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Career Development-A Journey of Change

when one door closes another will open with a better opportunity

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~Unknown

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Career Discussion

Discuss into groups about the following questions:• Who am I and will be– in one statement?• What are the top 3 most important attributes of

me?• As leaders, what are the top 3 things that

challenged you most? (or worried or feared)• Who are the great leaders in your mind? Why?

Self Awareness

• SWOT

• PDA/UAC

• Be at Cause

• DISC/PDP/MBTI …

• Others’ Feedback

• IDP

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PDA/UAC/Be at Cause

• PDA– Purpose, Desired Outcome, Actions

• UAC– Understanding, Alignment, Commitment

• Be at Cause ~SH Lee, EMBA Professor in NCCU, Beijing THU

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Leadership Development

• The core leadership qualities are mostly seeded in childhood and young adulthood (?before 25 years old)

• Leadership seeds could be catalyzed into blossom through self awareness, developed program or shocking experiences from major life events

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How to Develop LeadersCre

atin

g Le

ader

ship

Devel

opm

ent P

lan

ImportanceScore

Inte

ract

ing

with P

eers

Mee

ting

with a

n Exe

cutiv

e Coa

ch

Feed

back

Mee

ting

with a

Men

tor

Amou

nt o

f Dec

ision

-Mak

ing

Autho

rity

Turn

ing

Aroun

d a

Strugg

ling

Busin

ess

Wor

king

in N

ew F

unct

iona

l Are

as

Wor

king

in F

orei

gn C

ount

ries

Wor

king

in N

ew L

ines

of B

usin

ess

Laun

chin

g New

Bus

ines

ses

Numbe

r of D

irect

Rep

orts

Peopl

e M

anag

emen

t Skil

ls Cou

rses

Off-

Site S

emin

ars

in B

usin

ess

Skills

Tech

nica

l Skil

ls Cou

rses

Busin

ess

Skills

Cours

es

Qua

lity o

f Dire

ct R

epor

ts

Feedback and Relationship ProgramsAverage =6.7

Experience-Based ProgramsAverage =5.9

Education-Based ProgramsAverage =4.9

Distribution of Importance Sources for Development Programs

Feedback and Relationship Strategies Most Important for Developing Leaders

Source:Corporate Leadership Council Research

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Moving Through The RanksMoving Through The Ranks

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Development Path

Corporate Marketing Director S/M Businesses

Marketing Director of the whole Corporation

Small Businesses Div. Marketing Manager

Commercial Director of Div. 2

Small Businesses´ Marketing Director

Horizontal Mobility

Ver

tica

l M

ob

ilit

y

The professional development will occur in function of:

• Existing opportunities

• Professional development level

• Adding-value capabilities

• Competencies

• Action

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Leadership Review & Succession Planning Background

I. Action items from last review -Progress against last action itemsII. Key Position Incumbents and Successors - Development Strengths / Development AreasIII. Matrix: Performance/Potential - Executive RankingsIV. High Potential Identification - Development path and timing V. LDR Executive Bio/ Profiles

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I. Review Last Action Items

• Progress against last discussion and action items

(examples follow)

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I. Action Items from Last Review

• Bench strength- need to add more depth- Marketing manager recruited from external company- began 1Q04

- Manager of Mergers and Acquisitions transferred from within- 4Q 04

• Mike Jones and Linda Smith: transition to by 1 Q 2004– Jones was transferred to Branch operation from HQ service sales 03/31/04

– Smith became Branch superintendent 2/28/04

• Carl Johnson to retire at year-end; who will replace him?– Tom Smith selected from North Branch

• Promote Diane Thomas to Project Asst. manager– promotion effective 3/31/04

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II. Top Line Organizational Bench

Strength • Identify key jobs in the unit and those capable of assuming them in 3 year time frame

• Strengths -Assess depth relative to key jobs

• Weaknesses -Assess weaknesses where depth is in question or there is over- reliance on a small number of candidates

( suggested format follows)

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Color Coded Organization Chart~ Sample ~

A = GreenB = BlueC = RedNo rating yet = Black

Purpose is to introduce the Top Mgt team in a Org. chart showing responsibilities (job function) and relative strength of team members (performance)

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II. Succession Planning

X

xx x

( 1 )( 1 )

X

X

( 1 )( 1 )

xx x

( 1 )( 1 )

X

( 1 )( 1 )

( 1 )( 1 )(1)(1) READINESS CODE

QQ–Ready Now-Q1Q1, Q2Q2, Q3...Q3...–Estimated time to Promote in years

X

xx x

( 1 )( 1 )

X

X

( 1 )( 1 )

xx x

( 1 )( 1 )

X

( 1 )( 1 )

Time in position

Incumbent

Successor

Successor

Successor

BioPage

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II (cont.) Key Position- Strengths & Development Summary

• Based on Competency Model note the Development Strengths and Development Opportunities for incumbents of key positions

• Continue this assessment for all those identified as potential successors to the incumbent

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Competency Model

Strategic Leadership Customer Focus Analytical Thinking

Communication Forward Thinking Business J udgment

Developing Talent Business lnnovation Forcus on Results

Teamwork Listenining Adaptability

United Technologies Competencies

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II (con’t.) United Technologies- Leadership Reviews

Key Position Summary- Development Strengths/Development Areas

Name/Position Development

Strengths Development Areas Bio Location

David Smith- VP South America

- Strategic

Leadership - Business

Judgement - Focus on Results

- Developing Talent - Customer Focus - Adaptability

p. 23

Janet Thomas- Director Marketing

- Customer Focus - Communication - Adaptability

- Analytical Thinking

- Teamwork - Innovation

p.19

- Communication p.3

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III. Performance Potential Assessment (Individual Capability)

• Use of nine box matrix to depict A, B and C employee performance and their potential within the organization

(format follows)

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IIIManagement Performance/Potential

Matrix by Business sector

2 Levels

Potential

1 Level

Plateaued

Low Medium HighPERFORMANCE

C B AJob performance is not acceptable Consistently meets goals Alw ays exceeds goals and

or w hen compared to others, ranks and objectives and may objectives w ith unusually high

in the low er category. Employee exceed them in a number degree of energy and initiative.

fails to exhibit a satisfactory of areas. Solidly demonstrates Recognized for exemplary

level for one or more of UTC's UTC's core competencies for demonstration of UTC's core

core competencies for leaders.* leaders. May need to improve competencies for leaders.

in one or more key areas.

United Technologies Competencies

* ABC analysis relates Strategic Leadership Customer Focus Analytical Thinking Technical

to competencies expected Communication Forw ard Thinking Business Judgment

at each management level. Developing Talent Business Innovation Focus on Results

Teamw ork Listenining Adaptability

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III (cont.) Executive Rankings

• From high to low in organizational entity that make most sense

• Identify the high and low 10%

• Identify those in the “middle categories”

(format follows)

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III (Con’t.) Executive Rankings

Top 10 %

Next 15%

Middle 50%

Next 15%

Bottom 10%

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IV. High Potential Identification

• limited in number

• identify diversity candidates

• time frame when they might reach highest potential

• identify interventions required to reach most critical jobs in the unit

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Name Current

Title/Grade Ultimate Level in Organization

Development Path/ Timing

Diversity

Barry Jones Director, Regional/Zone Operations

President Otis MD, Country 2002-2005 VP & Sr. Area Executive 2005-2008 Sr. VP Product Strategy/ Sr.

VP Operations 2008-2011 Otis President 2012

African American

Mark Smith Director Turbine Analysis Military Engines

UTC Sr. Vice President Technical

VP Dev. Programs PW 2001-2003 Director UTRC 2004-2006 Sr. VP Techni cal 2007

Diane Thompson Director Marketing President Commercial Systems and Services

Director E-Commerce 2001-2004 VP Sales & Marketing ICP 2005-2008 President Commercial

Systems & Services 2009

Female

IV. Leadership Review Talent Source & Development

Path/Timing

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VI. Employee LDR Biography Form

• All executive Bio’s-with pictures

• All identified high potential employees

• Cross reference individual with page number in the Bio section

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Now 3+2-31-2 Now 3+2-31-2

Name: Division: Business Unit:

Photograph:Location:

EEO Status:Gender:

Title:Grade:Date of Birth:Date of Hire:

Languages:

UTC Experience:

Development Needs:

Successor for Current Position:Successor for these Key Positions:

Development Strengths:

Experience prior to UTC:

Education:

VI. LDR BIO/PROFILE

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H&S Leadership Model

ENVISIONENVISION ENGAGEENGAGE EXECUTEEXECUTE

LEARNLEARN

THINKTHINK

Internal Information – Reports - AnalysisInternal Information – Reports - Analysis

External Information - Conceptual Thinking - Best Practice

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Be yourself…

Build yourself…

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Where is Your Career?

• What are you good at and what can you do with it?

• What is you competency profile?

• What is the consistency of your knowledge base for

decision making?

• What leadership skills do you have acquired already?

• What value do you bring to an employer at this point?

• What is next… that would make sense?

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Career Development TipsThe Attitude…

• Be a people person• Be reasonable and professional• Accept challenges • Be responsive and factual• Listen• Figures go up, decisions come down• Focus on improving your competencies…• “It’s not what you do, but how you do it”

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The DMS Platform Concept(DMS - Decision Making Standard)

DMS

Family Background

Academic

Studies

Risk Exposure

Diversity

Personal development

Professional Experiences

External cycles

Competencies

Add On …Add On …

Interest Passion

What are your references …

What is your decision making process …

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Career Development TipsThe Way…

• Think global• Broader your perspective and standard• Improve your communication skills• Choose one or several mentors• Have an integrated life of integrity• Get noticed• Move Up and Generalize

The Right Job

Audi Ou 2005 Jack Welch, Winning,2005

• People

• Opportunity

• Options

• Ownership

• Work Content

Inside Secrets that will get you hired

• Stop playing resume roulette• You are being eliminated• A computer is deciding your job prospects• Tell BBI stories is the best defense• Create hallo effect• Always be positive• Danger! Trap ahead• Must negotiateAudi Ou 2005

From Cynthia Shapiro

My China Experience

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China experienceThe attitude

• Up rise knowledge domains

• Eager to Learn

• Engagement issues

• Springboard of leadership development?

• Leverage Taiwan experiences and Strengths

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• Be humble

• Willing to learn

• Be experts

• Aware of politics

• Build up connections

• Family matters

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China experienceThe tips

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Change Formula

•Human Nature resists change, even when it is for the better. Keep the following formula in mind when you are asking people to change:

C = D x V x F > RChange = Dissatisfaction X Vision X First Steps > Resistance

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Change as a Process of Transition

PresentState

Unfreezing Occurs

TransitionState

Refreezing Occurs

DesiredState

Project or Program Level

Response Zone

PersonalLevel

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Helping People Through Transitions

PerformanceLevel I

PerformanceLevel II

Shock Acceptance

Disbelief Problem Solving

Anticipation New Performance

Depression

Frustration Anger

Rejection Understanding• Accept and

Acknowledge Feelings

• Validate the Past

• Over-communicate

• Sell the Problem

• Be Clear About What is Ending and What Isn’t

• Present a PositiveVision

• Create Short Term Objectives

• Create Temporary Roles and Procedures

• Strengthen Inter/Intra Group Connections

• Provide Rapid Feedback

• Provide the Big Picture

• Involve People in Planning

• Align Related Resources, Processes, Roles and Rewards

• Sell the Solution

• Celebrate Success and the New Behaviors

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Steps for ChangeSteps for Change

• Awareness

• Urgency

• Diagnosis

• Take Accountability

– Be at cause

– Focus on what you can do

• Solutions

• Execution

• Reinforcement

• Forgiveness : Self and others Freedom

四他 : 面對他、接受他、處理他、放下他

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The Road Less Traveled沒有人走的路

在黃樹林中，路分岔成兩條遺憾我不能兩條一齊走

佇立良久，極目遠眺其中之一直到它沒入草叢選擇另外一條路

或許以為有個較好的理由因為野草茂盛，等人踐踏

其實，兩條路都一樣被踐踏的不相上下

那天早上，兩條路躺在我面前落葉上，也還未留痕

而今，瞭然於路如何向前延昇我把第一條路留待來日

卻懷疑自己會重新再走回頭多年後，我會長嘆一聲 :兩條路，分岔在樹林中我選擇沒有人走的一條

而一切不同，從此開始 羅伯．佛洛斯特

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The vision of change is always beautiful and exciting, but the change process is painful. It takes lots of courage, determination, wisdom, and passion.

But the benefit and satisfaction of “Discovering a New World” makes all the effort and sacrifice worthwhile

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3© 2003 S. H. Lee

What I see is what I believe

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4© 2003 S. H. Lee

Of Course I Can Count

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5© 2003 S. H. Lee

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Help U discover your strengths and hidden self (so that U can keep a high

self esteem )

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Open a newer world to U (if U continue to be inquisitive

about yourself)

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Stop grouching! Learn to accept yourself.

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Take care of yourself when necessary. U can still improve.

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Relax (after all there are severalthing you are hopeless)

Any Questions?

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Outline

• Missing the train?

• Right Attitudes

• Leadership Development Tool

• Career Decision Making Tips

• Change Management

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Bio

• MA, HRM, HPU• IMBA, National Cheng Chi University• HR Manager, Transcend Information• HR Manager, Tatung Otis Elevator • HR Vice Director, Xizi Otis, China• HR Senior Assistant Vice President, EHS

audi.ou@hotmail.com