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Position Yourself for Success Using The Four Stages® of Contribution

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Presentation on theme: "Position Yourself for Success Using The Four Stages® of Contribution"— Presentation transcript:

1 Position Yourself for Success Using The Four Stages® of Contribution
Increase Your Impact, Influence and Value Jan Thibodeau, ABC

2 Who We Are Novations is a Talent Development firm. We enhance organizational performance by creating environments of continuous learning and development for our clients. We provide consulting, training, and measurement services, with expertise in broadening Diversity increasing Engagement optimizing Development

3 The Four Stages® of Contribution
3 3 NOVATIONS GROUP, INC. NOVATIONS GROUP, INC.

4 Our Goal Provide research-based guidelines for increasing your impact and influence to help you stay valuable in your current role and position you favorably for the next.

5 1 2 3 4 5 6 Agenda Brief research background
The Four Stages® of Contribution Model 3 Case studies 4 Implications for your career 5 Four Stages Profile 6 Q&A

6 Research Background Gene Dalton and Paul Thompson began their research at Harvard University in the late 1960’s Two major research studies done at Harvard : Engineering obsolescence (age & performance over time) : Expanding on above; origin of Four Stages model Dalton and Thompson moved to BYU to continue their work 1986: Qualitative study published around employee career needs and organizational support Novations has continued the Four Stages research

7 The Research Behind the Four Stages
Original Research 70 65 60 55 50 Mean Performance Ratings- %ile Rankings 45 Job Assignments: 1.Visible 2. Important 3. Complex 40 35 30 25 20 21 to 25 26 to 30 31 to 35 36 to 40 41 to 45 46 to 50 51 to 55 By Age Group

8 It’s not necessarily about climbing the pyramid anymore
Flatter Leaner Less hierarchical

9 Four Stages of Contribution:
It’s About Increasing Influence and Impact Influence 4 3 This research-based model describes how all employees, regardless of position, can increase their impact and contribution. 2 Perspective 1 Complexity Impact 9

10 Characteristics of the Four Stages®
Contributing Dependently Contributing Independently Contributing Through Others Contributing Strategically Stage 1 Stage 2 Stage 3 Stage 4

11 Characteristics of the Four Stages®
Contributing Dependently Contributing Independently Contributing Through Others Contributing Strategically Willingly accepts supervision Demonstrates success on a portion of a larger project or task Masters basic and routine tasks Shows “directed” creativity and initiative Performs well under time and budget pressure Learns how “we” do things What kind of work might someone in Stage 1 be doing in your communications department? Update the data base Collect information for or researching an article for the intranet Write a press release with supervision How long can a new person in your communications department stay at Stage 1? Stage 1

12 Characteristics of the Four Stages®
Contributing Dependently Contributing Independently Contributing Through Others Contributing Strategically Willingly accepts supervision Demonstrates success on a portion of a larger project or task Masters basic and routine tasks Shows “directed” creativity and initiative Performs well under time and budget pressure Learns how “we” do things Assumes responsibility for definable projects Relies less on supervision; works independently and produces significant results Increases in technical expertise and ability Develops credibility and a reputation Builds a strong internal network of relationships What kind of work might someone in Stage 2 be doing in your communications department? Write articles for online media Develop story pitches and promote to target media Act as editor of print publication How long can a person in your communications department stay at Stage 2? Stage 1 Stage 2

13 Characteristics of the Four Stages®
Contributing Dependently Contributing Independently Contributing Through Others Contributing Strategically Willingly accepts supervision Demonstrates success on a portion of a larger project or task Masters basic and routine tasks Shows “directed” creativity and initiative Performs well under time and budget pressure Learns how “we” do things Assumes responsibility for definable projects Relies less on supervision; works independently and produces significant results Increases in technical expertise and ability Develops credibility and a reputation Builds a strong internal network of relationships Increases in technical breadth Develops broad business perspective Stimulates others through ideas and knowledge Involved as a manager, mentor, or idea leader in developing others Represents the organization effectively to clients and external groups Builds a strong internal & external network Manage intranet content across the organization Advise and consult on communication best practices across functional lines Manage communications staff of six Stage 1 Stage 2 Stage 3

14 Characteristics of the Four Stages®
Contributing Dependently Contributing Independently Contributing Through Others Contributing Strategically Willingly accepts supervision Demonstrates success on a portion of a larger project or task Masters basic and routine tasks Shows “directed” creativity and initiative Performs well under time and budget pressure Learns how “we” do things Assumes responsibility for definable projects Relies less on supervision; works independently and produces significant results Increases in technical expertise and ability Develops credibility and a reputation Builds a strong internal network of relationships Increases in technical breadth Develops broad business perspective Stimulates others through ideas and knowledge Involved as a manager, mentor, or idea leader in developing others Represents the organization effectively to clients and external groups Builds a strong internal & external network Provides direction to the organization Defines/drives critical business opportunities and needs Exercises power responsibly Obtains essential resources Sponsors promising individuals to prepare them for leadership roles Represents the organization on critical strategic issues Stage 1 Stage 2 Stage 3 VALUE Stage 4

15 Stage/Role Misalignments
CONTRIBUTING INDEPENDENTLY CONTRIBUTING THROUGH OTHERS CONTRIBUTING STRATEGICALLY Asks permission on routine or small decisions Shows little confidence in his/her judgment Still can’t clear jam in copy machine Very busy Important leadership work never gets done Spends time doing hands-on work Views questions as interruptions Fixes mistakes rather than teaching Majors in minors Chases in too many directions Overly loyal to a function Talks more than listens Short-term focus rather than long-term view Delegates too much or is overly controlling

16 The Four Stages® of Contribution Model: Key Dimensions
CONTRIBUTING DEPENDENTLY Building Credibility/ Learning Helper, Learner Recognizing need for Dependence Support to Others, Building Credibility STAGE 1 CONTRIBUTING INDEPENDENTLY Establishing and Applying Expertise Individual Contributor, Specialist Accepting Independence Individual Capability, Subject Matter STAGE 2 CONTRIBUTING THROUGH OTHERS Guiding, Coordinating, Developing Others Coach, Mentor, Idea leader, Internal Consultant, Project Leader Accepting Responsibility (formal or informal) for Others’ efforts Relationships, Networks, and Technical Breadth STAGE 3 CONTRIBUTING STRATEGICALLY Shaping Organizational Direction Sponsor, Innovator, Business Leader Holistic View of Business Making Tough Choices Establishing Priorities, Broad Impact & Influence STAGE 4 Performance Expectation Primary Role Major Transition Issue Leverage FORMAL OR INFORMAL LEADERSHIP

17 The Four Stages® of Contribution Model: Key Dimensions
CONTRIBUTING DEPENDENTLY Building Credibility/ Learning Helper, Learner Recognizing need for Dependence Support to Others, Building Credibility STAGE 1 CONTRIBUTING INDEPENDENTLY Establishing and Applying Expertise Individual Contributor, Specialist Accepting Independence Individual Capability, Subject Matter STAGE 2 CONTRIBUTING THROUGH OTHERS Guiding, Coordinating, Developing Others Coach, Mentor, Idea leader, Internal Consultant, Project Leader Accepting Responsibility (formal or informal) for Others’ efforts Relationships, Networks, and Technical Breadth STAGE 3 CONTRIBUTING STRATEGICALLY Shaping Organizational Direction Sponsor, Innovator, Business Leader Holistic View of Business Making Tough Choices Establishing Priorities, Broad Impact & Influence STAGE 4 Performance Expectation Primary Role Major Transition Issue Leverage Trust FORMAL OR INFORMAL LEADERSHIP

18 Key Points The Four Stages describe the functions that are vital for an organization to survive and grow Movement through the stages is not automatic It takes behavior change and psychological shifts to move between the stages Your stage is not defined by your job title You may be in more than one stage at any one time Job assignments are key to moving through the stages

19 Mini Case Studies Read each case study
Determine the stage(s) of the person in the case Look at behavior, not necessarily job title or position

20 George has held a PR Manager position in a mid-size company for the past five years. He has two staff people. George always meets deadlines and produces quality work. While his performance from a technical perspective is good, he tends to do most of the work himself. He gives routine tasks to his team and rarely holds brainstorming meetings to solicit ideas on new projects. Recently, George was asked to give a presentation on a crisis communication plan for the company. He became flustered when the COO asked him for industry examples of best practice crisis communication and the risks of not having an adequate plan. Instead of answering the questions or promoting a discussion among the company leaders at the meeting, George brought the discussion back to the points on the slide, which detailed how he would deal with the media. In this example, in which stage is George behaving? Stage 1 Stage 2 Stage 3 Stage 4

21 The Stage 2 Manager Dilemma
Contribution to the Organization 65 70th 60th Average Percentile Ranking 50th 40th 34 30th 21 17 20th Stage 1 Stage 2 Stage 2 Manager Stage 3

22 Susanna is a new Director of Marketing Communications for a large technology company. She came from a pharmaceutical company where she held a similar position. Although she brings marcom expertise that will help the company’s newest product gain rapid entry into the market, she has limited experience in the technology industry. Susanna spends her first few weeks meeting with the leadership team and product managers in order to understand the business, its products and the possible barriers she might need to overcome to be successful. She also learns how to use the company IT programs and gets to know her staff. During her first few weeks, in which stage is Susanna spending most of her time? Stage 1 Stage 2 Stage 3 Stage 4

23 Sometimes RECYCLING is Necessary
Change in Technical Knowledge/Ability Recycle Time High New Career Years New Company Months New Job/Placement Weeks Low (Degree of Change)

24 Maria has been a writer in the Corporate Communications department for three years. When asked if she would like to serve on a committee to run a company-wide Health Fair, Maria volunteers to lead the project. She recruits employees from all over the company to help. She organizes team leaders for different activities and makes sure they perform. Following a successful Health Fair, she arranges a recognition reception, where the VP of Human Resources acknowledges the volunteers for their work. On this project, in which stage is Maria performing? Stage 1 Stage 2 Stage 3 Stage 4

25 Implications for Your Career
If you want to remain a top contributor, you have to change the way you contribute over the course of your career 1 2 3 4

26 Internal or External Consulting
DEPENDENTLY Dependent on a set of tools or techniques Looks for problems where they can apply these tools Dependent on client (external or internal) to set the direction of the project STAGE 1 STRATEGICALLY Helps clients explore whether there is a systemic/strategic problem and/or implication Advises on strategic implications Makes decisions that affect the organizational direction Represents the organization to the wider business community or industry STAGE 4 THROUGH OTHERS Helps clients explore whether they are working on the right problem Applies broader business perspective to the problem or situation May lead/manage a team Uses whichever tools are needed Leverages internal or external network and resources STAGE 3 INDEPENDENTLY Exercises sophisticated listening & questioning skills Focuses on the solution to the problem using whichever tools are needed May work independently or on a team to accomplish the work and/or produce deliverables STAGE 2

27 1 2 3 4 Relationships Tasks Perspective A Novation is…
Dependent Independent Interdependent Tasks Basic, routine More complex, ambiguous Perspective Narrow Technical Short-term Broad More strategic Long-term

28 The Way You May Think It Works
4 3 2 1

29 Novations Between Stages
The Way It Really Works Novations Between Stages 24 months+ 12-18 months+ 10-20 years+? 3-6 months 20 years+? 5 years minimum? 8-10 years? 15 years maximum? 1 year? 1 2 3 4

30 How do you novate to the next stage?
Be positive about learning, growth and change Be inquisitive Get others’ help when needed Seek challenging work Seek feedback and use it Deliver under pressure Attend to the detail and quality of your work Seek visible, important and complex job assignments Manage independence well; honor commitments & keep others informed Establish solid technical roots and a reputation for high level of competence Be a strong colleague & team player Go beyond original area of expertise Develop people through training, assignments and coaching Understand business drivers and implications Build strong network of internal and industry relationships Let go of some “Stage 2” type activities; let others be recognized as experts Find ways to influence the organization or a major part of the organization Obtain essential resources Represent the company to external stakeholders Become a “thought leader” in the industry Sponsor promising people for key future roles

31 Focus on All Three Types of Skills & Expertise
Technical: build your knowledge and skills to be effective on the job. Relational: build a strong support network of relationships based on trust and mutual respect. Influential: expand your ability to inspire, shape or affect people and situations.

32 Four Stages Profile – Online Assessment Tool
Personalized Stage Profile – online and print Information on coaching and networking opportunities Tips on how to avoid career setbacks Influence Perspective Impact Complexity 1 2 3 4 Articles.asp?ID=132

33 1 2 3 4 5 6 Agenda Brief research background
The Four Stages® of Contribution Model 3 Case studies 4 Implications for your career 5 Four Stages Profile 6 Q&A

34 Questions & Answers ? ? ? Jan Thibodeau Novations
Profile: m/Articles.asp?ID=132 34 NOVATIONS GROUP, INC.


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