strategic, competitive professional development: an overview
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Presentation at 2011 STC Summit.TRANSCRIPT
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
(c) 1996-2011 Andrea L. Ames 4
IS ADVANCEMENT DEAD?
(c) 1996-2011 Andrea L. Ames 5
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?”
(c) 1996-2011 Andrea L. Ames 6
Are you a commodity? Or a strategic contributor?
(c) 1996-2011 Andrea L. Ames 7
Commodity
Communicator
Leadership Attributes
Valu
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Use
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tom
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thus
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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
(c) 1996-2011 Andrea L. Ames 8
“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
(c) 1996-2011 Andrea L. Ames 9
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
(c) 1996-2011 Andrea L. Ames 11
DEVELOPING YOUR PROFESSIONALISM
(c) 1996-2011 Andrea L. Ames 12
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
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 27
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
(c) 1996-2011 Andrea L. Ames 33
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
BACKUPDetails of Goleman’s Emotional Intelligence model
(c) 1996-2011 Andrea L. Ames 37
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.)
Definition Hallmarks
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.)
Definition Hallmarks
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
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 42
Know, manage, and lead yourself Seven habits Emotional intelligence Attitude 360-degree leadership
(c) 1996-2011 Andrea L. Ames 43
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 44
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
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 47
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
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 50
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
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 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”
(c) 1996-2011 Andrea L. Ames 57
The “four modes”
(c) 1996-2011 Andrea L. Ames 58
Commodity
Communicator
Leadership Attributes
Valu
e to
Use
r/Cus
tom
er —
thus
to C
ompa
ny/C
lient
High ValueHigh LeadershipHigh Challenge
© 1995-2003 Andrea L. Ames/Ucentrics
Profit Maker
StrategicContri-butor
Commodity
(c) 1996-2011 Andrea L. Ames 59
Cheap Writers in low-
cost-of-living areas are even cheaper
Deliverables are formulaic “documentation”
Nearly clerical Oh, and…
“anyone can write”
Commodity
Communicator
Leadership Attributes
Valu
e to
Use
r/Cus
tom
er —
thus
to C
ompa
ny/C
lient
High ValueHigh LeadershipHigh Challenge
© 1995-2003 Andrea L. Ames/Ucentrics
Profit Maker
StrategicContri-butor
Communicator
(c) 1996-2011 Andrea L. Ames 60
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
Communicator
Leadership Attributes
Valu
e to
Use
r/Cus
tom
er —
thus
to C
ompa
ny/C
lient
High ValueHigh LeadershipHigh Challenge
© 1995-2003 Andrea L. Ames/Ucentrics
Profit Maker
StrategicContri-butor
Profit maker
(c) 1996-2011 Andrea L. Ames 61
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
Communicator
Leadership Attributes
Valu
e to
Use
r/Cus
tom
er —
thus
to C
ompa
ny/C
lient
High ValueHigh LeadershipHigh Challenge
© 1995-2003 Andrea L. Ames/Ucentrics
Profit Maker
StrategicContri-butor
Strategic Contributor
(c) 1996-2011 Andrea L. Ames 62
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
Leadership Attributes
Valu
e to
Use
r/Cus
tom
er —
thus
to C
ompa
ny/C
lient
High ValueHigh LeadershipHigh Challenge
© 1995-2003 Andrea L. Ames/Ucentrics
Profit Maker
StrategicContri-butor