SAIGE CONFERENCE 2013 MARKETING YOURSELF PROJECTING A PROFESSIONAL
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SAIGE CONFERENCE 2013 MARKETING YOURSELF: PROJECTING A PROFESSIONAL IMAGE…. MORE THAN JUST LOOKS! Opinions/Views Offered by: Veronica J. Vasquez NAWCWD, Point Mugu, CA vvmed 4 [email protected]. com
Agenda n Career Planning n Self-assessment (identifying and developing skills needed), n Individual Development Plans, n Mentoring n Positioning Yourself
Career Planning n Plan your career n Career planning is important for everyone, but especially for minorities and women because they generally have more twists and turns to negotiate along the road to career success than do men. If you have a road map, you'll be less likely to become derailed Everyone who is successful must have dreamed of something. Maricopa
Career Planning n Developing technical expertise. n Building credibility for technical excellence — in areas such as medical, regulatory, R&D, business — early in one's career it’s important for both women and men but especially for minorities and women. It builds respect from peers and personal confidence that can help pave the way for more rapid promotion. It is better to have less thunder in the mouth and more lightning in the hand. - Apache
Career Planning: Seek Challenging Assignment Pursue broad and varied training - You’re highly accomplished in your engineering sector. Great! But you also need some experience in marketing, design, finance, perhaps even human resources. If you can’t get a transfer, at least make connections with others in these key areas, and volunteer to work on multi-disciplinary teams. n High Stakes n Something different n Something new n Something bigger n Something difficult n Need to change or adapt n Diversity and variety n Need to learn something new n Intensity & focus n Need to acquire new skills
Identifying Competencies n Competencies are the knowledge, skills, and abilities you must acquire to achieve your goals n Simply put n What do you need to learn to reach your short-term and long-term goals?
OPM Leadership Competencies SUPERVISORS Leadership Managing Diverse Workforce Coaching/Counseling Change Management Team Building Influencing/Negotiating Human Resources Mgmt MANAGERS Innovative Thinking Program Development/ Planning & Evaluating Model/Reinforce Core Values Resource Management Technology Management Mentoring Presentation/Marketing Skills Risk Management EXECUTIVES Strategic Vision External Awareness Organizational Representation & Liaison Joint Service Perspective Leading Change Leading People Results Driven Business Acumen Building Coalitions FOUNDATION COMPETENCIES Oral Communication Written Communication Problem Solving Mission/Organization Awareness Interpersonal Skills Self-direction/Accountability Quality Principles Team Skills Organization Core Values Customer Orientation Flexibility/Resilience Diversity Awareness PC Skills Technical Competencies
Assessing Yourself Self-Assessment: Assess your current skills and career options Identify your Strengthens and weakness Executive Core Qualifications Myers Briggs Take a good look in the mirror Ask others for feedback (mentors, trusted co-workers and teammates)
Assessing Yourself – Ask Yourself? n What assignments did I like doing last year? Which ones didn’t I like? What did I like or dislike about these assignments? Are there assignments I wanted but didn’t get? n Are there new or different assignments that I would like to take on? Is there new work I would like to try? n What tasks were difficult, but challenging? What would have helped make the task easier? n In what specific parts of my job do I excel? What didn’t I excel in? n What are my strengths? Did any of my strengths go untapped at work?
Assessing Yourself – Ask Yourself? n What are my weaknesses? Did any of my weaknesses hinder my performance? n What competencies do I need to perform in my current job? What competencies do I need to prepared me for the future? n Do I have the competencies necessary to perform in my current job? Do I have the competencies to carry me into the future? n Is it feasible, both personally and professionally, to acquire the competencies I need? n What type of developmental experiences do I need to acquire the necessary competencies?
Why Have an IDP? n What’s In it for you? n A chance to strategically plan your development & achieve your short-term and long-term goals n An opportunity to open up a dialogue with your supervisor, mentor, potential employer… n An understanding of the link between corporate goals & your personal goals
Getting Started n Conduct research & gather information about career opportunities and organizational direction n What is your objective? n What are your agency’s strategic objectives? n How does your department, division, team contribute to the accomplishment of those objectives n How do these objectives impact future staffing needs? n What future challenges do you see for the organization? n How will those challenges impact the nature of your work/objectives?
How to Prepare Your Individual Development Plan (IDP) n So What is an IDP? n A written plan or schedule n Focused on YOU! n Systematic and realistic n Specifies personal goals and objectives n Identifies developmental objectives n Outlines developmental activities n A “living” document
Setting Your Goals n They should be: n Specific n Measurable n Achievable n Result Focused n Time Limited n Written
IDP: Selecting Developmental Activities Think outside of the box for opportunties n Structured On-the-Job Training Selective Reading n Job Aids n Computer Based Training Network n Correspondence Courses n Developmental or Rotational Assignments n Academic Courses n Self-Directed Learning n Classroom Instruction Task groups College & university
IDP: Target Dates & Priorities n Target dates: “What gets scheduled gets done” n Select a target date to begin and, after you have successfully completed the developmental activity, note the completion date. Prioritize your developmental activities using the following scale: 1. Critical, mission essential 2. Necessary 3. Good, but not urgent n With priorities in place, you can adjust your developmental schedule so that your highest priority activities are accomplished first.
Meet with Your Supervisor n Supervisor provide vital information on your draft IDP n n Feedback on stated goals & developmental activities Additional input on performance improvement through developmental activities Feedback on your strengths & weakness Assessment of organizational constraints that could impact of development plans
Final thoughts on IDP should be updated yearly n IDP is a living document; it may be necessary to revise more frequently n Flexible: use IDP as an action plan with some elasticity n Chance to have control over your career n IDP’s are for everyone
Knowledge and Skills n Master communication and interpersonal skills early n Master the “team approach” n Learn to not take yourself too seriously or let the job get your down n Learn how to delegate
Knowledge and Skills n Learn time management n Develop technical expertise is your area of responsibility and strong technical skills that will help you manage n Learn about the organization’s culture n Learn resilience and tact
Knowledge and Skills n Learn from watching others (the successful ones) n Learn to gain recognition in your current organization n Review your own performance and request reviews from others n Continue to learn n Maintain a broad perspective, on and off the job
Knowledge and Skills n Acquire additional key skills n Writing skills n Organizational skills n Establishing priorities n Taking initiatives n To accept decisions already made by others n Take risks and seize opportunities that present themselves
Mentoring n Seek out mentors and sponsors. n Minorities and women need a champion to provide them with inside information and to act as an advocate for their career promotion. Minorities tend to feel they don’t need anyone’s help, or can’t ask for it. They couldn’t be more wrong – everyone needs a mentor. n So go out and get yourself at least two mentors. Remember when looking for mentors, finding mentors who you can talk to in confidence can really help your personal development. In particular, someone who has operated at senior levels in large organizations will understand the barriers minorities and women face and may help to overcome them. Your mentor does not need to be a minority or like you!
Mentoring Basics Definition of Mentoring: “A more-experienced person (mentor) introducing and telling a less-experienced person (protégé’) the ‘ins-and-outs’ of an organization and/or profession. ” Various Types of Mentors: formal, informal, technical, managerial, internal, external, mid-level, executive
Mentoring Myths n Myth: “Mentees need carbon-copy mentors. ” n False: Effective mentors can take many forms. n Myth: “One mentor is enough. ” n False: Sometimes it’s wise to have several mentors. n Myth: “A mentor gives, the mentee receives. ” n False: You should seek a two-way relationship. n Myth: “A mentor helps get the mentee promoted. ” n False: Promotion should not be the main goal. n Myth: “The mentee just picks a mentor off a list. ” n False: Good matches come from careful planning
4 Steps to Establishing an Effective Mentee/Mentor Relationship 1. Clarify 2. Prepare / Research 3. Introductory Meeting n n selling yourself as a mentee evaluating candidate mentors 4. Decide / Commit
Step 1: Clarify n What are the mentee’s career goals? n They should be Specific, Measurable, Attainable, Realistic, and identify a Timeline n What barriers/obstacles will the mentee need to overcome? n What kind of mentor is needed? n n Expectations of relationship/outcome n Role model, teacher, advisor, guide, door opener, sponsor, motivator, counselor Expectations of time commitment n What is the mentee willing to contribute?
Stages of Mentoring n Prescriptive n n Mentee: limited experience in job/org Mentor: Directing, instructing with detailed info n Persuasive n n Mentee: Some experience, needs firm direction Mentor: Persuades, suggests, challenges, pushes n Collaborative n n Mentee: Can jointly solve problems at equal level Mentor: Offers direction and stands back n Confirmative n n Mentee: Has mastered job requirements, needs wisdom/insight Mentor: Sounding board, empathic listener, advisor
Step 2: Prepare / Research n Updated resume and IDP n Mentee to identify mentor candidates n Query trusted peers, managers, professional networks, and websites for suggestions n Look for people who have achieved whatever it is the mentee wishes to achieve n Consider characteristics of a good mentor n C. Request introductory meeting (1 hr min)
Characteristics of a Good Mentor n Strong interpersonal skills n Regarded as successful by organization n Knowledgeable about organization and environment n Networking oriented n both internal and external n Supportive, positive, patient, creative, motivational, willing n Honest and confidential Note: A good mentor should have good reasons for wanting to be a mentor
Step 3: Introductory Meeting (Mentee Communicates) n Mentee to provide resume and draft IDP before the meeting n Mentee communicates career goals n Explain your needs and expectations n Mentee should be prepare to explain why s/he is considering this individual as a mentor n Agree to be honest about decision
Step 3: Introductory Meeting (Mentor Communicates) n Sample questions for mentee to ask n “Do you think my career goals are reasonable? ” n Listen for interpersonal skills/understanding n “Do you currently engage in mentoring? n Listen for connectivity/experience n Identify any concerns/issues time constraints n formal program requirements n confidentiality needs n Agree to decide by specific date n Thank the potential mentor for their time n Follow-up communications n
4. Decide/Commit n Mentee to reflect on goals and options n Respect intuition n Mentee to consider more than one mentor n formal vs. informal n diversity is good n Communicate decision n Set-up initial schedule
Strategies to Effective Mentoring n Remain committed n to meetings and goals n Address issues with mentoring process as they arise n Be honest n Be open to receive constructive criticism n Stay professional
Tactics to Effective Mentoring n Active Discussion n Progress n n n What’s working What’s not Trends and politics Opportunities and options Career/life changes n Get Creative n n n Group mentoring Collateral assignment Meet away from office n Agencies activities, lunch, etc.
Signs of Trouble n No time for meetings n Lack of meaningful exchanges n Lack of any progress toward goals n Overdependence on mentor n Frustration, blame, anger, despair…
Bottom Line A mentor is to a mentee the same as a coach is to an athlete. In this analogy, - Look who’s doing most of the work - Look who gets most of the glory - Both feel a tremendous sense of accomplishment Final Note: Mentor someone else Do not only point out the way, but lead the way. (Sioux)
Position Yourself for Career Advancement n Things to Keep in Mind – untold things that you need to ask yourself. n n n n n Are you dependable? Are you approachable? Are you trustworthy? Do you get back to people? Do you follow through on tasking and promises? Do you provide sound advise and guidance? Are you easy to get along with? Do you share info with others who need to know? Do people know you? Are you a Team player?
Position Ourselves for Career Advancement n Learn to communicate in a compelling manner n Communicating is an essential skill in business and career development. n n Communication skills are important in a management role for effectively running an organization and is key to communicating your ideas, passions, and visions. Recognize poor communication does account for a multitude of workplace woes -- including interpersonal conflict, poor productivity, lost of assignment understanding, poor performance, etc. Things to consider: n n Practice verbal pronunciation, take an accent modification class if needed, join toastmaster, volunteer to do briefing, etc Understand cultural differences & how they may affect how people view you and how you view them! Ask your mentor or training department to recommend career development and management books for reading If your 1 st language is not English, use it sparingly
Position Ourselves for Career Advancement n Understand the value of networking. n n Networking, is essential for climbing the corporate ladder. Ask Yourself n n “How many executives know you? ” “How many company social events are you involved in? ” Company gatherings are a great place to interface with otherwise inaccessible executives. n Networking inside and outside the company. n n Just doing a good job is not enough; minorities and women need to be seen to be doing a good job. Outside connections may be potential customers/partners. People internally cannot fail to notice someone with a high profile.
Position Ourselves for Career Advancement n Finding a style that works n When minorities and woman are not in the majority of their organization they have to understand how to communicate with colleagues in a way that gets them seen and heard. So offer to pioneering new work thereby engaging all stakeholders. n Cultivate and project confidence n Remember past successes, believe in your ability (education and training play a big role here), know yourself, and seek career encouragement (mentors and co-workers can be helpful) n Cultivate your area of expertise
Position Ourselves for Career Advancement n Self-promote n Make sure people within and outside your workplace know about your accomplishments. n Submit news of accomplishments to your agency newsletter and local newspaper – but don’t BRAG. n n Let your boss know what you're doing. If you don’t meet with your supervisor on a consistence basis, consider sending them a bi-weekly e-mail to keep them updated on your progress on various projects -- and share any accomplishments and accolades from the previous month. n Remember to give kudos to others
Position Ourselves for Career Advancement n Fitting into the Corporate Culture n Understand the corporate culture: Know your company’s unwritten expectation n Consider brushing up on your social skills: As the workplace becomes more diverse and multicultural we all face unfamiliar and potentially uncomfortable scenarios. n Identify where the power resides n Promote yourself as an expert on one or more topics and volunteer to speak to local organizations. (only if you have the skills)
Position Ourselves for Career Advancement n Fitting into the Corporate Culture n Cultivate alliance and mentors in all places, you can learn some of the unwritten company rules. Be tactful. n The better your relationship with your supervisor the better your chances of moving up your organization. If your supervisor is not in good favor, it is best to establish allies outside his immediate chain of command. n Never criticize co-workers and others behind their back, because your comments are likely to get back to then and can create unnecessary enemies.
Position Ourselves for Career Advancement n Fitting into the Corporate Culture n High visibility is important to minorities in the workplace n Remember in order to be recognized for your accomplishments or high performance, those in power need to be aware of what you are doing. n Avoid getting involved with conflict in the workplace, it’s easy to become labeled as someone who doesn’t get along with others. n Be aware of the negative stereotyping of minorities
Position Ourselves for Career Advancement n Fitting into the Corporate Culture n Its important to attend company functions: otherwise your absences will be noticed and may lead to others thinking you’re not a team player. If company socializing does not appeal to you, make a brief appearance anyway. n Identify who know information before it is officially released. Access the value of what your hear in the rumor mill before taking action. n Develop allies by offering your assistance or resources to co-workers and others n n Ask co-workers for their participation for projects and ideas will make them more supportive of you.
Position Ourselves for Career Advancement n Remember your success is largely influenced by the image you project – as a team player n As a minority you need to develop a balance between § Your personal style, § Your heritage § And company requirements n Career success is just not about talent it also about: n having credibility n allies with influences n being visible n possessing an understanding of your corporate culture
“Image is everything. ” ~Andre Agassi
Dress for Success n Dress for the job you want, not the one you have n Dress for success, people will notice you and you want to be noticed (for the right reasons). n n Dress appropriately for all occasions (you never know who is watching you. n Your attire is just one aspect of your image. Take responsibility for creating yours.
What’s Business Casual? n For men: n Not expected to wear ties n Business or sports jacket n Solid colored pants n Long-sleeved solid or striped dark shirt n Organization polo shirt n Dark socks n Matching belt/shoes n For Women: n Skirt or pants n Conservative blouse or sweater n Blazer n Flat or low heels n Neutral hosiery n Understated accessories
Not Sure What is Appropriate? n Take clues from the people with whom you work n The successful ones! n Remember: n People tend to make a decision based solely on the information in front of them. FIRST IMPRESSIONS DO MEAN A LOT!
“It is not necessary to change. Survival is not mandatory. ” ~ W. Edwards Deming “Opportunity is missed by most people because it is dressed in overalls and looks like work. ” ~ Thomas A. Edison ~