Tag Archives: Career Development

Career Development

Creating Productive Thought Patterns through “Thought Self-Leadership”

Albert Ellis

Albert Ellis

Many leaders’ actions and decisions are influenced by internal commentaries and related judgments.
Often, these thoughts are self-critical, provoking apprehension and anxiety.

Aaron Beck

Aaron Beck

Cognitive Behavior Therapy, developed by University of Pennsylvania’s Aaron Beck, provides a systematic way to restructure sometimes irrational “self-talk“,  as do Albert Ellis‘s Rational-Emotive Behavior Therapy, and Stanford University’s David Burns‘ synthesis of these approaches.

David Burns

David Burns

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

Charles Manz

Charles Manz

1. Observe and record thoughts,
2. Analyze thoughts,
3. Develop new thoughts,
4. Substitute new thoughts,
5. Monitor and Maintain new, productive thoughts.

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

Chris Neck

Chris Neck

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Developing “Big 8” Job Competencies

George Hallenbeck

George Hallenbeck

Better job performance is associated with with eight capabilities known as “The Big 8”, according to Korn-Ferry International’s George Hallenbeck, in his analysis of 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?

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Career “Planning” = Career “Improvisation”

Kathleen Eisenhardt

Planning is most suited to relatively certain circumstances in which processes and decisions are typically linear, argued Stanford’s Kathleen Eisenhardt and Behnam Tabrizi in their analysis of global computer product innovation.

In contrast, frequently-changing or uncertain conditions with many iterative modifications require improvisation coupled with frequent testing.

Behnam Tabrizi

In “VUCA world,” described by the U.S. Army War College as volatile, uncertain, complex, ambiguous environments, current career “planning” occurs under rapidly-shifting conditions more appropriate for an agile strategy.
As a result, it is increasingly difficult to meaningfully respond to the frequently-asked interview question: “What are your career plans for the next five years?

Iterative exploration, rapid prototyping/experimentation, and testing characteristic of agile development and design thinking are more suited for rapid changes in economic, political, and technology changes that affect known career paths.

Alison Maitland

Alison Maitland

Possible Futures of Work are investigated in three thought-provoking books:

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

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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’ #1 blind spot tied between:

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

Similarly,  there was a near-tie the #1 leadership problem:
• 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 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 most costly and least effective 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 Window. johari-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?

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Performance Excellence linked to Preventing Failures, Corrective Coaching

Atul Gawande

Simple behavior changes, such as following a structured checklist, can avert medical care disasters attributed to poor care, found Harvard’s Atul Gawande.

He noted that people who effectively improved their performance recognized fallibility in organizational processes, and took proactive steps to remedy these shortcomings.

Three elements of better performance can be applied to fields outside of medicine:

  • Diligence – Attending to details can prevent errors and overcome obstacles.
    Gawande’s The Checklist Manifesto: How to Get Things Right suggests best ways to structure these memory aids.
  • Doing Right –Ensuring that skill, will, and incentives are aligned to drive excellent performance,
  • IngenuityDeliberate monitoring of potential failures, continuously seeking innovative ways to improve performance and solutions.

All of these elements can be improved with attentive observation and feedback to prevent errors of omission when people don’t:

  • Know enough (ignorance),
  • Make proper use of what they know (ineptitude).

Ignorance occurs less frequently than ineptitude due to wide availability of relevant information, Gawande noted.
He argued that both types of omission errors can be improved by systematic analysis and disciplined use of tools like checklists.

Geoffrey Smart

Checklist-based analysis was also linked to Internal Rate of Return (IRR) in Geoffrey Smart’s study of investments by Venture Capital (VC) firms,

He found a correlation between IRR and leadership effectiveness in new investment ventures.
Since selecting capable leaders is critical to business outcomes, Smart also evaluated VC firms’ typical approach to assessing potential leaders:

  • The Art Critic is the most frequently-used approach in which the VC assesses leadership talent at a glance, intuitively, based on extensive experience,
  • The Sponge conducts extensive due diligence, researching and assimilating information, then decides based on intuition,
  • The Prosecutor interrogates the candidate, tests with challenging questions and hypothetical situations,
  • The Suitor woos the candidate to accept the leadership role instead of analyzing capabilities and fit,
  • The Terminator eliminates the evaluation because the venture is funded for the best ideas, not the originators, who are replaced,
  • The Infiltrator becomes a “participant-observer” in an immersive, time-consuming experientially-based assessment,
  • The Airline Captain uses a formal checklist to prevent past mistakes.
    This approach was linked to the highest average Internal Rate of Return (IRR) for the new ventures.
    In addition, this strategy was significantly less likely to result in later terminating senior managers.

Venture Capitalists said that two of their most significant mistakes were:

  • Investing insufficient time in talent analysis,
  • Being influenced by “halo effect” in evaluating candidates.

Systematic reminders to execute all elements required for expert performance can prevent failure and signal potential failure points.

-*How do you improve performance?
-*What value do you find in expert coaching?

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Developing a SMARTER Mindset for Resilience, Emotional Intelligence – Part 2

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Four Career Trajectories: Linear, Expert, Spiral, Transitory

Kenneth Brousseau

Kenneth Brousseau

Successful careers can follow forms other than “up or out,” according to Decision Dynamics’ Kenneth Brousseau, Michael Driver of USC, with Lund University’s Kristina Eneroth, and Rikard Larsson.

They offered a “pluralistic career concept framework” that classified career “concepts”:

Four Career Concepts

Four Career Concepts

LinearTraditional upward movement, with variable tenure in job roles and motivated by power, achievement and related promotions.
Behavioral competencies include: Leadership, competitiveness, cost-efficiency, logistics management, profit orientation.
This career concept is most seen in tall hierarchies with a narrow span of control.

Michael Driver

Michael Driver

Expert – Little movement and long (sometimes life-long) role tenure due to deepening expertise in a narrow discipline.
Motives include mastery, expertise, and security, and meaningful rewards for this career concept are continued training, benefits, recognition.
Competencies are quality, commitment, reliability, technical competence, stability orientation.
This career concept is most well-matched to flat functional organizations.

Career Motives, Competencies

Career Motives, Competencies

Spiral – Lateral movement to broaden functional exposure, with sever to ten year tenure in role families.
Motivated by personal growth, creativity, and suited to matrix organizations with cross-functional teams.
Rewards include cross-functional lateral assignments and training.
Key competencies include creativity, teamwork, skill diversity, lateral coordination, people development.
This career concept is most often found in loose, temporary team structures.

Transitory – Lateral moves of shorter duration (three to five years) are motivated by desire for variety, independence.
Most often found in temporary team structures, behavioral skills include speed, networking, adaptability, fast learning, project focus.
Meaningful rewards are job rotation, temporary assignments, immediate cash bonuses.

This team’s research was distilled into assessment tools focused on career “fit” with an organization’s structure and objectives.

Timothy Butler

Timothy Butler

A similar emphasis on cultural fit is found in CareerLeader Inventory, based on Timothy Butler and James Waldroop’s research at Harvard Business School.

James Waldroop

James Waldroop

-*Which of the four career trajectories seems most like yours?

-*Which career assessment tools have you found most useful to determine your skills, interests, and best-fit organizational context?

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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?

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