Mastering My Career

MMC ConocoPhillips NTPT 0110 1© 2010 Targeted Learning

Mastering My Career

Making a Difference—for Yourself and the Organization


Workshop Objective

To give you the concepts, tools and principles you need to take effective responsibility for your own career success. By the end of today you will have identified actions and created an Individual Development Plan that will increase: — your engagement and happiness at work,

and — your contributions to the success of

ConocoPhillips.

1


Introductions

Please introduce yourself (name, where you work and time with the company), and share your dream job or career.

1


Exercise: Why? Why? Why?

Find a partner and ask her/him, “What is it about your dream job that most appeals to you?”

When they answer that question, ask, “Why is that important to you?” Repeat this question 3 times.

Reverse roles. (Prework p.6)

1


Small Group Discussion: Most Important Prework Learnings

Review your prework notes and jointly create a list of what you consider to be the 3 or 4 most important insights or learnings from the prework.

Remember, what gets shared here, stays here.

1


Today’s Agenda

Module 1: Understanding the keys to your engagement, happiness and success at work, as well as your responsibilities for your career development at ConocoPhillips.

Modules 2 & 3: Identifying your current and future state in terms of:—Your own success—Your contribution to the success of

Module 4: Creating an effective individual development plan (IDP).

Module 5: Getting the support you need to implement your plan and achieve your goals.

ConocoPhillips.

2


Greatest Influence on Considering or Deciding to Leave Previous Position

3

1. Interesting Work2. Supervisory Style3. Meaningful Work4. Opportunities for

Promotion5. Supportive Climate6. Salary7. Work-Life Balance8. Job Security


Greatest Influence When Choosing Next Position

3

1. Interesting Work2. Meaningful Work3. Work-Life Balance4. Salary5. Supervisory Style6. Job Security7. Supportive Climate8. Opportunities for

Promotion


What Drives Career Decisions at ConocoPhillips?

3/ConocoPhillips

45689

1720

31

3 45

9

41

7

1614

0%

10%

20%

30%

40%

50%

Interesting Meaningful Work-Life Salary Supervisory Job Supportive Opportunity Work Work Balance Style Security Climate for Promotion

Based on data from COP workshops held from 2006-2009. 1,960 managers – Engagement Excellence/6 Conversations1,385 people who attended the Mastering My Career workshop

““What factor is most important in choosing your next position?”What factor is most important in choosing your next position?”


Would you . . .

1. Yes2. No

Take a 5% paycut in exchange for significantly more interesting work?


Would you . . .

Take a 5% paycut for more work-life balance?

1. Yes2. No


Would you . . .

Take a 10% paycut for more work-life balance, as well as more meaningful and interesting work?

1. Yes2. No


Module One Objectives

By the end of this module you will:

1. Understand the career management process at ConocoPhillips,

2. Understand the keys to your engagement, happiness and success at work, and

3. Understand your responsibilities for your career development, and the responsibilities of the company.

4


Definitions:

Career: An occupation with opportunities for progress in terms of ability, contribution, impact and fulfillment.

4

Ability

ContributionImpact

Promotion

Salary


Definitions:

Career Management: The process of deliberately creating and capitalizing on opportunities to increase your ability, contribution, impact and fulfillment. Maximizing personal engagement and happiness is central to the process of career management.

Satisfaction

Time in Years

High

Low

0 12

4


The Continuous Development Model

ConocoPhillips5


Your Most Fun Work Experience

1. What was the job or project?2. Review the 15 characteristics on page 7 of

your manual and check off all those that were present at the time of the job/project you identified.

3. Did you experience significant personal growth during this time?

4. Was your productivity high at this time?5. Did your experiences at work at this time give

you reason to be optimistic about your future?

Part A: Identify the best job or project you’ve worked on. It should be a time when your work was fun and energizing, and contributed significantly to your overall happiness.

6


How many did you check off?

7

1. 1-7 out of 15

2. 8-11 out of 15

3. 12-15 out of 15


Did you experience significant personal growth?

6

1. Yes

2. No


Was your productivity high?

6

1. Yes

2. No


Did you have reason to be optimistic about your future?

6

1. Yes

2. No


Samuel Johnson (1709-1784)

“There is nothing which has yet been contrived by man, by which so much happiness is produced as by a good tavern or inn.”

8


Connecting the PiecesTotal Personal Engagement

• Mental

• Emotional• Social

• Hope

Happiness:• Fun • Pleasure• Peace-of-mind• Joy• Excitement• Fulfillment

Growth:• Capability• Knowledge• Skill

Business Impact:• Productivity• Innovation• Quality• Contribution

Sustainable Individual and Organization Success:• Future Opportunities• Employability• Promotability• Other Extrinsic Rewards

8


Development—A Shared Responsibility

ConocoPhillips9

Review the roles and responsibilities listed on

page 9 for:1. You — the Employee

2. Supervisors

3. The Company


Module Two

My “Success:”

What is the Current and Desired Future State of my Engagement

and Happiness at Work?


Success

Which quote best reflects your definition of success?

1. Morley2. Longfellow3. Aristotle4. Boetcker5. Emerson6. Washington7. Gardner8. Unknown


Module Two Objectives

1. Identified opportunities to increase your engagement and happiness at work.

By the end of this module you will have:

2. Identified the help you may need, from your manager and others, in order to increase your engagement in your current job.

11


Reality Check

1. Your grades in your major subjects at university.2. Your basic intelligence and your

technical/functional skills—having more intellectual “horsepower” than your colleagues.

3. Your ability to learn from experience and change your behavior.

4. The quality of the undergraduate institution you attended.

5. Your level of education.

11

Which one of the following factors is most predictive of your long-term career success?


Learning Agility*

• Seeking and securing new _________ at work.

• Learning from your experiences through ________ from others.

• Taking the time to ______ on and thereby learn from both your successes and failures.

• Having the ________ to apply your learnings to unlearn old habits and develop new ones.

12

challenges

feedbackreflect

discipline

*100 Things You Need to Know: Best People Practices for Managers & HR, Robert W. Eichinger, Michael M. Lombardo, David Ulrich, Lominger Limited, Inc. Minneapolis, USA. 2004


Six Keys to Increasing Your Engagement and Happiness at Work

1. Improve your learning agility.2. Focus on what you control.3. Find your “sweet spot.”4. Leverage your strengths.5. Identify engagement gaps in your

current job.6. Get your manager’s support.

12


Case Study Debrief

1. Initially, what conditions or behaviors were undermining Steve’s engagement, happiness and employability?

2. What attitudes and behaviors were responsible for the dramatic improvement in Steve’s engagement, happiness and employability?

14


A Vicious Cycle

InsecurityLess

_________

Less

___________

Reduced

____________

Initiative Productivity Employability

14


A Virtuous Cycle

･ Greater Personal Engagement and Happiness

･ Greater Incentive to Stay

Greater Employability

Greater Confidence

Greater Initiative

Greater Productivity

14


Finding Your Sweet Spot

Your Competence

YourPassion

Organizational Needs

a.

c.

d.

e.

f.

b.

g.

ORGANIZATIONAL NEEDS: Ideas, projects, activities, behaviors, etc. that contribute directly to the organization’s success.

COMPETENCE: Those areas of skill and ability that you do naturally well. At the core of your competence are your talents, and the behaviors that flow out of those innate abilities.

PASSION: Those things that you love to do, independent of how well you do them.

Zenger/Folkman and ConocoPhillips15


Understanding the COP Model

70% of your day-to-day work responsibilities are in segment __.

1. a2. b3. c4. d5. e6. f7. g

15


Understanding the COP Model

Most of your development goals are in segment __.

1. a2. b3. c4. d5. e6. f7. g

15


LEVERAGING STRENGTHS

StrengthsCompetence/

Talents=

Passion(Interests/

Values)

Acquired Knowledge and Skill

+ +

(Pages 5, 6, 7, 11, and 12 in prework)

(Pages 5, 11 & 12

in prework)

Prework pages 6 & 7 Prework page 5

16


Career Driver Definition

Your career driver defines the motives, needs and values that are critical to your sense of fulfillment at work. To some extent your driver represents one source of your passion. It defines what energizes you and what career success means to you.

16


Career Drivers at ConocoPhillips

17

Percentage of ConocoPhillips Employees* Having

the Following Career Drivers as:

Career Driver One of Their Top Two Least Important ◊

Maintaining

Balance

Being the

Expert

Fostering

Innovation

Leading

Others

44.6%

31.0%

30.1%

25.6%

14.8%

14.0%

7.1%

26.2%

* From 1,699 ConocoPhillips employees who completed the Career Drivers Profile from 2006 through 2009.

◊ This column adds to more than 100% because 50 percent of all participants had two or more drivers with the same lowest score.


Career Drivers at ConocoPhillips

17

Percentage of ConocoPhillips Employees* Having

the Following Career Drivers as:

Career Driver One of Their Top Two

Serving Others

Achieving

Stretch

Gaining

Autonomy

21.3%

16.8%

13.4%

23.2%

24.5%

20.7%

Least Important ◊

* From 1,699 ConocoPhillips employees who completed the Career Drivers Profile from 2006 through 2009.

◊ This column adds to more than 100% because 50 percent of all participants had two or more drivers with the same lowest score.

Ensuring

Security17.5% 22.4%


Select Your Top Two Drivers

1. Fostering Innovation2. Serving Others3. Being the Expert4. Leading Others5. Gaining Autonomy6. Ensuring Security7. Maintaining Balance8. Achieving Stretch

16


Select Your Bottom Two Drivers

1. Fostering Innovation

2. Serving Others3. Being the Expert4. Leading Others5. Gaining Autonomy6. Ensuring Security7. Maintaining Balance8. Achieving Stretch

16


Managing Your Weaknesses (i.e., Talent Deficiencies)

1. Partner with people who have talents that compensate for your weaknesses.

2. Avoid assignments where your weaknesses are likely to become derailers.

3. Renegotiate the requirements of the job.

4. Change the system or process.

5. Adopt enabling technology.

18

6. Move to a job or career path that represents a better fit.


The Hazards of Fixing Weaknesses


Potential Derailers:

• A weakness that undermines your ability to achieve either business or career goals

• A trait that inhibits your overall perceived effectiveness

• An issue (habit, behavior, trait) that is mission critical to your job

• A trait, habit or behavior that is considered critical for everyone in the organization to exhibit

• An overused or misapplied strength

18


Framing Your NeedsAVOID:

1. Blaming others or pointing fingers.

2. Questioning the integrity of others.

3. Portraying a WIIFM or an entitlement mentality.

4. Being a source of problems.

5. Focusing on your disagreements.

23

DO:

1. Depersonalize issues.

2. Give others the benefit of the doubt.

3. Talk about “WIIFT” (what’s in it for them).

4. Come to the table with solutions.

5. Focus on your mutual interests and on finding common ground.


Framing Your NeedsINSTEAD OF:

1. You are not giving me meaningful work…

2. There are some things about my job that frustrate me…

3. You don’t give me feedback to help me improve…

4. To be happy at work I need more…

5. I strongly disagree with…6. I don’t feel like I’m

getting the recognition I deserve…

7. You are not being fair in evaluating me…

23

TRY:

1. I feel I’m ready for additional responsibility…

2. I’d like to add more value on the team, and I have a suggestion…

3. I’d like to improve my skills in this area and need your help in the form of feedback.

4. I’m committed to achieving the goals of the team, and to do that I need…

5. I share you concerns about…6. I have some ideas for

expanding my contributions to the success of the team, and I’d like to explore…

7. I know that the system often fails to give you the information you need to accurately evaluate everyone who reports to you…


Five Keys to the Perfect Pitch

1. Know Your Manager’s Needs and Concerns in Advance

2. Write Your Manager’s Case Before You Even Start Your Own

3. Start and End with Specific Mutual Interests

4. Tailor the Flow to Your Manager5. Remember the Paradox of Influence: You

have to Give Up Control to Gain Influence

24


Group Exercise: Taking Control of Your Destiny

• Identify your current state of engagement, and the future state you would like to create.

• Identify what you can do for yourself.

• Identify those who can help.

25

You began this process on page 4 of your prework:


Group Exercise: Taking Control of Your Destiny

Within your groups take turns to:

• Share your responses to pages 9, 10, 13 and 14 of your prework.

• Share your responses to questions 2 and 3 on page 4 of your prework report (note—page 4 consists of two or three consecutive pages),

• Ask for feedback on your action ideas and seek input on any concerns you have about implementing your action ideas or talking to your manager about your concerns (question3).

Remember—What gets shared here stays here.

25


Consolidating Your Learnings

1. Review your notes for Modules 1 and 2 and capture your insights and action items on page 1 of the Learning and Applications Log.

2. Answer questions 1, 2 and 3 on page 2 of the Learning and Applications Log.

3. Write down a personal vision of contribution statement on page 2 of your Learning and Applications Log (#1: My Desired Contribution).

26


My Desired Contribution: Vision Statements Examples

Your vision should capture what you want to accomplish at ConocoPhillips in the next few years—including how this will engage your passion, use your competence and meet the organization’s needs.—“I plan to enhance the competitiveness of this company by shaping the company’s technological direction.”

—“I plan to lead new product development projects that significantly impact the company’s bottom line.”

—”I plan to be the expert that people seek out when they have questions about the technology.”

—“I plan to help people build careers that lead to fun, fulfillment and financial peace of mind.”

—“I plan to make this company a market leader where employees love their work.”

—“I plan to engage the discretionary efforts and energy of employees in ways that increase their own satisfaction while simultaneously maximizing their contributions to the success of the company.”

26


Module Three

The Organization’s Success: What is the Current and

Desired Future State of My Contributions to the Success

of the Organization?



ConocoPhillips27


Module Three Objectives

By the end of this module you will know:

1. The key to creating competitive advantage in a knowledge economy.

2. The key to being seen as a high performer throughout your career.

3. How you are currently contributing to the success of ConocoPhillips, and how you can best expand your contributions to the success of the organization.

27


Intellectual Capital:The Key to Meeting Your Customer’s Needs

Physical Capital: property, plant, equipment, raw materials, and money.

Capital: a store of assets that can be used to create future returns.

Intellectual the intangible assets ofCapital: an organization such as

knowledge, information, experience, intellectual property, customer loyalty, etc.

28


The Value of Intellectual Capital

Intellectual Capital

Physical Capital99%

1%

Microsoft U.S. Economy

70%(Estimated

to be approx. 20% in 1980)

30%

ConocoPhillips

53%47%

28


Research on the Stages of Contribution

94%

70%

60%

26%

15%

0

100

Acquiring Applying Creating Sharing Leveraging

Percent Viewed as Above Average

Average Age

39 39 41 41 44

100%

0%

StageOne

StageTwo

StageThree

StageFour

StageFive

29


Study Conclusion

To be consistently viewed as a high performer, an individual needs to move beyond Stage ___. Only Stage _____, Stage _____ and Stage ____ consistently deliver competitive advantage for the individual.”

Two ThreeFour Five

29


• Institutionalizing knowledge (e.g., best practices) and building organization capability.

• Championing new systems, products, work processes, etc.

• Shaping/making decisions that cross organizational boundaries.

• Building the ability and confidence of others:—coaching —teaching—motivating—clarifying—giving

feedback

• Building team capacity.

• Questioning the status quo.

• Adapting existing knowledge to new uses.

• Inventing (but not championing) new methods, products, technologies, etc.

• Completing important tasks independently.

• Demonstrating mastery.

• Taking initiative within established norms or parameters.

• Learning from others and from experience.

• Moving towards mastery.

• Acting under direction from others.

Leveraging Knowledge

Sharing Knowledge

Creating Knowledge

Applying Knowledge

Acquiring Knowledge

The Five Stages of Contribution

Acquiring Knowledge

Applying Knowledge

Creating Knowledge

Sharing Knowledge


29


Summary of Key Learnings

• Growing through the stages makes one more valuable to the organization.

• Growing through the stages can be achieved independent of one’s position.

• Growing through the stages is how one can make more of a difference in organizations—and thereby increase one’s career satisfaction.• Growing from one stage to the next does not necessarily mean more work. It represents a more effective way to use one’s time to make a difference.

30


• Creativity and resourcefulness

• Expansive networking

• Dealing with ambiguity

• Influence, persuasion and leading others

• External, industry, and strategic perspective

• Negotiation

• Coaching and interpersonal skills

• Teamwork• Influence, persuasion and leadership

• Organization perspective

• Collaboration and “sense of security”

• Modeling

• Technical depth

• Analytical skills

• Risk taking• Creativity and resourcefulness

• Balancing competitiveness and collaboration

• Technical networking

• Dealing with uncertainty

• Technical and analytical skills

• Teamwork skills

• Initiative and sound judgment

• Balancing dependence and independence

• Organizational context

• Self-motivation

• Self-knowledge

• Learning from others

• Seeking help and direction

• Being open to feedback

• Attention to details

• Working with others

• Flexibility• Admitting mistakes


Sharing Knowledge

Creating Knowledge

Applying Knowledge

Acquiring Knowledge

Most Critical Competencies by Stage

Acquiring Knowledge

Applying Knowledge

Creating Knowledge

Sharing Knowledge


30


The Engagement Cycle

Ability

High

Low

MotivationHigh Low

B C

A D

X

31


Where are YOU right now in the Engagement Cycle?

1. A2. B3. C4. D


The Stages and The Engagement Cycle

Ability

High

Low

MotivationHigh Low

Creating

Sharing

Leveraging

Acquiring

Applying

What can you do to expand vertically in your current job?

Why do some people end up in quadrants C and D?

B C

A D

31


What are the dangers of changing jobs too

frequently?

B C

A D

B C

A D

Other Options – Job Change

Applying

Acquiring Acquiring

31


The Value Added by the Stages of Contribution

Please read the ways the stages model can add value, and check off any that are particularly relevant for you or those you lead.

32


To Secure the Benefits of Feedback, You Must:

2. Accept that when feedback is inaccurate, it is still a gift.

1. Accept that all feedback is subjective.

3. Accept feedback as a gift, even if you don’t like the wrapping.

4. Take pleasure in the reinforcing feedback, and use it to build on your strengths.

5. Avoid getting stuck in the emotions of SARA’s cycle.

32


Working Through SARA’S Cycle

urprise

nnoyance

eflection

cceptance

upport

S

A

R

A

S

Shockx

Anger x

Rejection x

33


Research Shows

1. Of those who get face-to-face input from the

feedback givers, 94% are perceived to demonstrate

positive behavior change by those who gave the

feedback.

2. Of those who don’t get face-to-face input from

the feedback givers, only 40% are perceived to

demonstrate positive behavior change. The other

60% are perceived to either make no change—or get

even worse!See feedback discussion agenda on pg. 36.

33


Acquiring Knowledge

FR

Please indicate how often John Doe exhibits the following behaviors or characteristics:

Please indicate how often John Doe exhibits the following behaviors or characteristics:

Over the coming year, would you want to see this person do more, less, or the same amount in this area:

Over the coming year, would you want to see this person do more, less, or the same amount in this area:

Group Number Avg. Score

1 2 3 4 5

More Less Same N/A DK

Self 1 4 -- -- -- -- --

Mgr 1 3 100 0 0 0 0

Peers 4 3.75 25 25 50 0 0

DR 7 4.22 42 14 28 0 14

Total 3.96 41.2 16.5 33 0 8.2

This person understands what is expected of her/him and how her/his performance will be measured at the end of the year.

This person understands what is expected of her/him and how her/his performance will be measured at the end of the year.


56. Of these 5 categories of contribution, which one represents this person’s most important growth opportunity for the next year.

57. Which of these 5 categories of contribution represents this person’s second most important growth opportunity?

Feedback Report

FR

Group Number Acquire Apply Create Share Leverage

Self 1 0 0 1 0 0

Mgr 1 0 0 1 0 0

Peers 21 0 4 6 3 3

DR 0 0 0 0 0 0

Group Number Acquire Apply Create Share Leverage

Self 1 0 1 0 0 0

Mgr 1 0 0 1 0 0

Peers 21 0 2 6 7 1

DR 0 0 0 0 0 0


Consolidating Your Learnings

Review your notes for Module 3 and then complete your IDP on pages 2 and 3 of the Learning and Applications

Log:

• Revisit “My Desired Contribution” and update if you believe it is necessary.

• Predominant Stage (Current and Target—see questions 4 and 5 on page 34).

• What I need to work on (See question 8 on previous page).

• Strengths (See question 2 on p. 34).

• Potential Derailers (See question 3 on p. 34).

36


Module Four

How Do I Create an Effective Development Plan?



ConocoPhillips39


Module Four Objectives

By the end of this module you will have created a development plan that:

1. Is anchored in the realities that exist at ConocoPhillips, and

2. Will maximize your probability of success.

39


Anchor the Plan in Reality

Richard A. Moran: “Career path implies a well worn route. The truth is that you make your own way running around the organizational bushes and brambles.”

What is a career path?

A career path is the general direction a person’s career might take—e.g., line or staff, technical or managerial, marketing or operations, research or commercial, upstream or downstream, etc.

ConocoPhillips40


What are the Career Paths at ConcocoPhillips*?

Local Career Paths---Salary and Progression is locally or represented agreement based

Managed locally or by represented agreement

Local professional, clerical or technician ranks

Nationally Based Industry Professions

Salary and Progression are nationally

and/or globally based

Business Professional (HR, GSS, Finance)

Downstream Technical Upstream Technical

Legal Aviation Medical

Purchasing Non-Technical Sales

57%

40%

~10%Supervisors and managers

Executive & Senior Management3%

ConocoPhillips

* Does not include store/retail employees

41


How Does One Change Career Paths?

• Voluntary

• Mutually directed development

• Business need

• Voluntary

• Mutually directed development

• Business need

Career paths can change under the Career paths can change under the following circumstances:following circumstances:

ConocoPhillips42


What Influences Career Path Opportunities?

ConocoPhillips42

MMC ConocoPhillips NTPT 0110 82© 2010 Targeted LearningConocoPhillips43

Resources to Help You Identify and/or Access Available

Opportunities

• Supervisors/Managers

• Human Resources Business Partner

• Talent Management Teams (TMTs)

• Career Express or Career Link

• Training Resources

• Job Postings

• Personal Profiles (internal resumes)

• Individual Development Plans

• Functional Career Maps


Talent Management Team Roles

･ Identify current and future functional skills to

meet business strategies

･ Assess aggregate and individual functional skills—

strengths & gaps

･ Develop comprehensive company strategies to

recruit, promote, monitor and develop employees

within function to meet current and future

organizational needs

･ Identify and allocate senior functional expertise

within function

･ Develop career planning tools for employees within

their function

MMC ConocoPhillips NTPT 0110 84© 2010 Targeted LearningConocoPhillips

Talent Management Teams in ConocoPhillips

Upstream

Asset Management

Business Development

Geology & Geophysics

Production Technology &

Operations

Reservoir Engineering

Wells Engineering &

Operations

Downstream

Downstream Engineering

Marketing

Transportation

Commercial & Corporate Staffs

Commercial

Communications & Public Affairs

Finance

GSS

GIS

Health, Safety & Environment

Human Resources

Integrated Occupational Health

Services

Legal

Project Management

Procurement

Downstream Research & Development

Real Estate & Facilities

Technical Marketing & Development

43


Employee Profile

• Serves as an employee’s COP internal resume

• Captures an employee’s key experiences, skills

and career objectives

• Used within and shared with the online job

posting/application process

• Can be made available to supervisors, hiring

managers and related decision makers

performing internal talent searches


Have you updated your employee profile in the last 6 months?

1.Yes2.No


Employee Profile—Job Search/ Application Integration

Searching and applying for Open Job Positions• Use Career Express, if you are searching/applying

for positions located inside the United States or Canada

• Profile integrates automatically for US and Canadian positions

• Profile changes require 4 hours for processing

• Use Career Link, if searching/applying for positions located outside of the United States or Canada

• No automated profile integration• Employee profile e-mailed to job posting manager by

employee (copy/paste into MS Word document)

• May require searching both systems to find all positions in your area of interest


In-Place Development Plans that Maximize the Probability of Success

Review the development plans on pages 45 through 47. What do you see in those plans that significantly increases the likelihood of significant growth and goal attainment?

44


Create Development Plans that will Maximize Your Probability of Success

Experience

Formal Training & Education

Individual Relationships & Feedback

~70%

~20%

~10%

ConocoPhillips48

Apply the 70:20:10 Rule*



The 70:20:10 Rule Maximizes Your Probability of Success*

•70 percent of the learnings that drive leadership success come from on-the-job and other experiences—learning by doing.

•20 percent of the learnings come in the form of reflection, feedback, coaching and advice from managers, colleagues, mentors and others.

•10 percent comes from formal education and training.

48



Exercise: Getting Input

• The first person in the group will start by sharing her/his “What I need to work on” statement from their IDP. The other group members will have 5 minutes to give this person as many suggestions as they can.

• The advice seeker is simply to listen, make notes, say thank you, and ask clarifying questions.

• The advice givers may recommend ways to fix a deficiency as well as ways to “manage” it. Advice givers should keep the 70:20:10 rule in mind.

• The above process is to be repeated until every member of the group has had an opportunity to receive suggestions concerning his/her top development priority.

49


Exercise: Individual Action Planning

Time: 10 minutes

INSTRUCTIONS: Using the ideas from:

1. The previous exercise,

2. The Personal Development, as well as

3. The ideas on this and the next two pages,

4. Take 10 minutes to complete the In-Place Development Plan for the priority you identified in your IDP. (What I need to work on) (The IDP form is on pages 2 and 3 of your Learning and Applications Log.) 50


Completing Your IDP

Take 5 minutes to complete the balance of your IDP (pages 2 and 3

of your Learning and Applications Log):

For the “Long Term Development Positions/Experiences” you should consider:

1. Your “Desired Contribution” and “Target Stage” (on the IDP)

2. Your ideas in Step 9 of 9 on page 15 of your prework

3. The “Seven Experiences to Accelerate Your Growth”

4. The examples from the next page

53


Module Five

How Do I Get the Support I Need to Implement My IDP and

Achieve My Goals?



ConocoPhillips55


Module Five Objectives

To give you the tools, concepts and skills that will enable you to:

• Engage your manager in a productive career/development discussion.

• Get the support you need to implement your plan and achieve your goals.

55


IDP Discussion Agenda

Step 1: BUILDING SHARED UNDERSTANDINGWhat do we want to accomplish?

Step 2: CREATING ALIGNMENTHow do we align the individual’s

needs with the organization’s needs?

Step 3: LOOKING BACKWARD AND FORWARDIs the plan SMART, who will do what,

and what are our next steps?

58


IDP Discussion Demo Script

• Context: Mel Bradshaw is a software engineer who has been with the company for almost three years. He is meeting with his supervisor Pat Warren to discuss his development plan. Mel has attended the Mastering My Career workshop, but Pat has not.

• Roles:

—Supervisor-Pat

—Direct Report-Mel

—Observer(s)

• Debrief and then rotate roles at the end of each page.

• Observers answer question in margin.

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How Effective Was Mel?

1. Highly Effective

2. Effective

3. Somewhat Effective

4. Not Effective

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How Effective Are You?

Considering your past career discussions, how effective have you been compared to Mel?

1. More Effective2. Same3. Less Effective

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How Confident Are You?

Are you confident that you can lead a career discussion as effectively as (or better than) Mel?

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1. Yes2. No


Coaching Circles: Instructions

1. In groups of 3, group members take turns to share their draft action plans and receive coaching.

PURPOSE: To give you the opportunity to receive coaching on your IDP

2. The learner (or receiver of coaching) should:

1. Share her/his plan,

2. Point out any concerns and expected challenges,3. Ask for input and feedback, and

4. Receive it like a gift.

3. The coaches are to:

— Listen carefully — Ask questions

— Offer candid feedback — Ensure plan is complete— Ensure that the action steps are weighted towards

on-the-job actions and experiences.

4. Time = 30 minutes (3 x 10 or 2 x 15 or 4 x7).

Remember—what gets shared here stays here.66


COMMITMENTS AND NEXT STEPS

Finalize and Implement Your IDP

Refine Your IDP to Improve Alignment

Have an IDP Discussion with a Colleague

Complete 1st Draft of Career Development Plan

Discuss Your IDP with Your Manager(Prior to your scheduled discussion, give your manager the

“IDP/Career Discussion Guide for Coaches” found in the Appendix)

Review Learning and Applications Log

Conduct Informational Interviews(as necessary to fill in any gaps, i.t.o. opportunities and company needs)

If needed, hold feedback meeting with your manager (agenda p. 68)

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Mastering My Career

Documents

Transcript of Mastering My Career