Tag Archives: Career Development

Career Development

How to Win the Career Advancement Contest – Tournament

Olivia Mandy O'Neill

Olivia Mandy O’Neill

People who work in an organization tacitly agree to participate in a “Workplace Tournament” for advancement, according to (Olivia) Mandy O’Neill of Wharton and Charles O’Reilly of Stanford.

They contend that careers are a series of tournaments in which employees compete for promotion to higher organisational levels.

Brian G.M. Main

The prevalence of implicit workplace “contests” was validated in O’Reilly’s study of executive pay with University of Edinburgh’s Brian G M Main and James Wade, of Emory University.

Phyllis Tharenou

Phyllis Tharenou

Women in organisational hierarchies dominated by men progressed less frequently to management roles even though they might earn more than women in other organisations, according to Phyllis Tharenou of Flinders University.

Employees with managerial aspirations and “masculine” (proactive, assertive, competitive) preferences were more likely to advance in management roles, she found.

These effects were enabled by “career encouragement” such as mentoring and structured career development programs.

Denise Conroy

Denise Conroy

With Denise Conroy of Queensland Technology University, Tharenou studied more than 600 female managers and 600 male managers across six organizational levels.

Women’s and men’s advancement was most closely correlated with workplace development opportunities and organizational structure.
Structural, policy and program changes can increase the number of women in top leadership roles, they found.

Women tend to excel in explicit workplace contests, such as in public sector jobs.
Women in other sectors can improve opportunities for advancement by:

  • Recognizing that advancement is a tournament,
  • Competing strategically,
  • Communicating interest in advancement,
  • Seeking employment in organizations with formal career advancement programs, mentoring, and development training,
  • Selecting employment in organizations that support flexible work practices and use technology to enable employees to work “anytime, anywhere,”
  • Gaining experience in “masculine” organizational culture or male-dominated industries,
  • Identifying social support inside organizations,
  • Seeking and cultivating advocates and sponsors

    .*How do you manage workplace “tournaments” for career advancement?

RELATED POSTS:

©Kathryn Welds

“Self-Packaging” and Appearance as Personal Brand Attributes

Napoleon Hill

Napoleon Hill

Al Ries

Al Ries

During the US economic Depression of the 1930s, motivational writer Napoleon Hill laid the foundation for personal positioning, described nearly forty-five years later by marketing executives Al Ries and Jack Trout in Positioning: The Battle for Your Mind.

By 1997, business writer Tom Peters introduced “personal branding” as self-packaging that communicates an individual’s accomplishments and characteristics, including appearance, as a “brand promise of value.”

Tom Peters

Self-packaging can be considered “the shell of who you are” whereas personal branding is “what sets you apart from the crowd.

Jim Kukral

Jim Kukral

These differentiators can include visible characteristics like attire, education, experience, expertise, sense of humour, and speaking style, according to Jim Kurkal and Murray Newlands.

Daniel Lair

Daniel Lair

University of Michigan’s Daniel Lair with Katie Sullivan of University of Utah, and Kent State’s George Cheney investigated components of personal branding, presentation, and packaging.

George Cheney

George Cheney

They found personal branding worth analysing for its complex rhetoric tactics that shape power relations by gender, age, race, and class.

Sylvia Ann Hewlett

Sylvia Ann Hewlett

Sylvia Ann Hewlett of the Center for Talent Innovation identified some of these power relationships and potential biases facing women and members of minority groups who are expected to demonstrate aspects of personal branding, including executive presence.

These analyses suggest that personal packaging and branding can significantly affect professional opportunities and outcomes.

-*What elements do you consider in “personal packaging” and personal appearance?

-*How do you mitigate possible bias based on expectations for personal appearance?

Related Posts

©Kathryn Welds

How Much Does Appearance Matter?

Linda A. Jackson

Physically attractive people were evaluated as more intellectually competent and likeable in a meta-analysis by Michigan State University’s Linda A. Jackson, John E. Hunter, and Carole N. Hodge.

Nancy Etcoff

Similarly, women who wore cosmetics were rated more highly on attractiveness, competence, likeability and trustworthiness when viewed for as little as 250 milliseconds by participants in studies by Harvard’s Nancy L. Etcoff, Lauren E. Haley, and David M. House, with Shannon Stock of Dana-Farber Cancer Institute, and Proctor & Gamble’s Sarah A. Vickery.

Models without makeup, with natural, professional, “glamorous” makeup

However, when participants looked at the faces for a longer time, ratings for competence and attractiveness remained the same, but ratings for likeability and trustworthiness changed based on specific makeup looks.

Etcoff’s team concluded that cosmetics could influence automatic judgments because attractiveness “rivets attention and impels actions that help ensure the survival of our genes.”

Most people recognize the bias in assuming that attractive people are competent and that unattractive people are not, yet impression management remains crucial in the workplace and in the political arena.

-*Where have you seen appearance exert an influence in workplace credibility, decision-making and role advancement?

Related Posts

©Kathryn Welds

 

Women’s Self-Advocacy: Violating the “Female Modesty” Norm

Marie‐Hélène Budworth

Marie‐Hélène Budworth

Some women experience anxiety when required to showcase their accomplishments and skills.
They also understand that self-promotion, personal marketing, and “selling yourself” can be required to be achieve recognition and rewards at work, particularly in the U.S..

Sara L. Mann

Sara L. Mann

Gender norms about “modesty” can contribute to women’s discomfort in highlighting their accomplishments, according to York University‘s MarieHélène Budworth and Sara L. Mann of University of Guelph.
These implicit rules advocate that women:

  • hold a moderate opinion of their skills,
  • appear humble,
  • avoid pretentiousness,
  • disclaim personal responsibility for success,
  • accept personal responsibility for failure.
Laurie Rudman

Laurie Rudman

In contrast, many American men proactively showcase their skills, and observers generally evaluate self-promoting men as “competent,” “capable,” and “confident.”

Men who do not advertise their successes often are negatively evaluated, as are women who self-promote, according to Skidmore’s Corinne Moss-Racusin, Julie Phelan of Langer Research Associates, and Rutgers’ Laurie Rudman.
These researchers concluded that anyone who behaves contrary to expected gender stereotypes may be less favorably evaluated and advance more slowly in careers.

Women from cultures that value cooperation, collaboration, and collective accomplishment face limited career advancement if they conform to these norms in self-promoting work cultures, found Budworth and Mann.  

Deborah A. Small

Deborah A. Small

Likewise, women who adhere to implicit “female modesty” expectations were less likely to ask for promotions and salary increases.
This reluctance contributed to women’s long-term pay disparity according to University of Pennsylvania’s Deborah A. Small, Linda Babcock of Carnegie Mellon University, University of Maryland’s Michele Gelfand and Hilary Gettman.

Peter Glick

Peter Glick

However, if women violate “modesty norms,” they can experience discrimination in hiring, promotion, and wages, reported Rutgers’ Rudman and Peter Glick of Lawrence University.
Similarly, Yale’s Victoria Brescoll noted that these “norm violators” can experience other adverse interpersonal consequences.

Mark Zanna

Mark Zanna

People who violate norms typically experience physical arousal including discomfort, anxiety, fear, nervousness, perspiration, increased heart rate, reported University of Waterloo’s Mark Zanna and Joel Cooper of Princeton.

However, if participants attribute this physical activation to “excitement” rather than norm violation, they were more likely to:

  • Engage in self-promotion,
  • Express interest in self-promotion,
  • More effectively describe their accomplishments.
Jessi L Smith

Jessi L Smith

Despite women’s and some men’s career “double bind,” people can consciously communicate more effectively about their successes, demonstrated in studies by Montana State University’s Jessi L. Smith and Meghan Huntoon.

More than 75 women wrote sample essays for a merit-based scholarship valued up to USD $5,000.
One group composed essays about their own accomplishments whereas another group wrote about another person’s accomplishments.

Andrew Elliott

Andrew Elliott

They also completed Achievement Goal Questionnaire – Revised by University of Rochester Andrew Elliot and Kou Murayama of Tokyo Institute of Technology to evaluate “performance approach” and “performance avoidance.”

The laboratory contained a black box described as a “subliminal noise generator.”
Half the volunteers were told the box produced “inaudible but potentially uncomfortable ultra-high frequency noise,” and they were later asked to evaluate “the effects of extraneous distractions on task performance.”
The remaining participants received no information about the black box.

Victoria Brescoll

Victoria Brescoll

Women who could attribute their experience to the “noise generator” produced higher-quality, more convincing descriptions of their achievements, measured by being awarded significantly higher scholarships prizes.
These women also said they were more interested in the task, which is typically associated with greater intrinsic motivation to showcase personal accomplishments.

In contrast, women who violated the “modesty” norm without reference to the “noise generator” said they:

  • Reported less interest in describing their achievements,
  • Negatively evaluated their performance,
  • Produced lower-quality essays,
  • Reported fear of failure.

Women who displayed their accomplishments in essays were negatively evaluated by judges, who awarded significantly less to people wrote about their own accomplishments rather than about someone else’s.

Leon Festinger

Leon Festinger

One “workaround” for this self-promotion trap is to reciprocally advocate for colleagues.
This strategy highlights colleagues’ accomplishments as organizational policies evolve to encourage everyone’s self-promotion.
Google led this approach with a self-nomination process for advancement and promotion, coupled with reminder emails to submit self-nominations.

When people redefine showcasing their professional accomplishments as “part of the job,” they tend to perform more effectively and experience less cognitive dissonance.

  • How do you manage the norm against women “bragging” and showcasing their accomplishments?

RELATED POSTS:

©Kathryn Welds

Creating Productive Thought Patterns

Albert Ellis

Albert Ellis

Leaders’ actions actions are influenced by unspoken self-talk.
Sometimes, these thoughts are self-critical and provoke anxiety.

Aaron Beck

Aaron Beck

Cognitive Behavior Therapy (CBT), developed by University of Pennsylvania’s Aaron Beck, provides a systematic way to notice and restructure “irrational self-talk.
Similar approaches were developed by Albert Ellis in Rational-Emotive Therapy (RET), and David Burns in his synthesis of CBT and RET.

David Burns

David Burns

Arizona State University’s Charles Manz and Chris Neck  translated these self-management processes to managerial development.
They outlined a Thought Self-Leadership Procedure as a five-step circular process:

Charles Manz

Charles Manz

1. Observe and record thoughts,

2. Analyze thoughts for potential errors in reasoning (jumping to conclusions, exaggeration),

3. Substitute alternate positive, realistic, plausible, acceptable thoughts,

4. Monitor personal reactions to these thoughts,

5. If more negative thoughts appear, continue to substitute the more productive thoughts.

Screenshot 2023-03-04 at 10.06.57

John Crimmins

John Crimmins

Other recommendations to manage thoughts about stressful situations were distilled by John Crimmins of Behaviour Institute in coaching people at work.

He suggested asking the following questions:

  • How do I know if this thought is true?
  • What evidence do I have to support this thought or belief?
  • How can I test my assumptions/beliefs to find out if they’re accurate?
  • What would a trusted friend say about these thoughts?
  • How is this thought helpful now?
  • What other ways that I can think about this situation?
  • What would a friend say when I blame myself in this situation?
  • What would I say to a friend who was in this situation?
  • What would a friend say to me when I take this situation personally?
  • How can I consider this situation on a continuum rather than in either-or terms?

-*What practices do you use to develop and apply productive thought patterns?

©Kathryn Welds

Career “Planning” = Career Improvisation

In “VUCA world,” described by the U.S. Army War College as volatile, uncertain, complex, ambiguous environments, career “planning” occurs under rapidly-shifting conditions.

As a result, it is difficult to  meaningfully respond to the interview question: “What are your career plans for the next five years?

Kathleen Eisenhardt

Planning is most suited to relatively certain circumstances when processes and decisions are linear, argued Stanford’s Kathleen Eisenhardt and Behnam Tabrizi.

In contrast, frequently-changing or uncertain conditions require improvisation, frequent testing, and revision.

Behnam Tabrizi

Iterative exploration, rapid prototyping/experimentation, and testing are used in agile software development and are applicable to rapid changes in economic, political, and technology changes that affect career paths.

Alison Maitland

University of London’s Alison Maitland and Peter Thomson offered this perspective in Future Work: How Businesses Can Adapt and Thrive In the New World of Work,

Related views on using flexible “planning” in career development come from Deloitte’s Cathy BenkoMolly Anderson, with Anne Weisberg of Paul, Weiss, Rifkind, Wharton & Garrison LLP in their model of The Corporate Lattice: Achieving High Performance in the Changing World of Work and Mass Career Customization: Aligning the Workplace with Today’s Nontraditional Workforce.

-*When have you found it more useful to “improvise” instead of “plan” your career?
-*What are the benefits of career “improvisation”?

Related Posts:

©Kathryn Welds

Developing “Big 8” Job Competencies

George Hallenbeck

George Hallenbeck

Better job performance is associated with eight capabilities known as “The Big 8”, according to Korn-Ferry International’s George Hallenbeck, in the Leadership Architect® Library of Competencies:

• Dealing with Ambiguity,
• Creativity,
• Innovation Management,
• Strategic Agility,
• Planning,
• Motivating Others,
• Building Effective Teams,
• Managing Vision & Purpose.

He analyzed more than 1500 ratings on this 360 degree assessment, and found that just 12% of executives possessed four or more of “The Big 8.”
None of these organizational leaders demonstrated more than six of these competencies, though they consistently showed more than individual contributors.
This suggests that although executives demonstrate more of critical leadership capabilities than non-leaders, the vast majority have significant room for professional development.

Daniel GolemanExecutives and individual contributors who had more of “The Big 8” competencies also had more of “Career Staller and Stopper” behaviors.
Bold individuals who demonstrate persistance may effectively execute, but may run afoul of key stakeholders and influencers.

Self-Awareness and Self-Management, identified in Daniel Goleman’s framework for Emotional Intelligence, may be a key to balancing between the Big 8’s performance enhancing impacts while mitigating their potential drawbacks in stalling careers.

-*What have you found the most important job competences among organizational leaders and those preparing for future leadership roles?

Related Posts:

©Kathryn Welds

Developing Executive Self Awareness to Enhance Leadership Impact

Vicki Swisher

Lack of self-awareness among organizational leaders is pervasive and costly, according to Korn Ferry’s Vicky Swisher and Evelyn Orr.
They studied executives using the FYI: For Your Insight assessment tool, based on research from FYI for Insight: 21 Leadership Characteristics for Success and 5 That Will Get You Fired.

Evelyn Orr

Evelyn Orr

Executives’ most significant blind spots were:

• Making tough people calls,
• Demonstrating personal flexibility, adapting approaches to new circumstances.

Similarly,  the top leadership problems were:
• Not inspiring employees, not building talent,
• “Too narrow”, relying on deep expertise without broadening perspective.

Leaders vastly underestimated their effectiveness in “managing up”, suggesting that they focused more on their next promotion, rather than on developing their employees.

Joe Luft

Joe Luft

Lack of self-awareness can be reduced by using a “Reality Check” including:

o Feedback from others to provide “early warning” of difficulty.
However, this requires that evaluators are willing to provide candid observations, despite widespread discomfort in providing corrective feedback.

o Self-reflection concerning effective and ineffective behaviors, documented in a personal journal for review.

Harry Ingham

Harry Ingham

Executives learned most to enhance leadership skills and self-reflection from on-the-job experiences, distantly followed by learning from other people.
Structured trainings are least effective and most costly approaches to enhance leadership cognitive, emotional, motivational, self-awareness, and learning agility capabilities.

These leadership development processes reduce individual blind spots, portrayed by San Francisco State University’s Joe Luft and Harry Ingham of National Training Labs in The JoHari Windowjohari-window

Korn Ferry’s Michael M. Lombardo and Robert W. Eichinger provided additional executive development recommendations based on research in FYI: For your Improvement, A Development and Coaching Guide(3rd Edition).

-*How do you increase your self-awareness at work and reduce your “blind spots” about yourself and others?

Twitter: @kathrynwelds
Google+:
Facebook Notes

©Kathryn Welds

Consequences of “Facades of Conformity”

Patricia Hewlin

Patricia Hewlin

Employees, especially minority group members, adopt Façades of conformity (FOC) when they “act as if” they embrace an organization’s values to remain employed or to succeed in that organization, found Georgetown University’s Patricia Hewlin.

Facades of Conformity can lead to employees developing “rationalizations” that enable them to carry out distasteful or even assignments, found University of Alberta’s Flora Stormer and Kay Devine of Athabasca University.

Jerome Kerviel

Jerome Kerviel

This may explain Jerome Kerviels experience at Societe General.
He was branded as a “rogue trader,” though he seemed not to personally benefit from unauthorized trades.

He and others explained his motivation to please his managers and to earn a bonus based on his trades, in the context of his “outsider status” as someone who had not attended elite universities and was not considered a “star.”

-*In what organizational contexts have you observed “Facades of Conformity” and their consequences?

©Kathryn Welds

Three Approaches to Identifying a Career Path

-*What’s the best way to find your professional path?

Mark Savickas

Mark Savickas

Career interventions have evolved over the past 70 years from individual differences assessment to occupational development to current emphasis on life planning.
Vocational guidance was supplanted by “career education,” focused on fulfilling developmental tasks and adapting to occupational requirements.
More recently, “career counseling” built on the preceding approaches by considering each individual as the designer and author of a career path.

Mark Savickas of Northeast Ohio Medical University traced this incremental change, and noted that “each time that society has changed the prevalent form of employment, psychology has changed its methods of career intervention to help people deal with new identity issues and lifestyle problems.”

John Holland

John Holland

Early attempts to help people find their occupational paths focused on matching six personality prototypes incorporating six related value types with six associated vocational categories, thanks to John Holland of Johns Hopkins, who developed the Self Directed Search assessment.

Holland's Six Career Themes

Holland’s Six Career Themes

Individual were seen as “actors” who needed to match individual differences with occupations that best fit these characteristics.

John Crites

John Crites

Next came an emphasis on careers as a developmental challenge that requires adaptation and training to develop new attitudes, beliefs, and competencies that foster their vocational adaptation.

Donald Super

Donald Super

People were seen as “agents” striving to develop into an occupational role, with insight from assessments including the Career Maturity Inventory by University of Maryland’s John Crites and Career Development, Assessment, and Counseling (C-DAC) conceived by Donald Super of University of Connecticut.

Careers are currently seen as a “narrative construction” or a “life design project” drawing on emotion valence, autobiographical career stories and life themes that suggest professional construction and reconstruction.

Individuals are seen as “authors” of their career narrative in context of a life story.
Savickas developed this constructivist perspective to serve “workers in societies that have de-standardized the life course and de-jobbed employment” after applying Holland’s individual differences approach and developmental views of Crites and Super.

Three Career Development Approaches

Three Career Development Approaches

 

Paul Hartung

Paul Hartung

To enable this career narrative, Savickas and Northeast Ohio Medical University colleague Paul Hartung developed a structured career interview.
This “Autobiographical Workbook” asks people to share stories about self, identity, and career, including inquiries about role models, favorite magazines, how they made important decisions, and what their parents wanted for their lives to uncover prevailing interests, values, concerns, and precipitants to action.Career Construction Interview

Ludwig Wittgenstein

Ludwig Wittgenstein

This approach helps people “envision how to use work to actively master what they passively suffer” and “fit work into life rather than life into work” by collecting stories about “…how a person constructed a career, then deconstructs and reconstructs these stories into an identity narrative, and finally co-constructs intentions that lead to action in the real world.
Narrative Construction and Life Design perspectives echo Ludwig Wittgenstein’s observation that problems are solved not by giving information but by rearranging what we already know.

In this collection and rearrangement process, Savickas sees the individual as a career architect whereas a career consultant is like a carpenter who suggests recombinations in light of current needs and future goals while respecting interests, values, and strengths.

This process also enables new perspectives on more productive approaches to past challenges when encountered in future contexts, working around obstacles, and drawing on past examples of competence and self-efficacy.

  • Which perspective on career development most guided your selection of work paths?

Related Posts:

©Kathryn Welds