Download - Taking yourcareertothenextlevel

Taking Your Career Taking Your Career to the Next Levelto the Next Level

Jeff GhannamCrystal Communications & Marketing, [email protected] @ghannam4

Lockheed MartinCommunications Leadership

Professionals Workshop

July 17, 2013

My obligationMy obligation

Actionable information.Actionable information.

Current, real-life situations from my Current, real-life situations from my experiences, previous attendees and experiences, previous attendees and YOU.YOU.

You will gain confidence to tackle your You will gain confidence to tackle your most pressing management challenges most pressing management challenges and to grow personally and professionally.and to grow personally and professionally.

Your obligationYour obligation

Participate, open up, and share your Participate, open up, and share your stories and challenges…Vegas Rules.stories and challenges…Vegas Rules.

Take notes on how you can apply this info. Take notes on how you can apply this info. Walk away with “The Three Things” you Walk away with “The Three Things” you can apply right away.can apply right away.

Buckle up!Buckle up!

Know Your PartnerKnow Your Partner

Take two minutes to get partner’s name, Take two minutes to get partner’s name, title, and what they think they need to get title, and what they think they need to get their career to the next level.their career to the next level.

What makes What makes a good leader?a good leader?

Mission and vision drivenMission and vision driven TransformationalTransformational Effective; gets things doneEffective; gets things done Skillful communicatorSkillful communicator Listens, considers input and builds consensusListens, considers input and builds consensus Committed to the job Committed to the job Good interpersonal skillsGood interpersonal skills Ethical, straightforward, and worthy of respectEthical, straightforward, and worthy of respect Role model; leads by exampleRole model; leads by example

What is the difference between What is the difference between management and leadership?management and leadership?

““The manager’s job is to The manager’s job is to plan, organize and plan, organize and coordinate. The leader’s coordinate. The leader’s job is to inspire and job is to inspire and motivate people.”motivate people.”

- Warren Bennis- Warren Bennis

Manager or leader? Manager or leader? Which one are you?Which one are you?

Warren Bennis on the differences between managers and Warren Bennis on the differences between managers and leaders:leaders:The manager The manager administersadministers; the leader ; the leader innovatesinnovates. . The manager is a The manager is a copycopy; the leader is an ; the leader is an originaloriginal. . The manager The manager maintainsmaintains; the leader ; the leader developsdevelops. . The manager focuses on The manager focuses on systems and structuresystems and structure; the ; the leader focuses on leader focuses on peoplepeople. . The manager relies on The manager relies on controlcontrol; the leader inspires ; the leader inspires trusttrust. . The manager accepts The manager accepts realityreality; the leader ; the leader investigatesinvestigates it it. .

Manager or leader? Manager or leader? Which one are you?Which one are you?

The manager has a The manager has a short-range viewshort-range view; the leader ; the leader has a has a long-range perspectivelong-range perspective. . The manager asks The manager asks how and whenhow and when; the leader asks ; the leader asks what and whywhat and why. . The manager has his or her eye on The manager has his or her eye on the bottom linethe bottom line; ; the leader has his or her the leader has his or her eye on the horizoneye on the horizon. . The manager The manager imitatesimitates; the leader ; the leader originatesoriginates. . The manager accepts the The manager accepts the status quostatus quo; the leader ; the leader challenges itchallenges it. . The manager is the classic The manager is the classic good soldiergood soldier; the leader ; the leader is his or her is his or her own personown person. .

Leaders are naturally born, right?Leaders are naturally born, right?

““Leaders are not born. Leaders are not born. They are made. They are They are made. They are made just like anything made just like anything else … through hard else … through hard work. That's the price we work. That's the price we have to pay to achieve have to pay to achieve that goal or any goal.”that goal or any goal.”

- Vince Lombardi- Vince Lombardi

The Road to The Next LevelThe Road to The Next Level

1.1. Manage and Motivate Manage and Motivate YourselfYourself

2.2. Manage and Motivate Manage and Motivate People and TeamsPeople and Teams

3.3. Manage “Up” (Your Boss)Manage “Up” (Your Boss)

4.4. Manage conflictManage conflict

Managing YourselfManaging Yourself

Become more self-aware

Deal with expectations

Be a good listener

Delegate without guilt

Managing and Motivating YourselfManaging and Motivating Yourself

Think back to a Think back to a career highpoint career highpoint when you were when you were happiest…what happiest…what specifically motivated specifically motivated you at that time?you at that time?

Self-AwarenessSelf-Awareness

What motivates you and makes you What motivates you and makes you happy?happy?

What are your strengths and weaknesses?What are your strengths and weaknesses?

How are you perceived by others?How are you perceived by others?

Assess YourselfAssess Yourself

Personality tests (Myers Briggs, Emotional Personality tests (Myers Briggs, Emotional Intelligence, Minnesota Multiphasic Intelligence, Minnesota Multiphasic Personality Inventory (MMPI), the Big FivePersonality Inventory (MMPI), the Big Five

Look at performance assessments in a Look at performance assessments in a new waynew way

Ask for honest feedbackAsk for honest feedback

Managing expectations of Managing expectations of yourself and othersyourself and others

Set reasonable expectations right from the start. Set reasonable expectations right from the start. Be Be clear about what you want from others and what you can clear about what you want from others and what you can deliver to others. deliver to others.

Agree on goals, plans, and timelines. Agree on goals, plans, and timelines. Agree on Agree on specific deliverables, time frames and delivery dates. specific deliverables, time frames and delivery dates. Input and agreement are importantInput and agreement are important..

Acknowledge and adjust. Acknowledge and adjust. If not going according to If not going according to plan, change the expectation. Don’t put this off; it doesn’t plan, change the expectation. Don’t put this off; it doesn’t get easier. get easier.

Better ListeningBetter Listening Make the decision to talk less.Make the decision to talk less. Ask questions.Ask questions. Focus on their most important needs.Focus on their most important needs. Use inviting body language…eye contact, nods, Use inviting body language…eye contact, nods,

uncrossing your arms, and facing the person speaking.uncrossing your arms, and facing the person speaking. Avoid thinking about what you’re going to say next.Avoid thinking about what you’re going to say next. Stop doing other things — all other things — while Stop doing other things — all other things — while

someone is speaking to you.someone is speaking to you. Don’t interrupt…the two second rule.Don’t interrupt…the two second rule. Summarize and repeat what you heard when it’s your Summarize and repeat what you heard when it’s your

turn to talk. Ask for clarification if needed.turn to talk. Ask for clarification if needed.

Why do we “Hate to Delegate?”Why do we “Hate to Delegate?”

Why should you delegate? Why should you delegate?

1)1) helps you develop your colleagues; helps you develop your colleagues;

2)2) helps you focus on your core helps you focus on your core responsibilities; and responsibilities; and

3)3) advances your organization's advances your organization's capability. capability.

What tasks should you delegate?What tasks should you delegate?

Everything but your core Everything but your core responsibilities. Delegate tasks that responsibilities. Delegate tasks that other staff need to learn, like to do, or other staff need to learn, like to do, or are good at doing.are good at doing.

How to DelegateHow to Delegate

Explain why Explain why the task needs to be donethe task needs to be done

What What background information does background information does the the delegatee need to perform the task properlydelegatee need to perform the task properly

What are the guidelinesWhat are the guidelines, , but not explicit but not explicit directionsdirections, for how the delegatee should go about , for how the delegatee should go about performing the taskperforming the task

What is the desired outcome What is the desired outcome or deliverable or deliverable

What is the What is the timelinetimeline for when the task should for when the task should be completebe complete

Input and acceptance Input and acceptance from your delegatee.from your delegatee.

Managing and Motivating PeopleManaging and Motivating People

Psychological needs

Motivating people

Enhancing Team Dynamics

Managing Meetings

Hierarchy of Psychological NeedsAbraham Maslow, 1943.

Maslow’s motivators on the jobMaslow’s motivators on the job

1)1) Physiological Needs: Physiological Needs: Provide lunch and rest breaks Provide lunch and rest breaks and wages sufficient to purchase the essentials of life.and wages sufficient to purchase the essentials of life.

2)2) Safety Needs: Safety Needs: Provide a safe working environment, Provide a safe working environment, freedom from threats and relative job security. freedom from threats and relative job security.

3)3) Social Needs: Social Needs: Create a feeling of acceptance, Create a feeling of acceptance, belonging, and community by reinforcing team belonging, and community by reinforcing team dynamics. dynamics.

4)4) Esteem Needs: Esteem Needs: Recognize achievements and provide Recognize achievements and provide status updates to make employees feel appreciated status updates to make employees feel appreciated and connected. and connected.

5)5) Self-Actualization: Self-Actualization: Provide challenging and Provide challenging and meaningful work which enables innovation, creativity, meaningful work which enables innovation, creativity, and progress according to long-term goals. and progress according to long-term goals.

What are the best ways What are the best ways

to motivate people?to motivate people? 1)1) It’s about the mission. It’s about the mission. Ensure employees that what they do Ensure employees that what they do

impacts the whole company, organization, process or task. impacts the whole company, organization, process or task. Let them know what they do is importantLet them know what they do is important..

2)2) Praise, thank and recognize Praise, thank and recognize the employee for a job well the employee for a job well done--or even partially well done.done--or even partially well done.

3)3) Care about them professionally. Care about them professionally. Discuss ways to create a Discuss ways to create a more satisfying career path, including promotions based on more satisfying career path, including promotions based on concrete outcomes.concrete outcomes.

4)4) Add variety Add variety to a person’s job. Ensure that the job description to a person’s job. Ensure that the job description involves a variety of tasks.involves a variety of tasks.

5)5) Provide feedback Provide feedback along the way, pointing out both positive along the way, pointing out both positive and negative aspects.and negative aspects.

Enhancing Team DynamicsEnhancing Team Dynamics

Clearly state the purpose/objectives of the Clearly state the purpose/objectives of the teamteam

Choose the right people and identify Choose the right people and identify roles/responsibilitiesroles/responsibilities

Discuss and solve problems as a teamDiscuss and solve problems as a team Team rewards vs. individual rewards Team rewards vs. individual rewards Be an engaged leaderBe an engaged leader

Managing Team MeetingsManaging Team Meetings

The dominatorThe dominator. . This person This person uses meetings as monologues.uses meetings as monologues.

Strategy:Strategy: Look for a place to Look for a place to interrupt, quickly summarize interrupt, quickly summarize his/her point of view and turn to his/her point of view and turn to the group and say, "Does the group and say, "Does anyone else have an opinion anyone else have an opinion about this?"about this?"

What do you really hate about team meetings?

Failure to manage these people…


The wallflowerThe wallflower. . He/she has good He/she has good ideas but is just too shy to share ideas but is just too shy to share them.them.

StrategyStrategy: Encourage him. “Bob, : Encourage him. “Bob, you’ve had experience with this. What you’ve had experience with this. What can you tell us?" can you tell us?"

If the whole group is quietIf the whole group is quiet, chances , chances you are the problem.you are the problem.


The side-talkersThe side-talkers. . In a big group, two In a big group, two people will huddle together. people will huddle together.

StrategiesStrategies: : 1) Stop and stare with a smile1) Stop and stare with a smile2) Call on someone who is sitting 2) Call on someone who is sitting next themnext them3) If all else fails, “You must have a 3) If all else fails, “You must have a good idea over there. Fill the rest of good idea over there. Fill the rest of us in.”us in.”


The gripersThe gripers. . They may have a They may have a legitimate point and you don’t legitimate point and you don’t want to shut down honest want to shut down honest dialogue.dialogue.

StrategyStrategy: : Summarize the Summarize the basic concern; use neutral basic concern; use neutral words. Turn to the rest of the words. Turn to the rest of the group and say, "What about group and say, "What about this concern? Let’s examine it. this concern? Let’s examine it. Does anyone else feel this Does anyone else feel this way?”way?”

Managing Up: Working with the BossManaging Up: Working with the Boss

Feel his/her painFeel his/her pain. Let him/her know you understand the . Let him/her know you understand the business or industry and care about the company or business or industry and care about the company or organization.organization.

Agree on your personal goals Agree on your personal goals and objectives and get and objectives and get them in writing. They should be measurable.them in writing. They should be measurable.

Report to the boss regularlyReport to the boss regularly. Schedule weekly meetings . Schedule weekly meetings if possible.if possible.

Be available. Be available. Notice when he/she comes into and leaves Notice when he/she comes into and leaves the office. Be there before and stay after, if possible.the office. Be there before and stay after, if possible.

Managing Up: Working with the BossManaging Up: Working with the Boss Look for opportunities Look for opportunities to make your manager’s life to make your manager’s life

easier.easier.

Identify and solve problems. Identify and solve problems. Don’t present problems Don’t present problems without bringing realistic solutions. without bringing realistic solutions.

It’s not personal. It’s not personal. Develop tough skin. Don’t overreact to Develop tough skin. Don’t overreact to boss’s comments.boss’s comments.

Show him/her your appreciationShow him/her your appreciation (but (but don’t suck up.) don’t suck up.)

Handling the disconnect with your bossHandling the disconnect with your boss

Problem: Problem: Your boss assigns you more than your Your boss assigns you more than your share of grunt work.share of grunt work.

Strategy:Strategy: Write a proposal for an assignment you Write a proposal for an assignment you would prefer and explain why you would be the right would prefer and explain why you would be the right person for the project. person for the project.

Do they know they are not meeting your needs? Talk to them about what you need.


Problem: Problem: Your boss doesn't give you feedback.Your boss doesn't give you feedback.

Strategy: Strategy: When you finish a substantial piece of When you finish a substantial piece of work, give your boss extra time to review it. Follow work, give your boss extra time to review it. Follow up. And speak up at meetings and get feedback.up. And speak up at meetings and get feedback.


Problem: Problem: Your boss is verbally rough.Your boss is verbally rough.

Strategy: Strategy:

Do not take the gruff talk to heart. It’s really not about you.Do not take the gruff talk to heart. It’s really not about you.

Seek emotional support from co-workers who have also been subjected to your supervisor's wrath.Seek emotional support from co-workers who have also been subjected to your supervisor's wrath.

Stand up for yourself in a professional manner.Stand up for yourself in a professional manner.

If it’s unbearable, keep a record of the abuse and report the abuse to your supervisor's boss, especially if it’s bullying or harassmentIf it’s unbearable, keep a record of the abuse and report the abuse to your supervisor's boss, especially if it’s bullying or harassment..

Resolving ConflictResolving Conflict

Never argue, just listenNever argue, just listen. By . By listening, you will understand listening, you will understand the issue and let them vent. the issue and let them vent.

Ask for more informationAsk for more information. But . But don’t grill them. It shows you don’t grill them. It shows you have an interest in solving the have an interest in solving the problem.problem.

Be positiveBe positive: “I understand why : “I understand why you’re upset.” “I hear what you you’re upset.” “I hear what you are saying.” Speak softly and are saying.” Speak softly and slowly.slowly.

Resolving ConflictResolving Conflict

Show that you careShow that you care: Tell : Tell them you “want to solve them you “want to solve the problem” or “this is an the problem” or “this is an important issue.”important issue.”

Solve the issue at that Solve the issue at that timetime if you can, but asking if you can, but asking for time is good too. for time is good too.

Thank themThank them for bringing for bringing up the issue. Be genuine up the issue. Be genuine they brought it to your they brought it to your attention. attention.

In closing…In closing…

I have learned and will apply these Three Things within three months:

1)______________________________

2)______________________________

3)______________________________

What is the Key to Getting to What is the Key to Getting to the Next Level?the Next Level?

“None of us is as smart as all of us.” -- Ken Blanchard

Thank you!Thank you!

Jeff GhannamCrystal Communications & Marketing, [email protected] @ghannam4

Download - Taking yourcareertothenextlevel

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