resilience, transformational personal branding and

Learning network Three

Resilience, Transformational Personal

Branding and Progressing Career Pathways

Thursday 13 February 2020

Learning Network 3Resilience, Transformational Personal

Branding and Progressing Career Pathways

The Skills for Care welcomes you to:

Moving up –

BAME leadership programme

1. What’s been happening for you since the last session

2. What are you more aware of about your leadership as

a consequence of the last session?

3. What do you need to be doing more of and what do

you need to do less of?

Taking Stock and building momentum

Workshop Outline

09:30 – 10:00 Check-in

10:00 – 11:00 Resilience

11:00 – 11:15 Break

11:15 – 12:30 Transformational Personal Branding

12:30 – 13:30 Lunch

13:30 – 14:45 Career Anchors

14:45 – 15:00 Break

15:00 – 16:15 CVs, Recruitment and Interviews

16:15 – 16:30 Review and Homework

16:30 Close

Focus

▪ This learning network critically explores Resilience,

Transformational Personal Branding and Career Anchors.

▪ Focus is also given to CVS, Recruitment, Interviews and Career

Progression

Aims for today…

▪ To explore the nature of your resilience

▪ To consider your personal branding

and what you stand for

▪ To consider the significance of career

anchors, cv, recruitment and interviews

in enhancing career pathways

▪ To support navigation of the system

and career progression.

Objectives for today…

By the end of the module participants will:

▪ Explore the nature of your own resilience and the value of “resilient

leadership”

▪ Identify ways to understand and share your personal brand and what

you stand for in inspiring ways

▪ Recognise how career anchors can influence individual behaviour and

career choices

▪ Use action learning methodology to explore CVs, grow in awareness of

recruitment processes and enhance interview performance

▪ To consider how best to navigate the system and manage career

progression

How we work together today

▪ Be ‘self-managing‘ – in the best sense of the term!

▪ High challenge – both of self and others – be

open!!

▪ Readiness to change and a commitment to do

what you say you’re going t to do

▪ Take yourself seriously – it’s going to be

DYNAMIC WORK!

Resilience

What is resilience ?

▪ “Resilience is a process of adapting well in the face of adversity,

trauma, threats or even significant sources of stress” American Psychological Association

▪ (being resilient does not mean we do not feel stress, pain,

sadness – the road to building resilience can be strewn with

emotional distress)

▪ “ Resilience is not only about overcoming, it is also about the

ability to enhance the positive aspects of our lives. …. A Shatte “the Resilience Factor”

Why Resilience matters

Increasing resilience is one strategy for overcoming much of life’s calamities

and trials

▪ Makes it possible to turn trials into triumphs

▪ To grow, extend and change in directions that open new avenues

▪ Cast off harsh self image and others unfair perspective

It is a key capability to ‘overcoming’, breaking through systemic and social

barriers to success

▪ Resilient people are more tenacious - confound conventional wisdom - take chances , embrace life

▪ Better able to ‘think outside the box’

▪ Creative in achieving goals in spite of environmental barriers

A tool for ‘bouncing back’ from difficult experiences, trauma, loss, life

challenges

Understanding resilience

Amygdala Hijack

Watching for it in inappropriate situations, enhancing self

awareness to enhance management & control▪ The amygdala – is located above the brain stem - one half on each side of the

brain. Its primary role is the service of emotions - generates emotions, stores emotional memories, provides emotional meaning

▪ The amygdala – makes it possible to experience joy, sorrow, fear, rage , passion

▪ When our emotions totally override the ‘thinking ‘ part ie cognitive - we react to how we feel rather than think - responding to the rage we feel, the fear, anger, the joy, the excitement ---our response happens really quickly eg road / air rage , fly off the handle , loose it despite planned intentions to stay calm

▪ We let the richer information , important and detailed facts get side stepped in an emotional reaction

▪ Interventions , strategies needed – to manage extreme emotional provocation, stimuli to shift out of Amygdala mode to rational thinking mode - resilient thinking a tool to assist

Thriving

‘STEP UP’

Resilience

‘BOUNCE

UP’

Succumb

‘GIVE UP’

Diminished

‘PUT UP’

Disruption(Overwhelmed)

Flourishin

g

Focused,

Flexible,

Flowing

Floundering

Failure

Homeostasis

Stressful

Situations

Thinking traps - you are most vulnerable to?

Thinking trap Resilient strategies

Jumping to conclusions – thinking errors

from making assumptions without relevant

data

Gather more information, delay action, think

back

Tunnel Vision – sampling not taking in

whole picture, selective noticing i.e. the

negatives, miss the peripherals, blind sided,

screen in data consistent with our beliefs

Strategies to broaden radar ie scanning

more widely for unexpected data ie

observing, noticing. Being more curious

Magnifying and Minimising – extreme

pessimists and optimists listen to the stories

you tell, and over and under valuing takes

place.

Take stock of the situation, appraise it

accurately – use others to help balance

perspective & focus

Aaron Beck – father of cognitive therapy



Personalizing – tendency to attribute

problems to one’s own doing. See internal

causes & ignore external skewing

assessment

Consider the whole causal bag, identify

behaviours/mindset that you can alter, skills

to build to succeed next time shift

conclusions/reframe ‘I failed on this one but

I’m not a failure … so can practice and do

better next time ‘

Externalising – flip side of personalising ,

also skewed assessment of situation.

Problems seen rarely as your fault, self

protecting, blame oriented. Fail to identify

areas for growth

Gather self data increase self awareness

and act on development gaps




Overgeneralising – eg assassinate

own/others character by attributing

momentary lapse to serious personal

character flaws

Ask – is there a behaviour in here causing

the problem that can be addressed – mine

or another’s

Mind reading – leads to making

assumptions, projections, jumping to

conclusions that may be inaccurate and

behaviour/reaction that frustrate success.

we expect others to know how we feel /think

and respond – they are not mind readers

Ask, communicate how you feel , are , think,

feedback observations to check out what,

why others are behaving, acting rather than

risk interpreting inaccurately

Emotional reasoning – inaccurate

attributing of emotion ie euphoria at end of

presentation attributed to good performance

when really due to relief from heightened

anxiety

Self honesty & reflection that informs action

and growth


Resilience - capability that can be developed

▪ The good news is that Resilience can be grown and developed – its not

genetically fixed, you can boost your level of resilience

▪ “Resilience involves behaviours, thoughts and actions that can be

learned and developed in anyone …”A Shatte “the Resilience Factor”

▪ Some are just better are drawing on the inner and external resources to

develop strategies that increase resilience

▪ enable to deal with setbacks

▪ Embrace challenge not shirk

▪ We may be more resilient in some areas than others

▪ Most of us get no or very little coaching in ‘how to handle adversity’ -

though some are born into tough environments that require the development of

resilience very early, many others however have to learn it along life way - with

practice, we can

Resilience – Critical capability to have

▪ To profoundly change how well we handle set backs, blocks and failure

▪ To affect how able we are to take risk, approach challenges

▪ To think keenly when embroiled in conflict - negotiate and strategise

effectively

▪ To listen to our inner voice/ thought to ensure they shore us up not drain

▪ To handle the stressful times of life, to bounce back and grow

▪ To make tough decisions in moments of chaos

▪ To stay ‘on course’ in spite of derailing

▪ To flourish not simply minimise damage - be more productive, excited ,

energised in life

▪ To negate impact of inaccurate thinking - non resilient thinking - leads to

holding inaccurate/limiting beliefs , leads to unproductive approaches and

solutions

Identify the adversities that are most

challenging to you ?

Activity 1 (A)

▪ What are the adversities you really battle with

▪ In work

▪ In life

▪ Select at least 2

▪ Typically how do you handle, respond

▪ What impact on outcomes /consequences ie on emotions and behaviour

Activity 2 (B and C)

▪ What

▪ is your thinking style

▪ are the ‘in the moment beliefs’ directing how handle the situation

▪ what you say to yourself when confronted with that adversity ( ticker tape messages )

▪ What ‘Thinking traps ‘

▪ What strategies and approaches would help build greater Resilience

ADVERSITY, BELIEFS, CONSEQUENCES (ABC)

Leadership Theories

1. Trait Theories

2. Behavioral Theories

3. Contingency or Situational Theories

4. Power and Influence Theories

Some Leadership Theories

Since the early 20th century, 4 main groups of theories have emerged.

1. Trait Theories – What Type of Person Makes a Good Leader?

Trait theories argue that effective leaders share a number of common

personality characteristics, or "traits”. However, none of these traits, nor

any specific combination of them, will guarantee success as a leader.

2. Behavioural Theories – What Does a Good Leader Do?

Behavioural theories focus on how leaders behave. For instance, do

leaders dictate what needs to be done and expect cooperation? Or do they

involve their teams in decision-making to encourage acceptance and

support?

Some skills and traits to develop

7 Factors of resilience▪ Emotion regulation – ability to stay calm under pressure, self regulate

▪ Impulse control – ability to delay gratification now for longer term gain

▪ Causal analysis – ability to accurately identify the causes of your problems, thus avoid

making same mistakes again

▪ Empathy – key navigation skills, how well you are able to read other people psychological

and emotional states i.e. interpreting accurately non verbals

▪ Self Efficacy – response to challenge is faith in your ability to succeed, not broadcasting

self doubt

▪ Realistic Optimism – believe that things can change for better, have hope for future,

motivates to search for solutions to improve situation

▪ Reaching out – to others, not fearful to risk engaging more deeply with others or to

develop intimacy, not failing to act

Andrew Shatte research

Personal Branding

Personal branding is about

packaging of self. It is less

about developing skills and

making oneself a valuable

asset and more about

being perceived in a way

that is desirable by people

you want to desire you

There are loads of books

written about it. Here are

two:

▪ If you want to get ahead, don’t wait for a fairy godmother or

father.

▪ Get working.

▪ Take responsibility

▪ Your branding is part of your professional practice & has a

direct impact on your effectiveness – so devote time to it!

If you don’t brand yourself – OTHERS WILL

Be Proactive

Brand association

Action Centred Leadership

▪ Short term:

▪ Need to get a job

▪ Long term

▪ Need to have a great life and a great career

You need people to know about you

▪ You need to become and tell a story about you that helps

you be the person that you want to be

▪ If you want to get ahead, don’t wait for a fairy godmother or father.

▪ Get working.

▪ Take responsibility

▪ Your branding is part of your professional practice & has a direct impact

on your effectiveness – so devote time to it!

If you don’t brand yourself – OTHERS WILL

Be Proactive

Branding activity

Personal Branding consists of three elements:

▪ What you stand for

▪ What makes you stand out

▪ What makes you compelling

ActivityJot down on a piece of paper your response to these

questions:

▪ What you stand for?▪ What’s important to you you in your life & professional practice

▪ What makes you stand out?▪ What’s different, special about you?

▪ What makes you compelling?▪ Why should the people that you want to want you find you a

compelling proposition?

Career Anchors - Overview

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• Career Anchors help people uncover their real values and use them to make better career choices.

• Career Anchors - include talents, motives, values and attitudes which give stability and direction to a person’s career – it is the ‘motivator’ or ‘driver’ of that person.

• People select a career for all the wrong reasons and find their workplace incompatible with their true values. This results in feelings of unrest and discontent and in lost productivity.

• Career anchors help people avoid these problems and is the one element in your self-concept that you will not give up, even in the face of difficult choices.

Career Anchors – Themes

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• Schein identified 8 career anchor themes that enable people to recognize their preferences for certain areas in their job.

• For example a person with a primary theme of Security/Stability will seek secure & stable employment over, say, employment that is challenging & riskier.

• Understanding your preference will help you plan your career in a way that is most satisfying to you. People will be more fulfilled in their careers if they can acknowledge their career anchors.

• People tend to stay anchored in one area & their career will echo this in many ways.

Stages of a Career

• Pre-career choosing of a field and educational preparation

• Formalized training

• Entry into the occupation

• Learning, apprenticeship and socialization

• Full use one’s talent (licensure, tenure, etc.)

• Productive employment

• Becoming a leader

• Disengagement, retirement

The 8 Career Anchors

Technical/Functional Competence

– Are “turned on” by the exercise of their talents and the satisfaction of knowing they are experts

– Build a sense of identity around the content of their work

– Preferred type of work – must be challenging to them and test their abilities and skill or it will become boring

– Administrative and managerial work are tolerated as long as it enables them to get the job done

– Rewards – typically want to be paid for their skill


General Managerial Competence

– Management, per se, interests them

– View specialization as a trap

– Motivated by advancement up the corporate ladder, contributions to success of the organization, high income

– Requires analytical, interpersonal/group and emotional competence

– Work is valued based upon its importance to the success of the organization

– Identity rests on having an organization to manage

– Rewards – seek promotion, greater responsibility


Autonomy/Independence

– Overriding need to do things their own way, at their own pace, against their own standards

– Find organizational life to be restrictive, irrational and intrusive

– Gravitate toward autonomous professions

– Enjoys clearly defined goals, but not defined method of accomplishing them

– Terrified of “Golden Handcuffs”

– Promotion/Reward = more autonomy


Security/Stability

– Organize one’s career so he/she feels safe and secure.

– Seek jobs in organizations that provide tenure, avoid layoff, good retirement plans, etc.

– Welcome the “Golden Handcuffs”

– Give job/career responsibility to their employers and identify with their employers

– Rewards = consistent and steady, seniority based


Entrepreneurial Creativity

– Overriding need to do create a venture of their own = new organization, new products an services.

– Career fulfillment is premised on creating a venture closely identified with her own efforts.

– Will sacrifice autonomy and stability for this opportunity

– Rewards = ownership, accumulation of wealth


Service/Dedication to a Cause

– Focused more on values than talents or competence. Desire to improve the world in some way.

– Helping professions.

– Want work that lets them influence their employing organization in the direction of their values.

– Rewards = external equity, fair pay


Pure Challenge

– Prove over and over that they can conquer anything

– Success is defined as overcoming impossible obstacles, solving the unsolvable, winning out over opponents.

– Can be very competitive – “naval warrior”

– Reward = constant opportunity for self-tests.


Lifestyle

– Seeks balance between career and their total lifestyle.

– Seek flexibility in their career choices

– Prefer to work for organization with flexible attitude toward family and flexibility

– Typically will not more geographically if it conflicts with lifestyle demands

Common Questions

• Are there other anchors?

– Generally everyone has a “true” anchor, but each person is unique.

– No need to force yourself into one anchor

– Important issue is to determine the one thing you would not give up

• Can you have more than one career anchor?

– Generally people have only one, but your particular career/position may allow you to operate in or fulfill other anchors

Common Questions

• Do anchors change?

– Generally anchors do not change

– Major midlife career changes may be an attempt to actualize what the person’s career anchor was all along

• Can one have more than one anchor?

– No. Career anchor is defined as “the one thing a person would not give up if forced to make a choice.”

– If no anchor emerges clearly for you, another possibility is that you have not had enough life experiences to develop priorities that determine how to make those choices.

Co- Coaching

• In pairs, ask the following questions:

1. Where have you scored highest, and does that resonate?

• 2. What does that mean for your long term future/ career aspirations?

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Career Anchor Categories Traits

Technical/functional

competence

This kind of person likes being good at something and will work to become

a guru or expert

They like to be challenged and then use their skills to meet the challenge,

doing the job properly and better than almost anyone else

Managerial competence These people want to be managers

They like problem-solving and dealing with other people

They thrive on responsibility

To be successful, they also need emotional competence

Autonomy/independence These people have a primary need to work under their own rules and

'steam’

They avoid standards and prefer to work alone

Security/stability These people seek stability and continuity as a primary factor of their lives

They avoid risk and are generally ‘lifers’ in their job


Entrepreneurial creativity These people like to invent things, be creative and most of all to run their

own businesses

They differ from those who seek autonomy in that they will share the

workload

They find ownership very important, get bored easily and Wealth is a sign

of success

Service/dedication to a

cause

Service-orientated people are driven more by how they can help other

people than by using their talents

May work in public services or in areas such as HR

Pure challenge People driven by challenge seek constant stimulation and difficult

problems that they can tackle

Such people will change jobs when the current one gets boring, and their

career can be varied

Lifestyle Those focused on lifestyle look at whole pattern of living; rather than

balance work and life; they integrate the two

They may even take long periods of time off work in which to indulge in

passions such as travelling

Co- Coaching

In pairs, ask the following questions:

1. Where have you scored highest, and does

that resonate?

2. What does that mean for your long term

future/ career aspirations?

50


Technical/functional competence This kind of person likes being good at something and will work to become a guru or expert

They like to be challenged and then use their skills to meet the challenge, doing the job properly and better than almost anyone else

Managerial competence These people want to be managers

They like problem-solving and dealing with other people

They thrive on responsibilityTo be successful, they also need emotional competence

Autonomy/independence These people have a primary need to work under their own rules and 'steam’

They avoid standards and prefer to work alone

Security/stability These people seek stability and continuity as a primary factor of their lives

They avoid risk and are generally ‘lifers’ in their job

51


Entrepreneurial creativity These people like to invent things, be creative and most of

all to run their own businesses

They differ from those who seek autonomy in that they will

share the workload

They find ownership very important, get bored easily and

Wealth is a sign of success

Service/dedication to a cause Service-orientated people are driven more by how they can

help other people than by using their talents

May work in public services or in areas such as HR

Pure challenge People driven by challenge seek constant stimulation and

difficult problems that they can tackle

Such people will change jobs when the current one gets

boring, and their career can be varied

Lifestyle Those focused on lifestyle look at whole pattern of living;

rather than balance work and life; they integrate the two

They may even take long periods of time off work in which to

indulge in passions such as travelling

Realising my PotentialWhat is potential?

▪ Latent qualities or abilities that may be developed and lead to future

success or usefulness

▪ Having or showing the capacity to develop into something in the future

▪ Capable of being but not yet in existence

Realising my PotentialHow do I develop it?

▪ “The trouble with many career plans is that they are based on the

way things are now. To be successful, your personal plans must

be based on what you want, not what you have…We all have great

potential inside us to do many things that you would have never

thought possible”

Nido Quebin

▪ “But it must be based on something you’re ‘passionate’ about…

“Those who build their life around their passion will more than

likely accomplish success”

Richard Branson

How do I define success?

- key questions

▪ What does the word success mean to me in relation to my career?

▪ What am I really passionate about – or at the very least ‘really

interested in’?

▪ What potential do I see inside me and what have others told me about

my potential in the past?

▪ - Think about your full potential, not just in terms of where you are

today…

The Recruitment Process

Review of Job

VACANCY

Advert

Search/Head Hunting Process

Receipt of Application

Assessment Centre/Other Pre-interview Tests

Longlisting

Interview

Offer of Job

Recruitment firm make 1:1 contact



You may wish to contact firm

What qualities are modern

recruiters looking for?

▪ Attitude, behaviour, personal qualities

▪ ‘Organisational fit’

▪ Experience, skills and ability to make the difference

▪ Motivation to work for the organisation

▪ Identification of your ‘uniqueness’

Contact with Recruitment firms

▪ It is generally useful to make contact when interested in

their position, but think carefully about the information you

need beforehand

▪ Recruitment firms are there to provide support and you

should be able to ask them ‘anything’. Get as much

information as possible, but be sensible. Remember – you

are potentially being assessed

Contact with Recruitment firms

▪ Once the process begins – e.g. application/CV is sent in,

contact initiated by you should only be about the process.

Avoid the temptation to ask them about the number/quality

of other candidates, or commenting in an informal nature

on your views of the organisation

▪ If the firms don’t know you – get to know them, send them

your CV and meet with them outside of the recruitment

process

The Assessment Centre

▪ The Assessment Centre is designed to maximise the range

and depth of evidence made available on each candidate

▪ Provides a more comprehensive assessment of the

candidate than the traditional selection interview

▪ It enhances the selector’s ability to make a more accurate

assessment of the candidate’s capability in relation to the

post

The Assessment Centre

The best thing about an assessment centre is that no one part

of the day is taken in isolation. So if you mess up one

exercise, forget it and move on. If you do brilliantly in all

others, the employer will probably allow it

Nobody is perfect

Assessment CentreExercises – some examples

▪ Group discussion

▪ In-tray exercise

▪ Strategic management thinking exercise

▪ Case study

▪ One to one interviews

▪ Psychometric tests

Preparing for the interview

▪ Related work experience

▪ Reason for changing jobs

▪ Why you applied for this job or what you can offer to this

post

▪ Consider the job description/job requirements

▪ Practice beforehand

▪ Think about questions for the interview

▪ Know your skills and abilities

▪ Know your strengths and weaknesses

Themes that are often explored at

interview – senior level roles

Before you go to an interview, think of some good

examples of :

▪ Communication

▪ Decision-making

▪ Planning and organisational skills

▪ Financial/budgetary management skills

▪ Work in politically sensitive environments

▪ Managing complexity

Tips when involved in

Group Exercises

Your interpersonal skills are key…so be:

▪ Diplomatic

▪ Supportive

▪ Challenge & support

▪ Involved

▪ Involve others

▪ Problem solver/solution orientated

What is psychometric testing?

Psychometric testing falls into two main types:

▪ Ability testing

measures your potential to learn the skills needed for a new

job.

▪ Aptitude tests

Also known as cognitive, ability or intelligence tests. Tests

your critical reasoning skills

Personality testing

Questions focus on a variety of personality aspects

such as:

▪ How you relate to other people

▪ Your work style

▪ Your ability to deal with emotions (your own and other

people's)

▪ Your motivation, determination and general outlook

▪ Your ability to handle stressful situations

How should I answer the questions?

Many employers want candidates with a balance of

personal qualities: i.e.

▪ ability to get on with people

▪ take charge and organise

▪ being focused on achievement

Don't try and second guess the answers just be yourself

Presentations

▪ You'll be asked to talk through a particular topic in a

clear and structured way

▪ You may be offered equipment (e.g. an overhead

projector or PowerPoint). If you are, then you are

expected to present a more professional presentation

Presentations tips

▪ Practice presenting to people that you know will be

positive to you

▪ Get them to give you feedback and help you improve.

This will help you feel more comfortable when you

have to present to other people

After the interview

On the way home, try to think objectively about

the Interview:▪ How would you have rated your performance if you were the interviewer?

▪ What could you have done differently or better?

▪ Did you feel as well prepared as you could be?

If you don't get the job, learn from the experience and use it to improve your

future performance.

Most employers are willing to give feedback; this will help you at your next

interview.

After the interview

▪ May have to wait to know the outcome

▪ If you get the job – well done!

▪ If you don’t – seek feedback

▪ Don’t necessarily take failure personally

▪ What should you do if you feel the decision was unfair e.g.

based on your race?

Self Awareness

Be the change

you want to be

Taking Leadership of

our Learning

▪ What two actions can I take after today that will build on the models we

have discussed and the conversations I have had?

▪ How will I know I am making progress?

▪ What impact will those actions have for me, my team, the organisation?

Next Steps and Action

Planning

▪ In taking leadership of my learning, between now and Learning Network

4, I commit to…

▪ (SMART objective)

Your Between Module

Challenge…

▪ Research and Apply for Dream Job

▪ Prepare presentation on your project and achievements

▪ Focus on your objectives, be prepared to report back!

Thank you

resilience, transformational personal branding and

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