Progressing at work and career advancement January 2011

Progressing at work and career advancement

by Toronto Training and HR

January 2011

Contents3-4 Introduction to Toronto Training and HR5-6 Definitions7-20 New requirements for 201121-22 Kick start you career-accountants23-24 Core factors of a top-drawer senior

candidate25-26 Four stages of career building27-29 Taking stock of your assets30-31 Exploring work possibilities32-33 Raising your status34-36 Getting to the top37-40 Grab hold of your career41-43 Who REALLY gets headhunted?44-46 Moving forward47-49 Are you promotable?50-56 Why did I miss out on that

promotion?57-58 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definitions

Definitions

CareerJobOccupationRole

New requirements for 2011-General Counsel

New requirements for 2011-General Counsel

Business acumenAbility to interact with the boardExperience managing an internal legal functionAble to negotiate with regulators and watchdog agenciesStrong external networkJudgment needed to outsource legal workappropriately and cost-effectivelyKnowledge of new environmental regulations and green considerations

New requirements for 2011-VP Supply Chain

New requirements for 2011-VP Supply Chain

End-to-end understanding of the supply chainCost-conscious exploration of outsourcing and internal solutionsAbility to partner with the CIO to improve interactions with customers and suppliers; technical savvyExperience running a business unit, managing a P&L, and interacting with customersAbility to collaborate across all business units and global functions and with the support organization

New requirements for 2011-VP Human

Resources

New requirements for 2011-VP Human Resources

Commercial acumenUnderstanding cultural differences & shifting demographicsChange management skills; facility with cultural change initiativesThe credibility needed to act as an internal adviser to the CEO and the boardAbility to work with the board to manage successionTechnological savvyExpertise in building compensation and performance into governance structuresSkill at marketing the VP HR role to the rest of the firm

New requirements for 2011-CFO

New requirements for 2011-CFO 1 of 2

Experience that matches a company’s current needs—M&A experience for a company in growthmode, for instance, or a strong background incontrols for a company that has experiencedrestatements or earnings violationsSomewhat reduced focus on accounting skills and increased focus on strategic thinkingSkill at finding the link between accountingand new business models and strategy

New requirements for 2011-CFO 2 of 2

Understanding of risk and how to balance it with performanceA stronger outward focus, particularly whenit comes to investor relations (though CFOsstill need to be good overseers on the accountingfront)A global, as opposed to country-specific, approach to finance

New requirements for 2011-CIO

New requirements for 2011-CIO

Ability to view the organization holistically,across functional, unit, and regional boundariesProcess orientation and comfort with organizational designInformation analytics knowledge; ability to help companies sort through and use informationExpertise in investment allocation and usingROI to make decisions about future ITexpenditures

New requirements for 2011-VP Sales &

Marketing

New requirements for 2011-VP Sales & Marketing 1 of 2Significant in-sector experienceExperience handling the marketing challenges and opportunities presented by new channelsAbility to serve as the CEO’s single point of contact for marketing, sales, and e-commerce

New requirements for 2011-VP Sales & Marketing 2 of 2Sophisticated technology know-how, as some distribution becomes more channel neutral; skill at managing relationships between commercial and technology executivesCrisis and reputation management skillsThe ability to promote transparency and managecustomer communities and public conversations

Kick-start your career-accountants

Kick-start your career-accountants

Set yourself clear targetsBe ready to accept new responsibilitiesLearn new technologiesNetworkingBe conspicuous

Core factors of a top-drawer senior

candidate

Core factors of a top-drawer senior candidate

Demonstrating strategic skillsBuilding a strong management teamManaging implementationCreating the capacity for innovation Lateral managementProjecting executive presence

Four stages of career building

Four stages of career building

1. Get to know yourself2. Explore possibilities3. Set goals4. Take action

Taking stock of your assets

Taking stock of your assets 1 of 2

Personal career assetsWhat have you dreamed of doing?What are your values?What interests you?Positive and negative thinkersClarifying your beliefsSkills-numerical, communication, leadership, sense awareness, using logical thinking, helping, organizational, technical, self-management, being creative & innovative

Taking stock of your assets 2 of 2

What do you know?What kind of person are you?What are your work-related material assets?What relationship assets do you have?Creating a portfolio

Exploring work possibilities

Exploring work possibilities

Alternative ways of workingIdentifying work possibilitiesInvestigating work possibilitiesMixing and matching informationYour work possibilities

Raising your status

Raising your status

Stop helpingHone your deliveryChange your roleAdopt a causeTake the leadSparkle on stageAct proudBe hard to pleaseTake criticism on the chin

Getting to the top

Getting to the top 1 of 2

InsidersOutsidersBoard membersInsider-outsidersFormer executives

Getting to the top 2 of 2MAINTAINING MOMENTUMFind your flowPlan aheadKeep a sense of urgencyMix it upCheck inKnow the risksDelegateGet competitiveTake a breakKeep the prize in mind

Grab hold of your career

Grab hold of your career 1 of 3

Be self-managingKnow what you have to offerKeep on learningUnderstand business trendsPrepare yourself for areas of competence, not jobsFind a mentorBuild financial independenceNetwork, network, networkKeep your resume up to dateCreate a vision


FALLACIES ABOUT HOPPERSJob-hoppers prosperA move should be a move upBig fish swim in big pondsCareer and industry switchers are penalized


FLEEING THE PIGEONHOLEIdentify areas of interestLook for fitObserve differentlyShift from tasks to relationshipsCommunicate your interestGet feedback

Who REALLY gets headhunted?

Who REALLY gets headhunted? 1 of 2

Be self-managingKnow what you have to offerKeep on learningUnderstand business trendsPrepare yourself for areas of competence, not jobsFind a mentorBuild financial independenceNetwork, network, networkKeep your resume up to dateCreate a vision

Who REALLY gets headhunted? 2 of 2

Identification of the executives to be targetedWho is on the database?Attached and unattached executivesGetting the approval of executives to be moved Comparisons between placements and executives who changed jobs through other meansMatching executives, jobs and employersLateral, downward or upwards

Moving forward

Moving forward 1 of 2

Setting goalsBuilding scenariosConfront your what-ifsRecognize resistanceKeep on learningYour goals and strategies

Moving forward 2 of 2

Expand your alternativesMake yourself usefulEstablish boundaries

Are you promotable?

Are you promotable? 1 of 2

Do you call in sick less than three times annually?Do you work reasonable hours and have outside interests?Do you dress for success, even in uniform?Do you avert crises, rather than create them?Do you have high employee retention?Do your employees willingly handle problems in your absence?

Are you promotable? 2 of 2

Do you know your priorities and manage bythem daily?Do you support the team, up, down and across?Do you analyze problems deeply and propose solutions?Do you feel loyal to your organization?

Why did I miss out on that promotion?

Why did I miss out on that promotion? 1 of 6

Decisions about who gets promoted can seem mysterious and arbitrary-stellar performance reviews and a strong track record but still getting passed over. What’s going on?In most organizations feedback is vague and confusing – sometimes intentionally, so as not to demoralize-it’s up to you to ferret out the real reasons you missed the job.For example, think twice when you’re told you need towork on “leadership” or gain more “seasoning.” These canbe code words masking more specific concerns, like a failure to demonstrate strategic thinking or an inability to delegate.


NON NEGOTIABLES IN EXECUTIVE CAREER ADVANCEMENT-factors that are absolutely necessary for you to be a contenderDemonstrating consistently strong performanceDisplaying ethics, integrity, and characterBeing driven to lead and to assume higher levels of responsibility


DE-SELECTION FACTORS IN EXECUTIVE CAREER ADVANCEMENT-characteristics that prevent you from being considered as a serious candidateHaving weak interpersonal skillsTreating others with insensitivity or abrasivenessPutting self-interest above company goodHolding a narrow, parochial perspective on the business and the organization


CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive levelSetting direction and thinking strategically; spotting marketplace trends and developing a winning strategy that differentiates the organizationBuilding and continually upgrading a strong executive team; having a “nose for talent”; establishing an adequate level of team cohesion


CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive levelGetting things done across internal boundaries (lateral management); demonstrating organization savvy; influencing and persuading colleagues; dealing well with conflictGrowing and developing as an executive; soliciting and responding to feedback; adjusting leadership style in light of experience


CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive levelManaging implementation without getting involved at too low a level of detail; defining a set of roles, processes, and measures to ensure that things get done reliablyBuilding the capacity for innovation and change; knowing when new ways of doing business are required; having the courage, tolerance for risk, and change-management skills to bring new ideas to fruition

Conclusion & Questions

Conclusion

SummaryQuestions

Progressing at work and career advancement January 2011

Career

Transcript of Progressing at work and career advancement January 2011