CEOs Accumulate Career CEOs Accumulate Career CapitalCapital

in 4 Knowledge Areasin 4 Knowledge Areas• know how (clinical expertise)

• know why you are doing what you’re doing (goals, values)

• know whom (manage key relationships, build community)

• know when (adaptable, take risks)

Your Idea of Success?

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)

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.

Individual Development PlanIndividual Development Plan For each of your areas of effort, specify:

• Last year’s goals and accomplishments

• This year’s 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”?

SelfDepartme

ntAcademic Environmen

t

Align Goals

Do you know the criteria for promotion?Do you know the criteria for promotion?

Are You Doing Are You Doing

What Matters Most to You?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 what’s most important to you—and what’s rewarded by your institution?

TIME FOR REFLECTION AND “BUZZ GROUPS” [find a partner]

1) What are your goals for this year?

2) What needs to happen for you to accomplish these goals?

3) What do you need to STOP doing?

Common Tough Common Tough QuestionsQuestions

• 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?

Serenity Prayer—Serenity Prayer—RevisedRevised““God, grant me:God, grant me:

*the serenity to accept the things *the serenity to accept the things I cannot changeI cannot change

*the insight to prioritize what I *the insight to prioritize what I want to changewant to change

*the patience to resist trying to *the patience to resist trying to control everything I could if had control everything I could if had the timethe time

*and the courage and skill to *and the courage and skill to change the things I have chosen change the things I have chosen to change”to change”

Building a Personal Mosaic of Mentors

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 role—task-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; 20:866-70

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.

•Don’t 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

Experts

Learning partners

Coach?

Political Strategist

Cheer Leader

Nine Circles of Mentee Hell

underestimate of potential

failure to respectprotégé’s goals

failure to promoteindependence

taking credit for protégé’s work

conflicts avoidedinappropriate

praise orcriticism

expecting protégé To defer

ethicalviolations

physical intimacy(or appearance of)

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 you’re an Introvert, socialize and discuss your work with enthusiasm

• Go to lunch!

In conversations: Go deep fast

– What has become clear since we last talked?

– What’s your big issue right now? – What lessons are you learning

these days?– What’s been keeping you awake at

night? – What’s the most important

decision you’re facing?– Heard any great talks or read any

great books lately?

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

Questions for Buzz Groups:

1) 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?

Managing “Up”Managing “Up”

Managing “Up” meansManaging “Up” means developing a pattern of developing a pattern of

interaction with your boss that interaction with your boss that produces the best results.produces the best results.

Seek to understand her:Seek to understand her:

1.1. ““Big picture” ie, goals, Big picture” ie, goals, pressurespressures

2.2. Strengths, blindspotsStrengths, blindspots

3.3. Myers-Briggs Type IndicatorMyers-Briggs Type Indicator

4.4. Preferences re communicationsPreferences re communications

From your boss’s point of view:From your boss’s point of view:•• How do you communicate How do you communicate

information?information?

•• How do you handle How do you handle disagreements?disagreements?

•• How do you show respect?How do you show respect?

•• Do you keep the boss informed?Do you keep the boss informed?

•• Use boss’s time well?Use boss’s time well?

•• Solicit and use feedback?Solicit and use feedback?

•• Bring solutions to problems?Bring solutions to problems?

Persuasion 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 individual’s goals and organization’s reward structures

•Continuously increasing competition for research funding

•Insufficient opportunity/motivation for necessary skill-building

•Lack of useful feedback/mentoring/career advice

Top 15 Derailers of Top 15 Derailers of Careers of Careers of

Leaders/Managers 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

Career Derailers (cont.)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

What’s most likely to derail you or hold you

back?

ResilienceResilience depends on: depends on: cognition: free of denial, arrogance, cognition: free of denial, arrogance,

nostalgia nostalgia

strategies: experimenting with strategies: experimenting with alternatives, alternatives, simultaneous projects, simultaneous projects, building building communitycommunity

risk-taking: avoiding safe ruts, risk-taking: avoiding safe ruts, inventing inventing options options

spirit: living your values spirit: living your values reflection and renewal: giving yourself reflection and renewal: giving yourself

“green” time“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 what’s most important to you and your org

•“Manage” your boss and other key relationships

•Build your community—inside and outside of your department and field

Career development is

like hiking:

Muscles: basic skills

Boots: self-efficacy

Map: advancement “how- tos”

Walking stick: supports

Trail guide: mentors

Pack: responsibilities