managers career guide
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ES People Manager Development Program:The Manager’s Guide To Career Coaching
Presented by Rob Straby, M.A.
www.LifeWorks-By-Design.com
Presentation Overview
• Welcome & orientation• What are your
experiences?• Career trends• Introduction to the 7
principles• Using the approach
with your employees• Debrief & wrap-up
Questions Professionals Ask
– How do you find time for career planning?– How do you deal with politics in the workplace?– My career is stagnant, how do I get it going? Where
can I start? – How do I advance in my career if I don’t have the
time?– How do I understand who I really am and what I really
need to be fulfilled in a career?– How do you really know what you want to do?– How do you avoid failure?
Understanding Change
Critical changes that affect us all:• Increasing pace of technological change• Integration of the global economy• Organizations are flattening, downsizing
and reorganizing• Demographic changes – impact of
Boomers• What else so you see?
Changing Beliefs
Traditional Beliefs:• Valuing loyalty and
tenure• Upward growth• Employee
development• Permanence• Paternal
organizational model
Emerging Beliefs:• Valuing commitment
and performance• Development growth• Personal
development• Transience• Network
organizational model
Tom Peters Says “Re-Imagine!”
Yesterday• Job for life• Competence• Reference group: The corporation• Work with the same
old folks• Career strategy = Do what you’re told
Today• Gig for now• Mastery• Reference group:
Peers in my craft• Work with a shifting
network of partners• Career Strategy = Do what you excel at
Change Impacts Career Paths
Traditional Career Path #1
• Leadership• “Up the ladder”• Success based on
upward progress, position in the hierarchy
• Organizational definition of career success
Traditional Career Path #2
• Expert• Focus on being highly
competent in a specific type of work, e.g. doctor, lawyer, engineer
• Many people consider this to be the only definition of success
Emergent Career Path #1
• Spiral• Success means a
progressive broadening of one’s knowledge and sill over time
• A pattern of movement that uses old skills and learns new ones
Spiral Also Known as Versatilist
• Versatility• Neither specialist nor
generalist• “Ability to apply depth of skill
to a progressively widening scope of situations and experiences, gaining new competencies, building relationships and assuming new roles” (Gartner Group)
engineering > systems analytics > sales > marketing
Emergent Career Path #2
• Transitory• Focus on movement• Diversity of experience• May or may not
transfer skills• Mistakenly thought of
as not having a career• More common in
younger generations
What Are Your Experiences?
Identify a leader or manager who has inspired or helped you.
What are the kinds of things they did and the behaviours they exhibited?
Please share your thoughts
Understanding Manager’s Role
• It is important for leaders to accept responsibility for helping to guide individuals in making career choices that benefit both the individual and the organization
• The 7 principles that follow can help leaders to act on controllable career issues for their selves and others
• Each principle can be learned & practised within day-to-day work activities
Principle #1
Manager, help thyself
• Goal = Role modelling
• Demonstrate that systematic career planning is worth the effort by doing or updating your own career planning
• You cannot be an effective leader unless you are aware of your own career reality
Principle #2
Deal with the person as an individual• Goal = Personal focus• Show that you recognize the person as an
individual, not just as another employee with the same demands
• Indicate your interest in helping the person to work through the issues and to arrive at conclusions that will meet their needs
• When you relate to others in terms of their needs, they are more likely to develop understanding of their needs and discover how to help themselves
Principle #3
Focus on the present, not the past• Goal = Working with what is happening now• Ask about the individual’s situation in relation to
what they would like to be doing; find out how the person views themselves and their situation
• We cannot change the past; we can only influence the future
Principle #4
Minimize surprises, be prepared• Goal = Preparedness• Be receptive, but try to avoid spur-of-the-moment
career discussions. If an individual initiates a career discussion, ask them what they would like to discuss, say what you would like included, and then select a time and a place for the discussion
• Do your homework as necessary• Preparation conserves time and energy and
reduces uncertainty
Principle #5
Listen for meaning, say what you mean• Goal = Active & accurate communication• Use active listening• Distinguish between facts and opinions • Distinguish between understanding and
agreement • Accurate communication is the foundation for
working together effectively
Principle #6
Teach responsibility• Goal = Meeting needs within the realities of the
situation• Help the individual to recognize the reality of their
situation: what they are doing now and what they are trying to accomplish
• Express your observations about what you hear without judging or interpreting it
• Good judgement is developed through the act of choosing and through living with the consequences of one’s choices
Principle #7
Act on plans for the next step• Goal = Goal-oriented actions• Help the individual to achieve learning objectives
or to implement action steps by providing support & necessary resources
• Integrating career planning into existing organizational tools and methods helps the individual and the manager to connect the career development plan to the current work
Discussion of Applications
• Identify questions that you have been asked or expect might be asked.
• Form a group of 3-4• Discuss how you
would approach handling this question using the principles
What Should You Do When…
• Question #1: “What is my potential?”
• Issues: Helping the individual to recognise their strengths and weaknesses
• Helping the individual to establish realistic objectives for development and learning
• Principles You Would Apply:
• 1: Manager, help thyself• 4: Minimize surprises; be
prepared• 3: Focus on the present,
not the past• 5: Listen for meaning; say
what you mean
What Should You Do When…
• Question #2: “What is my next career step?”
• Issues: Review the individual's current career path and plan
• Define appropriate action steps with the active involvement of the individual
• Principles You Would Apply:
• 4: Minimize surprises; be prepared
• 3: Focus on the present, not the past
• 6: Teach responsibility• 7: Act on plans for the
next step
What Should You Do When…
• Question #3: “Where is the organization going?”
• Issues: Satisfy the individual’s desire to know insofar as you are free to do so
• Principles You Would Apply:
• 5: Listen for meaning; say what you mean
• 6: Teach responsibility
• 7: Act on plans for the next step
What Should You Do When…
• Question #4: Why was I passed over for promotion?”
• Issues: Make sure that you have all the facts about the situation
• Explain how and why the decision was made
• Principles You Would Apply:
• 4: Minimize surprises; be prepared
• 2: Deal with the person as an individual
• 3: Focus on the present, not the past
• 5: Listen for meaning; say what you mean
• 7: Act on plans for the next step
What Should You Do When…
• Question #5: “I do not want this transfer!”
• Issues: Seek to understand the individual's situation
• Help the person to reconfirm or reconsider their decision
• Principles You Would Apply:
• 2: Deal with the person as an individual
• 4: Minimize surprises; be prepared
• 5: Listen for meaning; say what you mean
• 6: Teach responsibility
What Should You Do When…
• Question #6: Create your own here…
• Issues:
• Principles You Would Apply:
Feedback
Do you have any:
• Comments?
• Ideas?
• Questions?
