Strategic, Competitive Professional Development: An Overview

Strategic, Competitive Strategic, Competitive Professional Development: Professional Development:

An OverviewAn Overview

Presented by Andrea L. AmesAndrea L. Ames

IBM Senior Technical Staff Member / Information Experience Strategist & ArchitectIBM Senior Technical Staff Member / Information Experience Strategist & ArchitectUC Extension in Silicon Valley Certificate Coordinator & InstructorUC Extension in Silicon Valley Certificate Coordinator & Instructor

STC Fellow & Past President (2004-05)STC Fellow & Past President (2004-05)

About Andrea Technical communicator since 1983 Areas of expertise

Information architecture and design and interaction design for products and interactive information

Information and product usability—from analysis through validation User-centered design and development process

Mentor IBM Senior Technical Staff Member UC Extension in Silicon Valley certificate coordinator

and instructor STC Fellow and past president (2004-05) ACM Distinguished Engineer

(c) 1996-2011 Andrea L. Ames 2

Agenda Professional development in today’s challenging business

climate Developing your professionalism Knowledge and skills for career success Managing your career like a business,

a project…and an athletic event? Bonus tips: Mentoring and networking

Resources Backup: Emotional intelligence and personal branding

details(c) 1996-2011 Andrea L. Ames 3

Key themes to be listening for…in no particular order Value Strategy Communication Trust and respect Innovation and invention Responsibility and commitment


IS ADVANCEMENT DEAD?


Are we a commodity?

“When something becomes commoditized, something else becomes valuable.”

– Tim O’Reilly, STC Summit 2011 opening session

What is our “something else?”


Are you a commodity? Or a strategic contributor?


Commodity

Communicator

Leadership Attributes

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High ValueHigh LeadershipHigh Challenge

© 1995-2003 Andrea L. Ames/Ucentrics

Profit Maker

StrategicContri-butor

A commodity is…A good or service: For which there is demand, but which is supplied without

qualitative differentiation across a market That is treated by the market as equivalent, or nearly so,

no matter who produces it Whose price is determined as a function of its market as

a whole(Wikipedia)

What is your qualitative differentiation? Rather than focusing on your “price,” focus on your value


“Not ideal” is the new climate

Take a look at the most recent US and global economic situation

The days of the “gold watch retirement” career are over

Economic pressures push companies to outsource and offshore more and more

The competitive business landscape is not just a corporate phenomenon—it changes how businesses look at employees and how we employees should look at ourselves


Your job (according to your employer/clients)

Do more with less Faster Cheaper Better (well, maybe not so much)

Innovate (in your spare time)

Add value (which means what, exactly?)

(c) 1996-2011 Andrea L. Ames 10

Your job (according to me, and hopefully, YOU)

Get where you want to go: Drive your career, not the other way around

Be “popular”: Become sought after for your unique, competitive qualities

Lead yourself and others Participate and give back Get connected: It really is who

you know Demonstrate your impact Not kill yourself along the way

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DEVELOPING YOUR PROFESSIONALISM

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Where do you start?

With yourself! Private

Covey’s habits 1-3 and 7 Goleman’s self awareness and

self management Maxwell’s approach to attitude

Public Covey’s habits 4-6 Goleman’s social awareness and

relationship management Maxwell’s approach to attitude and

360-degree leadership

(c) 1996-2011 Andrea L. Ames 13

Personal management through the seven habitsDependence Independence Interdependence

Private victory:1. Be proactive2. Begin with the end in mind3. Put first things first

Public victory:4. Think win/win5. Seek first to understand…

then to be understood6. Synergize

7. Sharpen the saw

Source: The 7 Habits of Highly Effective People, by Stephen Covey, Simon & Schuster, Inc., 1989.(c) 1996-2011 Andrea L. Ames 14

Personal management through “emotional intelligence”

Emotional intelligence is…

“the capacity forrecognizing our own feelings

and those of others, for motivating ourselves,

for managing emotions well in ourselves and

in our relationships.”-- Daniel Goleman

(c) 1996-2011 Andrea L. Ames 15

Emotional intelligence domains

Source: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002.

Self OthersSelf-

AwarenessKnowing what we feel at

the moment and using that to guide our decision-

making

Self Management

Handling our emotions so that they enhance

rather than interfere with performance

Social Awareness

Sensing what people are feeling, understanding the perspectives of others, and

cultivating rapport

Relationship Management

Handling emotions in relationships well, being able to read social

situations accurately, and using these skills to persuade, lead,

and negotiate

Actions

Awareness

1

2

3

3

(c) 1996-2011 Andrea L. Ames 16

Attitude is everything

Our attitude determines our approach to life Our attitude determines our relationships with people Often our attitude is the only difference between success

and failure Our attitude at the beginning of a task will affect its

outcome more than anything else Our attitude can turn our problems into opportunities Our attitude can give us an uncommonly positive

perspective Our attitude can reduce our stress and

make us happier

Source: Attitude 101, by John Maxwell, Thomas Nelson, 2003.(c) 1996-2011 Andrea L. Ames 17

Lead in every direction

Key lead-up principles Lead yourself exceptionally well Lighten your leader’s load Invest in relational chemistry Become a go-to player Be better tomorrow than you are today

Key lead-across principles Understand, practice, and complete the leadership loop Put completing fellow leaders ahead of competing with them Expand your circle of acquaintances (network) Let the best idea win

Key lead-down principles See everyone as a “10” (give them an “A”) Develop each team member as a person Model the behavior you desire

Source: The 360° Leader, by John Maxwell, Thomas Nelson, 2003.(c) 1996-2011 Andrea L. Ames 18

KNOWLEDGE, SKILLS, AND EXPERIENCE FOR CAREER SUCCESS

(c) 1996-2011 Andrea L. Ames 19

People SkillsSelf-Management Skills

MotivationAttitude

Team FacilitationCommunication

…

Tech SkillKnowledge

Necessary fortop performancebut not sufficient

Easier to seeand develop

Characteristicsthat lead to longer-termsuccess

Harder to seeand develop

Technical skill and knowledge:

Just the tip of the icebergIceburg image from IBM technical leadership program materials

(c) 1996-2011 Andrea L. Ames 20

Table stakes: Tech comm skills (snapshot: 5/16/2011, 3:30 pm PT)

Technologies (less volatile)

Topic-based writing Information experience

design and architecture Information strategy Web 2.0 Visual communication Usability and user-

centered development methods

Tools and infrastructure (more volatile)

DITA Web 2.0 tools and

infrastructure Your team’s UI

development technology and tools, e.g., dojo, Flex, Eclipse, MS Visual Studio

Other applicable open source technologies

(c) 1996-2011 Andrea L. Ames 21

Take your skills beyond table stakes Technical/tool skills will only take you so far Develop transferrable skills, knowledge, and experience

Analytic and problem-solving skills Interpersonal skills—Leadership, teaming,

communication, political savvy, value/leverage diversity

Business skills—Project management, negotiating, industry knowledge, selling skills, customer relationships

Participate in industry—Technical communities, speaking at technical events, visibility, networking

(c) 1996-2011 Andrea L. Ames 22

BE A BUSINESS…A PROJECT MANAGER…AN ATHLETE

(c) 1996-2011 Andrea L. Ames 23

Build your brandStairs image based on “You, Incorporated,”by Jamila Petite

1. Know, manage, and lead yourself

2. Make the most of your strengths

3. Find and leverage your passion

4. Demonstrate and articulate value

5. Continuously improve

6. Be visible; “brag” appropriately

(c) 1996-2011 Andrea L. Ames 24

“It takes 20 years to build a reputation and five minutes to ruin it.

If you think about that, you'll do things differently.”

- Warren Buffet

(c) 1996-2011 Andrea L. Ames 25

Building your brandfrom Career Warfare (D’Alessandro)

1. Look beyond your navel2. Your boss is your brand co-author3. Put your boss on the couch4. Learn which is the pickle fork5. Kenny Rogers is right6. It’s always show time7. Make the right enemies8. Don’t get swallowed by the bubble9. Fly higher, get shot at more10. Everybody coulda been a contender; ensure you stay one

(c) 1996-2011 Andrea L. Ames 26

Develop and articulate your value What’s valuable to your employer/client? Become strategic (to your employer/ client)—

business, competition, trends Prioritize around strategy: Think more…do less,

esp. by rote or “because we’ve always done it”

Results talk: Measure them, and then talk about them

(c) 1996-2011 Andrea L. Ames 28

Becoming more strategic

Keep up with industry: Professional orgs—participate and network—and their pubs

Understand business strategy: What can your marketing and business leaders tell you

Understand technical strategy: Your architects and technical leaders Understand your functional strategy: Tech comm, product

development Focus: Select one or two things that you’re most passionate about

and contribute to those; don’t try to boil the ocean Schedule time with yourself to work on “important, but not urgent”

items When you feel that you’re not working on strategic items or

contributing to strategy through your “day job,” discuss with your manager and leadership team; ask for clarification around the relationship between what you’re doing and strategy

(c) 1996-2011 Andrea L. Ames 29

Professional development roadmap

Discover your strengths and passion

Manage your:• Time

• Attitude• Interpersonal relationships

Think strategically: What does your boss, org,

company/client need? How can you leverage that for your career? Don’t forget to

leverage your great, strategic work to

give back! STC, etc.Discover the work that will have the greatest impact

on your boss, org, or company/client!

Develop a vision, mission, and goals

Develop a task list:• Skills to develop• Technologies to

learn• Tools to learn

• Work to complete

Manage it all like a “real” project!

Determine transferrable skills

to support your goals:

• Analytic/problem solving

• Interpersonal• Business

Determine necessary

technologies and required tools to

support goals

PACE YOURSELF!(c) 1996-2011 Andrea L. Ames 30

Pace yourself Check out a marathon training program…the

curve is fascinating Athletes do not train 5-7 days per week, 10-15

hours per day!

Nutrition Exercise Rest and recovery Build mental capability

The Power of Full Engagement, by Jim Loehr and Tony Schwartz, Free Press, 2004.(c) 1996-2011 Andrea L. Ames 31

A FEW LAST SUGGESTIONS…

(c) 1996-2011 Andrea L. Ames 32

Get a mentor

In fact, get several… Technical mentor Business mentor Promotion mentor “Opportunity” mentor

Take time to connect Give and take

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Network, network, network

Bring and exchange business cards everywhere you go If you’re shy, practice! Connect at...

Conferences Professional society meetings Professional networking

meetings—yes, they actually hold these!

Social work gatherings

(c) 1996-2011 Andrea L. Ames 34

Resources

Personal management The Seven Habits of Highly Effective

People, Stephen Covey Emotional Intelligence, Daniel goleman Attitude 101, John Maxwell The Power of Full Engagement: Managing

Energy, Not Time, Is the Key to High Performance and Personal Renewal, by Jim Loehr and Tony Schwartz

Now Discover Your Strengths, Marcus Buckingham

General career Career Warfare, David D’Alessandro The Adventures of Johnny Bunko: The Last

Career Guide You'll Ever Need, Daniel Pink The Hard Truth about Soft Skills :

Workplace Lessons Smart People Wish They'd Learned Sooner, Peggy Klaus

Brand Brag! Tooting your Own Horn Without

Blowing It, Peggy Klaus

Communication Talking from 9 to 5, Deborah Tannen, Ph.D. Fierce Conversations, Susan Scott Crucial Conversations, Kerry Patterson,

Joseph Grenny, Ron McMillan, and Al Switzler

Leadership 360-Degree Leadership, John Maxwell Principle-Centered Leadership, Stephen

Covey The 8th Habit, Stephen Covey The One Thing You Need to Know, Marcus

BuckinghamMentoring Mentoring 101, John Maxwell Power Mentoring, Ellen EnsherNetworking Never Eat Alone: And Other Secrets

to Success, One Relationship at a Time, Keith Ferrazzi

(c) 1996-2011 Andrea L. Ames 35

Questions?

Contacting [email protected]

(c) 1996-2011 Andrea L. Ames 36

mailto:[email protected]

BACKUPDetails of Goleman’s Emotional Intelligence model

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Components of emotional intelligence

Definition Hallmarks

Self-Awareness • The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others

• Self-confidence• Realistic self-assessment• Self-deprecating sense of humor

Self-Regulation

(Self management)

• The ability to control or redirect disruptive impulses and moods

• The propensity of suspend judgment—to think before acting

• Trustworthiness and integrity• Comfort with ambiguity• Openness to change

Motivation

(Self management)

• A passion to work for reasons that go beyond money or status

• A propensity to pursue goals with energy and persistence

• Strong drive to achieve• Optimism, even in the face of failure• Organizational commitment

Source: “What Makes a Leader?” Daniel Goleman, Harvard Business Review, Nov-Dec 1998.(c) 1996-2011 Andrea L. Ames 38

Components of emotional intelligence (cont.)


Empathy

(Social awareness)

• The ability to understand the emotional makeup of other people

• Skill in treating people according to their emotional reactions

• Expertise in building and retaining talent• Cross-cultural sensitivity• Service to clients and customers

Social Skill

(Social awareness)

• Proficiency in managing relationships and building networks

• An ability to find common ground and build rapport

• Effectiveness in leading change• Persuasiveness• Expertise in building and leading teams

Source: “What Makes a Leader?” Daniel Goleman, Harvard Business Review, Nov-Dec 1998.(c) 1996-2011 Andrea L. Ames 39

Components of emotional intelligence (cont.)


Influence

(Relationship management)

• Finding the right appeal for a given listener• Knowing how to build buy-in from key sponsors• Building a network of support for an initiative

• Very persuasive• Engaging when addressing a group

Developing Others

(Relationship management)

• Understanding goals, strengths and weaknesses• Providing timely and constructive feedback

• Show genuine interest in others• Natural mentor or coach

Source: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002.(c) 1996-2011 Andrea L. Ames 40

BACKUPBuild your brand

(c) 1996-2011 Andrea L. Ames 41

Know, manage, and lead yourself Seven habits Emotional intelligence Attitude 360-degree leadership

(c) 1996-2011 Andrea L. Ames 43

Strengths vs. weaknesses

“Discover what you don’t like doing and stop doing it.” -- Marcus Buckingham

Now, Discover Your Strengths The One Thing You Need to Know

(c) 1996-2011 Andrea L. Ames 45

Why passion? Think about the last time you did something

you really enjoyed… Was it difficult to get started? To finish

When was the last time you did something you really enjoyed at work?

How does your list of passions compare with what your business needs?

(c) 1996-2011 Andrea L. Ames 46

Develop and articulate your value What’s valuable to your employer/client? Become strategic (to your employer/ client)—

business, competition, trends Prioritize around strategy: Think more…do less,

esp. by rote or “because we’ve always done it”

Results talk: Measure them, and then talk about them

(c) 1996-2011 Andrea L. Ames 48

Tips for becoming more strategic Keep up with industry: Professional orgs—participate and network—and

their pubs Understand business strategy: What can your marketing and business

leaders tell you Understand technical strategy: Your architects and technical leaders Understand your functional strategy: Tech comm, product development Focus: Select one or two things that you’re most passionate about and

contribute to those; don’t try to boil the ocean Schedule time with yourself to work on “important, but not urgent” items When you feel you’re not working on strategic items, or contributing to

strategy, through your “day job,” discuss with your manager and leadership team; ask for clarification around the relationship between what you’re doing and strategy

(c) 1996-2011 Andrea L. Ames 49

Continuously improve Take new risks – or educated steps toward a new goal Take developmental courses (grad school, community centers,

etc) Take your professional development very seriously – schedule it! Take on high visibility projects – look for ways to leave your

comfort zone Distinguish your work from others’ Seek honest feedback Never compromise your self respect Expect setbacks and mistakes – always keep moving forward (or

laterally when necessary) Don’t be afraid to reinvent your brand; it’s your brand

(c) 1996-2011 Andrea L. Ames 51

Build your brand







(c) 1996-2011 Andrea L. Ames 52

Appropriate visibility Do “the right people” know who you are, what

you do, and the value you add? Do you have a reason to keep in touch? What is your reason for staying visible and

keeping the right people current?

(c) 1996-2011 Andrea L. Ames 53

Bragging mythsfrom BRAG! (Klaus)

1. A job well done speaks for itself2. You only brag during performance reviews3. Humility gets you noticed4. People will brag for you5. More is better (quality over quantity)6. Good girls don’t brag7. Brag is a four-letter word

(c) 1996-2011 Andrea L. Ames 54

Successful bragging requirementsfrom BRAG! (Klaus)

1. Bore no more2. Bring your best self forward3. Recognize the importance of first impressions4. Act like your best self (even when you don’t feel

like it)5. Convey excitement about your work and

accomplishments6. Schmooze (network)7. Take the emotional temperature of your listeners8. Leverage the power of humor, stories, and

anecdotes

(c) 1996-2011 Andrea L. Ames 55

Bragging tipsfrom BRAG! (Klaus)

1. Be your best, authentic self2. Think about who you’re bragging to3. Say it with meaningful and entertaining stories4. Keep it short and simple5. Talk with me, not at me6. Be able to back up what you say7. Know when to brag8. Turn small talk into big talk9. Keep your content current and fresh10. Be ready at a moment’s notice11. Have a sense of humor12. Use it all: your eyes, ears, head, and heart

(c) 1996-2011 Andrea L. Ames 56

BACKUPMoving from “Commodity” to “Strategic Contributor”

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The “four modes”

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Commodity

Communicator


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Profit Maker


Commodity

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Cheap Writers in low-

cost-of-living areas are even cheaper

Deliverables are formulaic “documentation”

Nearly clerical Oh, and…

“anyone can write”

Commodity

Communicator


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Profit Maker


Communicator

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Understands Humans, in general Audience for

product Information

architecture, design, and usability

Designs solutions to communication problems, not standard deliverables

Develops user assistance, not documentation

Commodity

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Profit Maker


Profit maker

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Communicator, who also understands

Product development process in depth

Tools used to develop product in depth

Technologies associated with product, in depth

Designs product solutions, not just communication solutions

Contributes to product usability

Commodity

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Profit Maker


Strategic Contributor

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Communicator and profit maker

Understands business, customers, and competition

Contributes to strategy and business process improvement

Ensures customers/users are successful

Can demonstrate financial impact of information and usability on bottom line

Can make business case for new initiatives

Visionary; leads multidisciplinary teams to improve customer/user experience

Commodity

Communicator


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Profit Maker


Strategic, Competitive Professional Development: An Overview

Career

Transcript of Strategic, Competitive Professional Development: An Overview