1. INTRODUCTIONS Who are you (name, job, location + one more interesting fact) Why this workshop? What is one outcome that you hope to obtain?

2. Sue A. Saunders, Ph.D. Extension Professor, University of Connecticut LEVERAGING YOUR STRENGTHS: POSITIONING YOURSELF FOR CAREER PROGRESS

3. LEVERAGE… …

5. WHAT ARE STRENGTHS? More than talents http://www.youtube.com/watch?v=czsEJ GJnPAY

6. CAREER PROGRESSION

7. TODAY’S OUTCOME

8. OUTCOME FOR LATER

9. HOW WILL WE WORK TOGETHER?

11. TODAY'S AGENDA---4 STEP MODEL 1.STRENGTHS Share and inquire 2.EXPECTATIONS What Institutions Want from Mid-Managers 3.MOTIVATIONS Career Anchors 4.GOALS AND PLANS Homework and follow up

12. WHAT ARE STRENGTHS? More than talents http://www.youtube.com/watch?v=czsEJ GJnPAY

13. 1. STRENGTHS AT WORK Think about the past couple of weeks at work, identify at least three tasks or activities that were demonstrations of your strengths (success + joy). SEE STAGE 1 WORKSHEET. Name the strengths using only 2-3 words For this same time period, think about ONE task or activity, related to your strengths, that is an area for growth

14. INQUIRING APPRECIATIVELY Appreciate “what is” Paraphrase Ask “why” Focus on the speaker Allow silence to bubble

15. 2. EXPECTATIONS IN THE HIGHER EDUCATION WORKPLACE To leverage our strengths, need to think about what skills our workplaces expect Examine literature from higher education and student affairs Focus on midmanagers in higher education organizations (specifically student affairs/services contexts) But can extrapolate to those who aspire to be vice presidents or deans

16. WHAT IS A MID-MANAGER? AMBIGUOUS----Depends on institutional context. Definition may depend on…. Time in the profession Supervisory responsibility Range of authority/responsibility BOTTOM LINE----positioned in that broad middle between entry level staff and the chief officer of a division (e.g., VPSA)

17. EXPECTATIONS FOR MID-MANAGERS: 20 TH CENTURY PERSONNEL MANAGEMENT Supervision (include appraisal) Resolving Conflict Delegating Fostering teamwork BUDGET MANAGEMENT Budget creation and reallocation Budget management COMMUNICATING UP & DOWN THE ORG CHART Gain buy-in STUDENT NEEDS Manage confidentiality Determine student needs Apply student development theory

18. 21 ST CENTURY ADDITIONS….. DATA DRIVEN DECISION MAKING

19. 21 ST CENTURY ADDITION….STRATEGIC PLANNING

20. 21 ST CENTURY ADDITION: SHAPING ORGANIZATIONAL PRIORITIES THROUGH DATA SHARING

21. 21 ST CENTURY—FEDERAL REGULATIONS HTTP://WWW.HIGHEREDCOMPLIANCE.ORG/MATRIX/

22. OTHER EXPECTATIONS?

23. PROFESSIONAL ASSOCIATION EXPECTATIONS…. ….ANOTHER SET OF COMPETENCIES

24. 2. MOTIVATIONS TO POSITION OURSELVES EFFECTIVELY, WE MUST …..know what motivates us

25. CAREER ANCHORS GIVES US A FRAMEWORK Developed in 1978 by Edgar Schein Occupational identity motives values and attitudes Self-defined, central Based on work experience & feedback

26. HOW TO LOOK AT CAREER ANCHORS We will take a look at each of the “anchors” in some detail. SEE FULL CAREER ANCHORS DESCRIPTION IN YOUR PACKET After that review, you will want to rank your anchors You will complete and discuss a STAGE 2 Worksheet.

27. ANCHOR #1 SPECIFIC FUNCTIONAL Use specialized talents in the workplace “Expert” Self = content of work Devalue general management Work must test abilities and skills

28. ANCHOR #2 GENERAL MANAGERIAL Management per se interests them Technical/functional jobs are “means” to the management “end” Competent in both analyzing human relations Responsibility is energizing

29. ANCHOR #3 AUTONOMY Do things their own way Dislike organizational constraints Personal standards are the guide Freedom is criteria for career choices

30. ANCHOR #4 SECURITY AND STABILITY Future must be predictable Exchange freedom for security Want stable requirements Loyal and trusting May express talents outside the workplace

31. ANCHOR #5 CREATIVITY Build their own products Self = “creation” Usually ingenious and charismatic Lose interest when it’s time for routine implementation Like individual recognition for their “creations”

32. ANCHOR #6 SERVICE TO OTHERS Dedicated to a “cause” Work serves to express basic values and need to help Loyal to organization if it helps address the cause

33. ANCHOR #7 PURE CHALLENGE Success = beating impossible obstacles Solve difficult problems for the sheer excitement Need to test self regularly Want variety and intensity Single minded

34. ANCHOR #8 LIFESTYLE Lifestyle needs must be met Will give up a challenging career to find family, individual fulfillment Career is integrated with other aspects of self

35. PUTTING IT ALL TOGETHER---FORCE FIELD ANALYSIS

36. OUTCOME FOR FRIDAY……