CEOs Accumulate Career Capital in 4 Knowledge Areas

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CEOs Accumulate Career Capitalin 4 Knowledge
Areas

• know how (clinical expertise)
• know why you are doing what youre doing
  (goals, values)
• know whom (manage key relationships, build
  community)
• know when (adaptable, take risks)

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Your Idea of Success?
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• Career Success Orientations
• Getting AHEAD (influence, prestige)
• Getting SECURE (sense of order and reciprocity)
• Getting FREE (autonomy)
• Getting HIGH (excitement, challenge)
• Getting CONNECTED (relationships
• Getting BALANCED (flexibility)

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• Claiming and Using Your Strengths
• Describe a time in which you felt fully alive and
  excited in your work.
• What was affirmed in you?
• What was revealed to you?
• First reflect,
• then share your insights in pairs.

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Individual Development Plan

• For each of your areas of effort, specify
• Last years goals and accomplishments
• This years goals
• What resources, collaborators, new skills and
  time do you need?
• What competing commitments interfere? How can
  you address?
• What is your learning agenda?
• What is your business plan?

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Self
Align Goals
Department
Academic Environment
Do you know the criteria for promotion?
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Are You Doing What Matters Most to You?

• Are all your responsibilities in concert with
  your goals?
• Are your choices aligned with your values?
• How can you improve your focus on whats most
  important to youand whats rewarded by your
  institution?

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TIME FOR REFLECTION AND BUZZ GROUPS find a
partner

• What are your goals for this year?
• What needs to happen for you to accomplish these
  goals?
• What do you need to STOP doing?

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Common Tough Questions

• How can I stay true to my values with there so
  many pressures to compromise them?
• Why do I feel guilty no matter how hard I try?
• Why does 24 hours seem more like a limitation
  than a gift--the present?
• What is balance?

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Serenity PrayerRevised

• God, grant me
• the serenity to accept the things I cannot
  change
• the insight to prioritize what I want to change
• the patience to resist trying to control
  everything I could if had the time
• and the courage and skill to change the things I
  have chosen to change

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Building a Personal Mosaic of Mentors
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Contemporary Mentoring is a scaffold for
sharing expertise that could otherwise only be
attained from experience a continuum not all
or nothing differs by context and
roletask-centered guidance and support. about
life-long co-learning NB the Godfather model
becoming outdated Source Pololi, L.H., Knight
S. Mentoring faculty in academic medicine. JGIM.
2005 20866-70
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Seek Mentors/Advisors who provide

• Assessment data and insights about yourself,
  strengths and weaknesses
• Challenge push you beyond your comfort zone,
  point out problems
• Support encouragement, respect, inspiration
• Advocacy -- open doors to new learning
  experiences, resources, people

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Obtaining Mentoring

• Develop a mind-set that allows you to learn from
  everyone around you.
• Dont limit your mentors and learning partners
  to people who think like you.
• Remember
• Mentoring is most needed during major
  transitions.
• Different types of advice/support are required at
  different stages

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Myth Truth Mentors know big
picture Mentors know their own
niche Mentors are masters Mentors make
mistakes too
Mentors have all the Mentors have great
answers questions
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Career Development Advisory Committee
Main Mentor/Boss
Cheer Leader
Experts
Political Strategist
Learning partners
Coach?
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Nine Circles of Mentee Hell
underestimate of potential
failure to respect protégés goals
failure to promote independence
inappropriate praise or criticism
taking credit for protégés work
conflicts avoided
expecting protégé To defer
physical intimacy (or appearance of)
ethical violations
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Networking Tips

• Present at every national meeting
• Set up appointments before the meeting
• Write yourself notes on new acquaintances and
  stay in touch with them
• Look for ways to acknowledge the contributions
  of others (strengthens alliances)
• Even if youre an Introvert, socialize
• and discuss your work with enthusiasm
• Go to lunch!

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In conversations Go deep fast

• What has become clear since we last talked?
• Whats your big issue right now?
• What lessons are you learning these days?
• Whats been keeping you awake at night?
• Whats the most important decision youre facing?
• Heard any great talks or read any great books
  lately?

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• Look for dialogue and thinking partners who
• can see many sides of complex issues
• ask great Qs
• offer new lines of sight
• challenge and expand your mental models
• free from conflict of interest

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Questions for Buzz Groups

• What is your greatest challenge in obtaining
  career guidance and finding mentoring?
• 2) How can you be expanding your network of
  colleagues and thinking partners?

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Managing Up

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• Managing Up means
• developing a pattern of interaction with your
  boss that produces the best results.
• Seek to understand her
• Big picture ie, goals, pressures
• Strengths, blindspots
• Myers-Briggs Type Indicator
• Preferences re communications

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• From your bosss point of view
• How do you communicate information?
• How do you handle disagreements?
• How do you show respect?
• Do you keep the boss informed?
• Use bosss time well?
• Solicit and use feedback?
• Bring solutions to problems?

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Persuasion

• What constitutes persuasive data? Published
  research
• Opinion of particular experts
• Vivid stories/examples
• Comparisons, analogies
• A new twist
• Influenced by appeal to
• what others think or do (appropriateness)?
• what is in line with self-image (consistency)?
• what will achieve goals/results
  (effectiveness)?

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Avoiding Career Derailers
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Common Faculty Derailers

• Accelerating demands and deteriorating support
  lead to cynicism/burn-out
• Lack of alignment between individuals goals and
  organizations reward structures
• Continuously increasing competition for research
  funding
• Insufficient opportunity/motivation for necessary
  skill-building
• Lack of useful feedback/mentoring/career advice

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Top 15 Derailers of Careers of Leaders/Managers

• lack of emotional intelligence
• not reflecting on what drives you
• not producing results
• seeking job security
• unable to adapt to change
• fails to build an effective team
• lack of integrity/ethics

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Career Derailers (cont.)

• Avoids risks, stays in comfort zone
• Isolation
• Arrogant or Defensive
• Betrays trust
• Overdependence on one mentor
• Overdependence on a single skill
• Political naivete
• Ignores feedback

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• Whats most likely to derail you or hold you
  back?

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Resilience depends on

• cognition free of denial, arrogance, nostalgia
• strategies experimenting with alternatives,
  simultaneous projects, building community
• risk-taking avoiding safe ruts, inventing
  options
• spirit living your values
• reflection and renewal giving yourself green
  time

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Take Responsibility You are the CEO

• Articulate your goals and a plan for achieving
  them annually update
• Focus Devote your best to whats most important
  to you and your org
• Manage your boss and other key relationships
• Build your communityinside and outside of your
  department and field

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Career development is like hiking Muscles
basic skills Boots self-efficacy Map
advancement how- tosWalking stick
supportsTrail guide mentorsPack
responsibilities