Post on 18-Oct-2014
description
The Art of Career Growth
Charity Channel Summit 2011
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Your Partner in Dialogue (and why me…)
Heather Burton
• Product Marketing Director w/Sage
• Board, BookSpring Past president, held officer roles for 4+ yrs
Responsible for performance evaluation process, staff dev.
• 10+ years working for/with nonprofits United Way, Hospice, Social Service Agency
• Charity Channel Chapter Author “All A-Board”
• Special interest in leadership and developing people
• Favorite food: Pizza (unfortunately)
• Twitter handle: @heathermburton
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Who I work for…
Over 32,000 Unique Not-For-Profit Customers in North America
6.2 Million Customers Worldwide
3rd largest ERP solution provider to businesses worldwide
The Sage Group, plc. (London: SGE.L)
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“Your time is limited, so don’t waste it living someone else’s life. Don’t
be trapped by dogma — which is living with the results of other people’s
thinking. Don’t let the noise of others’ opinions drown out your own
inner voice. And most important, have the courage to follow your heart
and intuition. They somehow already know what you truly want to
become. Everything else is secondary."
~ Steve Jobs
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I want to…
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Remember that your pasture is
greener to someone than it is to you
…and vice versa
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Who’s in the room?
Is a boss? (paid employees or volunteers)
Might want to be a boss?
Needs a new boss?
Wants to be your own boss?
Leaders and
managers are not the
same. One difference
is leaders truly
care about your
career growth
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Job Market
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Employees polled that trust management less
than they did in 2010
Employees polled that believe their
company/organizational leaders are ethical and honest
Employees polled that trust management to
make the right decision in times of uncertainty
Turnover directly related to an unsatisfactory
relationship with one’s boss2
25%
1 2011 Employee Engagement Poll by Maritz Research, 2 Saratoga Institute Research
14%
10%
80%
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Now is a
brilliant time
to “disrupt
yourself”
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Interests and Values
What are your professional interests and values?
• For example, what types of projects do you enjoy, are you motivated by compensation? By increased responsibility?
What are your lifestyle needs?
• For example, limited or no travel, set work schedule, etc
Created from Harvard ManageMentor
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Dispair.com
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The most effective leaders always
invest in strengths.
The most effective leaders
surround themselves w/ the
right people and then maximize their team.
The most effective leaders
understand their followers needs
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Focusing on
what you suck at,
sucks…..
Impact of Strengths-Focus on Disengagement
Focus on Strengths Focus on Weaknesses
22 of 100
disengaged
1 of 100
disengaged
Source: Gallup Organization; StrengthsFinder 2.0
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Survey Says….
If your leader/peer
primarily:
Your chances for
disengagement are:
Ignores you 40%
Focuses on your weaknesses
22%
Focuses on your strengths
1%
Source: Gallup Organization; StrengthsFinder 2.0
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Why Bother with Strengths?
Using my strengths…
• I’m good at what I do
• My work is energizing
• I look forward to my job
• Time goes quickly
• I’m enjoyable to be around
• I treat customers, co-workers, friends well
Outside my strengths…
• I don’t excel at my work
• My work is tiring
• I dread my job
• Time drags on
“A strength isn't something you're good at and a weakness isn't something
you're bad at. A strength is something that strengthens you and a
weakness is something that weakens you.”
– Marcus Buckingham
Source: Gallup Organization; StrengthsFinder 2.0
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Gain or Drain?
1) I feel strong when…
2) I feel drained when…
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Talent Formula
Talent (a natural way of thinking, feeling and behaving)
x
Investment (time spent practicing/developing your skills, and building your
knowledge base)
=
Strength (ability to consistently provide near-perfect performance)
Source: Gallup Organization; StrengthsFinder 2.0
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Misguided Maxim
Guided Maxim
“You can be anything you
want to be, if you just try
hard enough.”
“You cannot be
anything you want to
be – but you can be a
lot more of who you
already are.”
Source: Gallup Organization; StrengthsFinder 2.0
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GROUP DISCUSSION
•Tell about a time when you had a chance to do something you were
good at. How was it different than working against a weakness of
yours?
•Give an example of a time when you worked on something and had
the right skills and knowledge, but lacked the talent needed.
In groups of 2 - 4, discuss the following:
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Just because you are
good at something, it
doesn’t mean you want
it for a career
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With that lens
What do you believe are your top 5 strengths?
• For example, those that you have the most proficiency or enjoy the most
What are strengths you’d love to take to another job?
• For example, writing, analytics, learning, etc
Created from Harvard ManageMentor
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You may be surprised…
Management guru Peter Drucker said:
“Most Americans do not know what their strengths
are. When you ask them, they look at you with a
blank stare, or they respond in terms of subject
knowledge, which is the wrong answer.“
Source: Gallup Organization; StrengthsFinder 2.0
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Strength Themes • Achiever
• Activator
• Adaptability
• Analytical
• Arranger
• Belief
• Command
• Communication
• Competition
• Connectedness
• Consistency
• Context
• Deliberative
• Developer
• Discipline
• Empathy
• Focus
• Futuristic
• Harmony
• Ideation
• Includer
• Individualization
• Input
• Intellection
• Learner
• Maximizer
• Positivity
• Relator
• Responsibility
• Restorative
• Self-assurance
• Significance
• Strategic
• Woo
Source: Gallup Organization; StrengthsFinder 2.0
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Vision for your
future
2 Your
interests
and values
Your strengths
and skills
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Tell everyone!
People can’t
help you
achieve your
vision if they
don’t know
what it is…
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Strategic Patience
Be confident in the vision
Be flexible with the path
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The right leader…
…can look like the oddest of pairings
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Sometimes
you just have
to be brave
enough to
jump…
…but be smart
enough to be
prepared
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Be Bold…
Be Brave…
Believe in Yourself…
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THANK YOU!