssociation *rofessional associations Bsuch as the /merican ,arketing /ssociation and the !ociety for uman %esource ,anagementC /merican !ociety for Training and 'evelopment ,any of these associations offer great courses for members and nonmembers1 <1 /nalyze your learning options1 )ow that youLve identified the skills you want to develop and have researched how you might ac7uire them, itLs time to assess the relative merits of the various options1 4valuate each option youLre considering according to the following criteria: Puality of instruction Bwhich you can Audge by asking people who have taken that particular training beforeC "ost Time re7uired (ther variables important to you, such as location, convenience, and delivery method, including online alternatives $eigh these factors and decide which options best meet your re7uirements and situation1 >1 'evelop a training strategy and schedule1 "larify how and by when youLll ac7uire the skills1 8or example, you can use a form like the one shown below, or incorporate this into a more complete Individual 'evelopment *lan1 /kill" to Ac7$ire $riting computer programs in "OO ,anaging stress 3o+0 Take adult-education night class from local vocational school1 Take online course on stress management and discuss tactics with a group of colleagues1 8all :JJ9 4nd of next week ;y *hen0
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'onLt feel shy or timid when contacting someone you donLt know1 %emember: $hen you conduct an informational interview, your primary goal is to gain information5not necessarily a Aob offer1 $hen youLre contacting people, youLre flattering them by soliciting their expert opinions1 ,any people are happy to talk about their work and to be consulted as experts if you respect their time Bthat is, ask for no more than :J minutesC and make use of the insights they share1 If youLre still a bit nervous about asking for an informational interview, hereLs a possible template to use: 3 i, ,arshall1 ,y nameLs *ierre +uneau1 ILm currently working as a systems analyst but would like to learn more about financial analysis1 ,y colleague ,amta "hodhuri told me that you would be a great person for me to talk with1 "an you give me :J minutes of your time to help me understand what work in this area is like03 ;1 !et a time and meeting place for an appointment1 "onsider inviting informational interviewees to lunch1 This approach has two benefits: Yo$r inter%ie+ee"< ti'e i" %al$a1le1 If you interview them at their place of work, youLre more apt to be taking them away from their duties5which may make it more difficult for them to agree to an interview1 -t<" good or'1 #ouLre asking them to give you something BinformationC1 ItLs only right that you give them something, too BlunchC1 "onsider the lunch a token of your appreciation for their valuable time and vital information1
But donLt be put off if they decline a lunch offer1 They may prefer to meet in their own office, where they can better control the time they spend1 <1 *repare a list of 7uestions that youLd like to ask the interviewee1 These can range from 3$hat do youIdonLt you like most about your work03 and 3$hatLs an average day like for you03 to 3 ow is the QgameL played in this area of work0 ow do you get to the top03 and 3$hat do you see as the departmentLs biggest challenge03 ,ake your own list using 7uestions that are important to you1
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<1 Talk with your supervisor about redefining your current role so as to get a better match1 $hen you meet with your supervisor, keep the following tips in mind: !tart by stating the reason that you want to brainstorm ways to sculpt your Aob: #our current role doesnLt suit you as well as it could because FFFFFFFF1 B%emember to use the language of core interests, values, and skills1C If possible, be ready to offer solutions and ideas for reshaping your current role so that itLs a better match for you and your organization1 B'onLt Aust bring a problem= bring a problem and a solution1C #our solutions should include explanations of who will handle any responsibilities you want to let go1 %emember that youLre in charge of your career management1 ItLs up to you to 3sell3 the idea of change to your supervisor1 4xplain to him or her how sculpting your Aob not only benefits you= it also benefits your supervisor and your organization overall1
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$hen considering an independent career counselor, be clear about compensation1 8or example, is there a charge for phone conversations0 In addition to learning the hourly rate, ask what the counselorLs average client usually ends up paying5the person who charges a higher hourly rate may end up costing less6 /ll else being e7ual, pick a career counselor who you think can also provide you with great networking opportunities= that is, someone who may know other people who do the kinds of work that interests you1 Be careful6 In most places, anyone can call himself or herself a 3career counselor3 or 3career coach,3 whether or not he or she has any training or experience6 /nd some counseling organizations will use high-pressure sales techni7ues5two salespeople for one customer, saying, 3#ou know, we only accept the highest potential people13 B/re you worthy0C !uch places might charge enormous flat fees to imply higher 7uality1 /sk for credentials, and donLt sign a contract unless youLve read it carefully1
Tip" or Net+orking
Think of networking as expanding your web of relationships and developing mutually supportive relationships1 4very time you talk with someone new about work, make an effort not only to learn something new about the other person but also to share something about yourself with him or her1 ,ake an effort to get to know people beyond the circle of individuals with whom you interact on the basis of habit or with whom youLre most comfortable1 In your company directory, identify people who do work that interests you, and get to know them1 Tell them youLre clarifying your professional-development goals, and ask to have a conversation with them sometime about their work1 -et to know people in your company who you think can help you learn about the kinds of work your organization does and how it operates1 !eize opportunities to meet people from all different parts of the company= for example, attend staffwide meetings and any training opportunities that arise1 /nd make sure to extend your network beyond your organization5if your company eliminates your position, youLll be glad you know people in other places1 If you learn that someoneLs holding a meeting that interests you, ask him or her if itLs okay for you attend1 $henever youLre talking with others about work, always be aware of the context from which theyLre speaking1 8or instance, if you know that someone has a bad relationship with his boss, and he says that he hates his Aob, donLt automatically assume that the work would not interest you1
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If youLre worried about tuition costs, visit a financial-aid counselor, either at a school youLre considering attending or at your local community college or career center1 /lso, some companies offer tuition reimbursement for courses that directly relate to your work= check with your organizationLs career center or human resource department for information1 "ontact the /merican /ssociation for /dult and "ontinuing 4ducation for a directory of its member organizations and services1 The /merican ,anagement /ssociation also has a wide range of courses1 8inally, most professional associations Bsuch as the /merican ,arketing /ssociation and the !ociety for uman %esource ,anagementC also have courses available for their members1
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materials to your supervisor before the meeting so that he or she can be better prepared for your conversation1 "larify your desired outcome for the meeting= for instance, a new assignment, feedback or insight from your supervisor, or networking assistance1 /sk for your supervisorLs perceptions of your interests, values, and skills, and for his or her view of potential areas for your development1 4nd the meeting with a clear discussion of next steps5what they are, and who will do them1
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Te"t Yo$r"el
16 *hat three "el -kno+ledge area" are the 'o"t i'portant in de ining and na%igating yo$r career path0 #our core business interests, work values, and skills1 These three self-knowledge areas together form the basis for guiding and managing your career1 #our goals are defined by an understanding of what interests you, what your values are, and what you do best1 )6 *hat are the three 'ain in or'ation "o$rce" or kno+ing yo$r"el 0 #ourself, others Bcolleagues, friends, and familyC, and assessment tools1 By getting to know your core business interests, work reward values, and skills through selfreflection exercises= by collecting feedback from colleagues, friends, and family= and by using any of the available assessment tools, you compile a powerful collection of knowledge that will let you define and pursue the best career opportunities for you1
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,6 *ho i" 'o"t re"pon"i1le or 'anage'ent o yo$r career0 #ou1 The business world has experienced enormous, rapidly accelerating changes1 The traditional contract between employer and employee5in which companies took responsibility for employees2 career paths5no longer exists at many companies1 Therefore, each of us is responsible for managing our own professional development1 >6 O yo$r core 1$"ine"" intere"t"5 +ork %al$e"5 and "kill"5 +hich one area i" the 'o"t i'portant in identi ying appropriate gro+th opport$nitie" at +ork0 "ore business interests That2s because, if you2re not passionately interested in your work, you2ll soon get bored or 3burn out35no matter how good you are at it or how much it offers the kinds of work rewards that you value the most1 ?6 *hich o the ollo+ing are the 'o"t i'portant 1ene it" o yo$r taking charge o yo$r o+n career0 #ou find more satisfaction in your work and become a more valuable employee for your company1 $hen you manage your own career, you help yourself find more satisfaction from your work1 $hen you2re more satisfied at work, you perform better and feel more committed to your Aob and organization, too5which helps your company1 @6 *hich o the ollo+ing are e!a'ple" o the eight core 1$"ine"" $nction" that let yo$ e!pre"" yo$r deepe"t +ork intere"t"0 Technology /pplication, "ounseling and ,entoring, and 4nterprise "ontrol1 /ll three of these functions let you express your deepest work interests1 "ore business interests are not hobbies or topical enthusiasms1 %ather, they2re long-held, emotionally driven passions1 They derive from your personality, and influence the kinds of activities that make you happy1 The eight core business interests include: B9C /pplication of Technology=B:C Puantitative /nalysis= B;C Theory 'evelopment and "onceptual Thinking= B<C "reative *roduction= B>C "ounseling and ,entoring= B?C ,anaging *eople and %elationships= B@C 4nterprise "ontrol= and, BMC Influence Through .anguage and Ideas1 A6 &ecide +hether the ollo+ing "tate'ent i" tr$e or al"e: To 1etter 'atch yo$r +ork +ith yo$r core 1$"ine"" intere"t"5 %al$e"5 and "kill"5 yo$ can colla1orate +ith yo$r "$per%i"or to rede ine yo$r c$rrent role6 True1 /lways start by assuming that you can redefine your current role to better suit you1 If you2re a high performer, your supervisor will likely be glad to support your efforts in this area= after all, he or she will get to keep you rather than lose you to another position in the company1 B6 *hich o the ollo+ing 'etaphor" 1e"t capt$re" the nat$re o career de%elop'ent today a" oppo"ed to earlier ti'e"0 / lattice versus a ladder1
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/ lattice conveys the idea that development opportunities now exist at all levels and in all departments within most organizations, and that you can move freely among them depending on which opportunities best suit you and your organization1 C6 The 1e"t de%elop'ental opport$nitie" in yo$r organi2ation: 3!tretch3 you by offering challenges that encourage you to learn new skills and knowledge1 #ou want a development opportunity to let you hone new skills and build new knowledge5that2s what makes work more satisfying to you, and you more valuable to your company1 But don2t pick an assignment that stretches you too much: / good rule of thumb is that if you think it will take you more than six months to really perform in the new Aob, the position probably will be too much of a stretch1 1D6 &ecide +hether the ollo+ing "tate'ent i" tr$e or al"e: To o1tain the "kill" yo$ need to per or' in a ne+ po"ition5 yo$ '$"t go 1ack to "chool and earn a degree6 8alse1 There are lots of other ways to gain new skills5from volunteering, reading magazines, Aob sharing, and so forth5that don2t involve the time and expense of getting a whole new degree1 -------------------------------------------------------------------------------(nline /rticles 'aniel -oleman, %ichard Boyatzis, and /nnie ,cEee1 3%eawakening #our *assion for $ork13 arvard Business %eview (n*oint 4nhanced 4dition1 Boston: arvard Business !chool *ublishing, /pril :JJ:1 erminia Ibarra1 3"hanging "areers, "hanging !elves13 /rticles Timothy Butler and +ames $aldroop1 3+ob !culpting: The /rt of %etaining #our Best *eople13 arvard Business %eview, (n*oint 4nhanced 4dition, 8ebruary :JJJ1 elping people define their ideal Aobs benefits everyone: employees, their managers, and the organization1 This article shows how managers can play a central role in this process, retaining valuable employees by customizing work to better match employeesL deepest interests1 Timothy Butler and +ames $aldroop1 3Dnderstanding *eople 2*eople123 arvard Business %eview, (n*oint 4nhanced 4dition, +une :JJ<1 Because people do their best work when it most closely matches their interests, the authors contend, managers can increase productivity by taking into account employees2 relational interests and skills when making personnel choices and proAect assignments1 /fter analyzing the psychological tests of more than @,JJJ business professionals, the authors identified four dimensions of relational work: influence, interpersonal facilitation, relational creativity, and team leadership1 Dnderstanding these four dimensions will help you get optimal performance from your employees, appropriately reward their work, and assist them in setting career goals1 It will also help you make better choices when it comes to your own career development1 To get started, try the authors2 free online assessment tool, which measures both your orientation toward relational work in general and your interest level in each of its four dimensions1 .oren -ary1 3The )ext Ideas: %ethinking ,oney and ,otivation13 arvard ,anagement Dpdate, /pril :JJ<1 Because our attitudes toward money reveal so much about our personalities, perhaps concerns about money can reveal our deep-seated interests1 4ver heard the advice, 3'o what you love and the money will follow03 8or the last half-century, it2s been the prevailing view among management thinkers1 But now, social critics and executive coaches alike are struck by the way in which an increasingly affluent culture can make the search for meaning and purpose more difficult and are showing a keen interest in the psychology of money1 .aura )ash and oward !tevenson1 3!uccess That .asts13 arvard Business %eview, (n*oint 4nhanced 4dition, /pril :JJ<1 arvard ,anagement Dpdate, /pril :JJ;1
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)ash and !tevenson have built a practical framework for a new way of thinking about success5a way that leads to personal and professional fulfillment instead of feelings of anxiety and stress1 The authors2 research uncovered four irreducible components of success: happiness Bfeelings of pleasure or contentment about your lifeC= achievement Baccomplishments that compare favorably against similar goals others have strived forC= significance Bthe sense that you2ve made a positive impact on people you care aboutC= and legacy Ba way to establish your values or accomplishments so as to help others find future successC1 *eople who achieve lasting success, the authors learned, tend to rely on a kaleidoscope strategy to structure their aspirations and activities1 This article explains how to build your own kaleidoscope framework1 Books .aurence -1 Boldt1 Ren and the /rt of ,aking a .iving: / *ractical -uide to "reative "areer 'esign1 )ew #ork: *enguinI/rkana, 9NNN1 In the authorLs view, everyone is the 3artist3 of his or her own life1 *art I helps you identify deeply satisfying work1 *art II provides practical steps to finding or creating that work1 / wealth of worksheets, ideas, and strategies supplement the authorLs ideas1 Timothy Butler and +ames $aldroop1 'iscovering #our "areer in Business1 "ambridge: *erseus Books, 9NN@1 This book presents the theoretical framework behind the arvard ,anage,entor *.D! 3,anaging #our "areer3 topic and the authorsL Internet-based career self-assessment and management program, "areer.eaderS1 The authors provide valuable case examples and exercises for identifying your core business interests1 Timothy Butler and +ames $aldroop1,aximum !uccess: "hanging the 9: Behavior *atterns That Eeep #ou from -etting /head1 )ew #ork: "urrencyI'oubleday, :JJJ1 *art of managing your own career development is knowing which behaviors are keeping you from your full potential1 Dsing nearly <J years of field research, the authors describe the 9: most common problem-behavior patterns, explore the psychological reasons behind them, and show you how to change them for maximum performance1 'aisy $ademan1 %emember $ho #ou /re: .ife !tories That Inspire the *ress, :JJ<1 eart and ,ind1 Boston: arvard Business !chool
.eadership re7uires many attributes besides intelligence and business savvy5courage, character, compassion, and respect are Aust a few1 )ew managers learn concrete skills in the classroom or on the Aob, but where do they hone the e7ually important human values that will guide them through a career that is both successful and meaningful0 In this inspirational book, 'aisy $ademan gathers lessons on balancing the personal and professional responsibilities of leadership from faculty members of arvard Business !chool1 (ffering a rare glimpse inside the classrooms in which many of the world2s prominent leaders are trained, %emember $ho #ou /re imparts lessons learned not in business, but in life1 -------------------------------------------------------------------------------version <1J T :JJ> arvard Business !chool *ublishing1 /ll rights reserved 1