Strategic Career Planning
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Transcript of Strategic Career Planning
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Strategic Career PlanningSeptember 11, 2009
Jean M. BakerRed Lantern Group, LLC
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Lawyer vs. Business Owner
Lawyer › Went to law school after being
fired because I was pregnant› Want to help women achieve
goals by tearing down barriers› Employment discrimination
lawyers are reactive Business Owner
› Proactive – help you get where you want to go
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Harvard Business Review
Survey looked at essential characteristics of leaders:› Envisioning› Empowering› Energizing› Designing and Aligning› Rewarding and Feedback› Team building› Outside Orientation› Global mind-set› Tenacity› Emotional intelligence
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Harvard Business Review
Women ranked higher on all but envisioning
Possible reasons?› Define differently› Afraid to “go out on a limb”› Don’t put much stock in vision
Want something said – ask a man Want something done – ask a woman
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Visionary
Having or marked by foresight and imagination – Merriam-Webster
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A Good Reason to Change
The time for working hard and hoping that the boss would recognize/reward is over – if it ever existed
Time to be more proactive and assertive regarding your career
Time to be more strategic regarding your career
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Define Strategic
Of great importance within an integrated whole or to a planned effect
People strong in the Strategic theme create alternative ways to proceed.
Faced with any given scenario, they can quickly spot the relevant patterns and issues.
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Overarching Goals
General enough to allow for flexibility› (CEO of a Fortune 500 company, vs. CEO of
GE) Specific enough to create a good target
› (CEO vs. “a position of leadership”)
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Interim Goals
Will this move me closer to, or farther away from my overarching goal?› Won’t always be
obvious
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Experiences
What experiences do you need to succeed?› Mentoring› Choice Assignments
High profile Affect bottom line Demonstrate leadership
› Global assignments› Education and development› Internal/external networking
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Speak Up!
Make sure the boss, etc. knows you want to be promoted› Formalized development plan?
Ask for developmental opportunities, choice assignments and mentor(s)
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Summary
Ask for what you want Recognize when it might be time to
move on› No growth in the foreseeable future› Resistance
Recognize and articulate value to the organization
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Thanks!
Questions?› Call – 327-5966› E-mail – [email protected]› Web-site – www.redlanternllc.com› Meet
Consulting, workshops, presentations