sim programs 2002-2003 managing careers: yours and those of your employees

SIM Programs 2002-2003SIM Programs 2002-2003Managing Careers: Yours and those of your Managing Careers: Yours and those of your

employeesemployees

SeptembSeptemberer

Proactive career managementProactive career management

OctoberOctober Hiring and retaining the best, into a great company…into Hiring and retaining the best, into a great company…into an under-performing companyan under-performing company

NovembeNovemberr

Assessing, developing, engaging your people to their Assessing, developing, engaging your people to their highest level of sustainable performancehighest level of sustainable performance

DecembeDecemberr

Measuring success of your IT organizationMeasuring success of your IT organization

JanuaryJanuary Survival in the position of IT leader, what works….things Survival in the position of IT leader, what works….things to avoidto avoid

FebruaryFebruary Compensation matters and so does job content, balance Compensation matters and so does job content, balance is criticalis critical

MarchMarch Trends in career opportunities of IT leadersTrends in career opportunities of IT leaders

AprilApril Trends in optimizing corporate knowledge of a company Trends in optimizing corporate knowledge of a company as related to information managementas related to information management

MayMay Partnering with your “boss”, effective experiences Partnering with your “boss”, effective experiences described from both sides of the teamdescribed from both sides of the team

Proactive Career Proactive Career ManagementManagement

SIM MeetingSIM Meeting

Sept 18,2002Sept 18,2002


Our PanelOur Panel• Rob TabbRob Tabb:: twenty-five years in IT, split in thirds in consulting, twenty-five years in IT, split in thirds in consulting,

vendor, and practitioner. A leader of IT and business initiatives at vendor, and practitioner. A leader of IT and business initiatives at Anderson Consulting, D&B Software, Ryder, CNF, and Nike. He is Anderson Consulting, D&B Software, Ryder, CNF, and Nike. He is currently Senior VP for Focus IT Group. currently Senior VP for Focus IT Group.

• Mason DiegelMason Diegel:: two decades in IT, rising to the position of CIO at two decades in IT, rising to the position of CIO at Mitsubishi Silicon America. Founded and is CEO of IT Upside and its Mitsubishi Silicon America. Founded and is CEO of IT Upside and its affiliated company Radio Web Network in 2000.affiliated company Radio Web Network in 2000.

• Andy WihtolAndy Wihtol: : thirty-six years split into IT, finance, marketing and thirty-six years split into IT, finance, marketing and executive search. A leader of IT and/or finance within Intel, Tektronix, executive search. A leader of IT and/or finance within Intel, Tektronix, OECO, and NERCO. Two years in Jakarta, Indonesia. Thirteen years in OECO, and NERCO. Two years in Jakarta, Indonesia. Thirteen years in recruiting with recent emphasis on CEO, CIO and CFO positions. recruiting with recent emphasis on CEO, CIO and CFO positions. Founded Andrew Associates in 1996Founded Andrew Associates in 1996

Strategic PlanningStrategic Planning

““Control your destiny! Control your destiny! If you don’t somebody else If you don’t somebody else will!”will!”

Jack WelchJack Welch

Do you have a career strategic Do you have a career strategic plan?plan?

Career strategic planCareer strategic plan

End-gameEnd-game

3 to 5 Year Horizon3 to 5 Year Horizon

AnnualAnnual

Disaster Recovery Disaster Recovery

Career strategic plan: Career strategic plan: End-End-gamegame

• Ultimate career goalUltimate career goal

• Link to personal plansLink to personal plans

• Link to financial goalsLink to financial goals

• As appropriate involve familyAs appropriate involve family

• It will change over timeIt will change over time

Career strategic plan: Career strategic plan: 3 to 5 3 to 5 YearYear• Link to end-game Link to end-game

• Work to a “pro-forma” resumeWork to a “pro-forma” resume

• Integrate with employer’s strategic planIntegrate with employer’s strategic plan

• Identify value-added initiatives that fit the company Identify value-added initiatives that fit the company needs and that fit your planneeds and that fit your plan

• Discuss with manager, mentor, familyDiscuss with manager, mentor, family

Career strategic plan: Career strategic plan: 3 to 5 3 to 5 YearYear

Work to a “pro-forma” resumeWork to a “pro-forma” resume

• Next job, and the one after itNext job, and the one after it

Contents of your resume when you are qualifiedContents of your resume when you are qualified

Do Gap analysis, and don’t forget :Do Gap analysis, and don’t forget :

““the target keeps moving”the target keeps moving”

Don’t beguile yourself, about your readinessDon’t beguile yourself, about your readiness

Request “bone-honest” feedback Request “bone-honest” feedback

Set your development goalsSet your development goals

Career strategic plan: Career strategic plan: 3 to 5 3 to 5 YearYear

• Positioning to be viable for the next Positioning to be viable for the next jobjob

MarketingMarketing

Risk – RewardRisk – Reward

Linear or circuitous route Linear or circuitous route

Positioning to be viable for the Positioning to be viable for the next jobnext job• MarketingMarketing

Think strategicallyThink strategically

Target market : industry, geographic, culture, otherTarget market : industry, geographic, culture, other

Competition : internal, external, otherCompetition : internal, external, other

Value proposition : what makes you a “better buy”?Value proposition : what makes you a “better buy”?

Price (compensation): take the money and run, Price (compensation): take the money and run, or invest for the “after-next”or invest for the “after-next”

Barriers to entry : industry, compensation, otherBarriers to entry : industry, compensation, other

Positioning to be viable for the Positioning to be viable for the next jobnext job

• MarketingMarketing

Communicate in the “language” of the audienceCommunicate in the “language” of the audience

Don’t “wing it”, study the playing fieldDon’t “wing it”, study the playing field

Focus groups : your boss, network, mentorFocus groups : your boss, network, mentor

Test market : interview, mock interviewTest market : interview, mock interview

Promotion : internal, external, an extended processPromotion : internal, external, an extended process start earlystart early


• Risk – RewardRisk – Reward

• Think strategicallyThink strategically

• ““Behold the turtle, it doesn’t make progress unless it sticks its neck outBehold the turtle, it doesn’t make progress unless it sticks its neck out””

Set stretch goals:Set stretch goals:

The rate of career progression is inversely The rate of career progression is inversely proportional to the level proportional to the level of comfort of comfort you have for the positionyou have for the position

Take on difficult assignmentsTake on difficult assignments

Don’t stretch ‘til you breakDon’t stretch ‘til you break

Understand how many strikes you’re allowedUnderstand how many strikes you’re allowed


• Linear or circuitous routeLinear or circuitous route


• The closest distance between tthree points may not be a straight lineThe closest distance between tthree points may not be a straight line

In the “3 to 5” or “end-game” plan you may benefit by stepping down or across In the “3 to 5” or “end-game” plan you may benefit by stepping down or across to develop/get the skills/knowledge essential to longer term objectivesto develop/get the skills/knowledge essential to longer term objectives

• Salary progression Salary progression

is a good goal is a good goal

expecting more in short run may impact the “3 to 5” or “end-game” objectivesexpecting more in short run may impact the “3 to 5” or “end-game” objectives

Career strategic plan: AnnualCareer strategic plan: Annual

• Link to “3 to 5” planLink to “3 to 5” plan

• Integrate with:Integrate with: employer’s annual planemployer’s annual plan manager’s planmanager’s plan

• Critically analyze past year’s performanceCritically analyze past year’s performance

• Course correct if necessaryCourse correct if necessary Tweek the plansTweek the plans A new jobA new job A new companyA new company Go to TibetGo to Tibet

Career strategic plan: AnnualCareer strategic plan: Annual

• Networking goalsNetworking goals


MentorMentor

AlliancesAlliances

PositioningPositioning

Skill and knowledge developmentSkill and knowledge development

Sounding boards for problems, strategiesSounding boards for problems, strategies

OtherOther

Career strategic plan: Disaster Career strategic plan: Disaster RecoveryRecovery

• The worst time to start networking is when you lose your The worst time to start networking is when you lose your job!job!

• Always be connected with hiring managers, consultants, Always be connected with hiring managers, consultants, and recruitersand recruiters

• Be aware, look for early warning indicators….always !Be aware, look for early warning indicators….always !

• Address the “what if” scenarios, and possible recovery Address the “what if” scenarios, and possible recovery options when times are good. This can include position, options when times are good. This can include position, location, compensation, and morelocation, compensation, and more

Proactive Career Proactive Career ManagementManagement• Know YourselfKnow Yourself

• Self AssessmentSelf Assessment

• Career Do’sCareer Do’s

• Career Traps and RisksCareer Traps and Risks

• A Career ExampleA Career Example

Know YourselfKnow Yourself

• What is your passion, what do you What is your passion, what do you enjoy, or what are good at ?enjoy, or what are good at ?

• What motivates you?What motivates you?

• Do you have a vision of 3 to 5 years?Do you have a vision of 3 to 5 years?

• What are the steps to realize your What are the steps to realize your vision?vision?

Self AssessmentSelf Assessment

• Is it really Is it really youryour career vision? career vision?

• How are you viewed by your leaders, How are you viewed by your leaders, peers and subordinates?peers and subordinates?

• How do your skills map against your How do your skills map against your career vision?career vision?

• Do you have a realistic plan to fill the Do you have a realistic plan to fill the gaps?gaps?

Career Do’sCareer Do’s

• Know yourself and what motivates youKnow yourself and what motivates you• Have a visionHave a vision• Continuous skill developmentContinuous skill development• Network and relationship investmentNetwork and relationship investment• Volunteer/ be a team playerVolunteer/ be a team player• Periodic self assessment ( 360 view)Periodic self assessment ( 360 view)• Self promotion ( tastefully)Self promotion ( tastefully)• Be market awareBe market aware

Career Risks and TrapsCareer Risks and Traps

• Complacency in a positionComplacency in a position

• Not taking a 360 perspectiveNot taking a 360 perspective

• Excessive politicsExcessive politics

• Look before you leapLook before you leap

• Not being flexible ( sometimes a Not being flexible ( sometimes a straight line is not the shortest route)straight line is not the shortest route)


• Don’t play the victim cardsDon’t play the victim cards

• Traction and PowerTraction and Power

• Career Do’s & Don’tsCareer Do’s & Don’ts

The VictimThe Victim

““I don’t have enough people.”I don’t have enough people.”

““I can’t buy any hardware.”I can’t buy any hardware.”

““There isn’t enough time to make the changes.”There isn’t enough time to make the changes.”

““My budget was cut so I can’t support you My budget was cut so I can’t support you anymore.”anymore.”

Victim of CircumstanceVictim of Circumstance• You will never have enough budget, staff, You will never have enough budget, staff,

time….Get over it and play the cards you are time….Get over it and play the cards you are dealtdealt– Good cards or bad cards…..at least Good cards or bad cards…..at least youyou have have

some cards some cards – Set and exceed expectations with what you Set and exceed expectations with what you

have…have…– ““I don’t know, but we will figure it out somehow”I don’t know, but we will figure it out somehow”

• IT professionals that make something out of IT professionals that make something out of a bad hand will…a bad hand will…– Be dealt better handsBe dealt better hands– Will advance to better jobsWill advance to better jobs– Gain units relative to others in their groupGain units relative to others in their group

Traction and Power - UnitsTraction and Power - Units

• Only 100 units of power exist in a Only 100 units of power exist in a company (Macro) or department company (Macro) or department (Micro)(Micro)

• At the Macro level, each executive At the Macro level, each executive has from 0-100 units that are split has from 0-100 units that are split between all executivesbetween all executives

• At the Micro level, each manager has At the Micro level, each manager has from 0-100 units that are split from 0-100 units that are split between all managersbetween all managers

Traction and Power - Traction and Power - TransferTransfer

• What ever group you are in, you are always What ever group you are in, you are always competing for units…either trying to retain competing for units…either trying to retain those that you have or acquiring morethose that you have or acquiring more

• The only way to get more units is to get it The only way to get more units is to get it from someone elsefrom someone else

• If you don’t hang on to your units, someone If you don’t hang on to your units, someone will take them from youwill take them from you

• Every time there is a change (good or bad) Every time there is a change (good or bad) units are taken or lostunits are taken or lost

Traction and Power - Traction and Power - TrackingTracking• Assess your number of units and track the Assess your number of units and track the

changechange– Is it going up, holding or declining?Is it going up, holding or declining?– Why is it changing?Why is it changing?– What did What did youyou dodo or or not donot do that is causing the that is causing the

change?change?– What are others doing that is getting them What are others doing that is getting them

more units? more units? – What should you be doing now?What should you be doing now?

Traction and Power – New Traction and Power – New JobJob• When you are looking at a new job, When you are looking at a new job,

assess the power units.assess the power units.– Has the job been granted a good starting Has the job been granted a good starting

number of units.number of units.• IMPORTANT: Granted units disappear very IMPORTANT: Granted units disappear very

quicklyquickly

– Traditionally, have there been a good Traditionally, have there been a good number of units available for this position?number of units available for this position?•Why or why not?Why or why not?

Do’sDo’s• Manage your career, track your relative Manage your career, track your relative

performance change compared to your groupperformance change compared to your group• Build skills…adapt and learn quicklyBuild skills…adapt and learn quickly• Build a team of trusted workers (people who will Build a team of trusted workers (people who will

get the job done)get the job done)– Stick with these people for support through the good Stick with these people for support through the good

and bad timesand bad times

• Network with others…Network with others…– But be careful of networking with competitors (peers)But be careful of networking with competitors (peers)

• Know what is important to youKnow what is important to you– Is that new job or title really what you wantIs that new job or title really what you want– It is hard to go back, so move carefullyIt is hard to go back, so move carefully

Don’tDon’t

• Be afraid to say “I don’t know”. Just Be afraid to say “I don’t know”. Just know how to “know” very quickly and know how to “know” very quickly and accurately.accurately.

• Succeed at others expense Succeed at others expense – Units obtained by subversion will not only Units obtained by subversion will not only

be taken away, they have little valuebe taken away, they have little value

• Forget to say thank you to everyone Forget to say thank you to everyone – Peers, Subordinates and ManagersPeers, Subordinates and Managers


Questions Questions ??

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