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The Academy for Leadership and Development The Academy for Advanced Leadership and Development www.chairacademy.com.

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Presentation on theme: "The Academy for Leadership and Development The Academy for Advanced Leadership and Development www.chairacademy.com."— Presentation transcript:

1 The Academy for Leadership and Development The Academy for Advanced Leadership and Development

2  Mapping Your Career  Exploring Why It Matters  Identify Peaks and Valleys  Managing Your Career  Mentors who matter  Making the Most of Opportunity  Serving, Learning  Developing Others

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4  Take 15—Create a Career Mind Map  Outline your career  Highlight key events  Identify turning points  Single out mentors  Isolate any Ah Ha moments  What got you to here?  Take 5 and Pair Share

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6 Would you rather reach back and fix something in your past or be given the opportunity to reach forward and achieve something in the future?

7 o Moving Forward o Learning to Serve o Gaining Knowledge o Reaching Out o Teaming Up o Opening Your World o Plan of Action Ken Blanchard and Mark Miller “Growing for as leader is like oxygen to a deep sea diver; without it you die. Unlike the diver you may not physically die—but if you stop growing, your influence will erode; and over time, you can even lose the opportunity to lead at all.”

8 ISSUEKEY QUESTIONIMPACT StrengthsWhat are you good at?Channel your energy most productively. WorkWhat ways do you work best? Alone? Team? Gain synergy; position self and team for success. ValuesWhat matters most to me? Align inner self with outer world. FitWhere do I belong?Right person, wrong place. Picking your seat on the bus. ContributionHow can I make the greatest difference? What you do may matter as much as how you do it.

9  The power of vision — awaken the genius within you.  The power of thought — we become what we think.  The power of influence — service above self.  The power of reciprocity —we reap what we sow.

10 1. We are subject the physical and spiritual laws of the universe — pick the right yardstick. 2. Plant, cultivate, INVEST for results. 3. Stay grounded in your broader life’s purpose. 4. Stay focused and in control of your circumstances. 5. Words have meaning, choices have consequences.

11  Three vital questions?  How can I ensure I will be or will remain happy in my career?  How can I be sure that my relationships will become and/or remain an enduring source of happiness?  How can I ensure I stay out of jail? Posed by Clayton Christensen to aspiring MBA students at HBS.

12  Five Essential Elements  Career Well Being — Only 20% say yes to: Do You Like what you do each day?  Social Well Being — Our best and possibly worst moments occur at the intersection between 2 people.  Financial Well Being — Does money make you happy?  Physical Well Being — You are what you do—or don’t.  Community Well Being — Makes the difference between a Good life and a Great one. Tom Rath and Jim Harter—Gallup Press

13 10 Transactional FlawsCondition WinningThe need to win at all costs. Passing JudgmentConstantly rating others. Destructive CommentsNeedless sarcasm, cutting remarks. NegativityThe need to share negative thoughts. Withholding InformationInformation is power, Making ExcusesIt’s always someone else’s fault. Claiming CreditOverestimating our own contribution. Clinging to the past.It’s so hard to let go. Not listeningThe most passive-aggressive form of disrespect. Excessive need to be meExalting our faults as virtues. Marshall Goldsmith “What got you here, won’t get you there.”

14  Be Resilient—stuff happens, it’s not the stuff that matters but how you respond to the effect of the stuff.  Manage your energy not your time.  Protect your cognitive circuits.  Reclaim your job.  Stay true to yourself.  Learn from the past, live for today, plan for tomorrow.  Build your team!

15  Isolation is bad for you.  Employees with at least one collaborative work relationship are 42% more likely to stay.  Most of us form far fewer collaborative relationships than we could/should.  “Asked if they have ever had a great partnership at work, nearly one-quarter of employees say no.” (Power of 2) Rodd Wagner, Gale Muller, Gallup Press “Humans are made for collaborating..”

16  Decide what’s next in your life.  Consider your values and mission.  Assess your passions. At work. At play.  List 5 things you’d like to accomplish. Personally Professionally  List 5 people who might contribute to your success.  What obstacles might you have to confront.  Outline your strategy and timeline for success.

17  Leader’s Key  Question: Am I raising up other leaders?  Challenge: Create a climate for potential leaders.  Responsibility: Identify potential leaders.  Requirement: Equip potential leaders.  Commitment: Develop potential leaders.

18  What are your hopes regarding succession planning?  List at least 3 others you might help develop.  What kind of support might you provide?  Builder  Champion  Collaborator  Companion  Connector  Energizer  Mind Opener  Navigator Vital Friends o Who expects you to be somebody? o How did they make a difference in your life? Tom Rath

19 o Be Reflective o Be Focused o Be Intentional o Think Forward o Invest in YOU and OTHERS

20 Record 2-3 ideas, issues that came out of the discussion that were most meaningful to you.

21 Personal/Professional Investment Plan Personal Object of My Desire Time to complete. Things to do. Why this matters to me. How will I know I’m done; what does success look/feel like? Journal Discussion with mentor/buddy. Objective assessment. Professional Object of my Desire Time to complete. Things to do. Why this matters to me. How will I know I’m done; what does success look/feel like? Journal Discussion with mentor/buddy. Objective assessment.


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