The Seven Sins of Career Management Kathleen Grace, MA ... Final CICA… · The Seven Sins of Career Management Kathleen Grace, MA, PhD ABD Grace Consulting

The Seven Sins of Career Management Kathleen Grace, MA, PhD ABD

Grace Consulting

About GCS

• Organizational psychology consulting firm specializing in the assessment and development of leadership potential

• Over 15 years experience in selecting and developing leaders in North America, South America, and Europe

About GCS

• Assessment Development Selection

• Executive Coaching • Leadership Development Programs • Succession Planning • Leadership Team Performance Consulting • Leadership Due Diligence for M&A Transactions

Your Career

CAVEAT

• Sex ≠ Gender

• “Blue” and “Pink”

What Determines

Pink/Blue Style?

• Biology Matters

• Personality Matters

• Socialization Matters

• Culture Matters

♀ vs. ♂ General Leadership Style

Differences

people & relationships task orientation

consensus win/lose competition

more emotional

expression

speak first & more often

process and outcomes outcomes

multi-task focus

production strategy

Though they may exhibit different leadership styles – women are at least as effective as men once in a leadership position

7 Deadly Sins: Self Assessment

SIN GUILTY?

Y/N

IDEAS

(THINGS TO START/STOP DOING)

Wanting to be liked

Failure to take risks

Uncomfortable with

Conflict

Settling for recognition

instead of rewards

Unskilled at “Bragging”

Balancing Self

Advocacy with Team

Play

Lack of Focus

Self Assessment

Wanting To Be Liked Instead of

Respected

Failure to Take Risks

Uncomfortable with Conflict

Settling for Recognition Instead of

Rewards

Unskilled at “Bragging”

Balancing Self-Advocacy with Team

Play

Lack of FOCUS

Solutions

Wanting to be liked vs. respected

Solutions: Getting Respect

• Let go of your need to be universally‘liked’ • Build a visible track record of success – every 6-months –

an accomplishment with clear links to team/business unit/corporate strategy

• Focus on quality relationships (vs. quantity) ▫ Two firm power brokers

▫ Two key clients (internal or external)

▫ Two influential peers

• Seek out Leadership training • Grow your circle of influence: NOT EVERYBODY HAS TO

LIKE ME! (repeat as needed until feelings of panic subside)

Solutions

• Failure to take risks early and often

Solutions: Taking Risks • Pursue ‘stretch assignments’ (e.g., specialization,

relocation, new business area) to add value for the company and your own skill set

• Enlist help: seek out senior leaders and involve them

• ‘Purchase’ risk by cutting back in other areas • Examine the upside and downside equally • Lessons learned are ‘tuition’ not ‘mistakes’ • Personal experience with outcomes is the biggest

factor in future risk taking

Solutions

• Uncomfortable and/or unskilled in dealing with conflict

Solutions: Dealing with Conflict

• Understand why you try to avoid it – challenge your fears

• Reframe the conflict as an opportunity for: ▫ Deeper understanding

▫ Creativity

▫ Resolution

• Feel the fear – hang in the conflict just a little longer each time – practice matters

• Plan for important anticipated conflict with your coach – strategize and role play

Solutions

• Settling for recognition instead of holding out for reward

Solutions: Getting Rewarded

• Ask for what you feel you deserve

• Make your desires and expectations clear

• Negotiate on the front end

• Ask the right questions when taking on new assignments

• Build your business case/rationale

• Demonstrate your business acumen

Solutions

• Unskilled at ‘bragging’

Solutions: Selling Yourself

• Develop a “Me Inc.” mindset

• Reframe ‘bragging’ as ‘education’

• Strive to make your organization a meritocracy

• Recognize how often we need to ‘sell’

Solutions

• Failing to achieve a balance between team-play and self-advocacy

Solutions: Practicing Self-Advocacy

• Identify unconscious messages (e.g. a good woman is selfless/ nurturing / puts other first) that may be holding you back

• Self-advocate – even when it’s uncomfortable – ask for what you want

• Remember that your leaders have a limited attention span – no room for ‘victim’ mentality

• Have coaches or mentors advertise on your behalf • Connect with individuals and teams in ways that

benefit you both

Solutions

• Lack of FOCUS

Solutions: Gaining Focus & Control

• There is power in knowing what you want

• Understand why you want to lead – what you want to achieve beyond title/promotion

• Understand your leadership value proposition (Sales, Innovation, Client Service, Teams, Strategy, a unique combination of skills that produces valued results)

• Write it down and keep it in front of you

• Make a To NOT Do list

Accelerating Your Leadership

Development

Assessment: Insight (realization of the need to change/grow)

Motivation (clarity regarding why I will change/grow)

Stretch assignment Willingness to take some risk

Organization and the individuals must embrace the ‘tuition’ of mistakes

Support Coach, mentor, executive coach, training, etc.

Questions

Goal #1 (Me):

MEASURES OF SUCCESS:

ACTIONS STEPS:

1.

2.

3.

Goal #2 (Me):

MEASURES OF SUCCESS:

ACTIONS STEPS:

1.

2.

3.

Goal #3 (Other):

MEASURES OF SUCCESS:

ACTIONS STEPS:

1.

2.

3.

Goal Setting Form

Personal Goal Setting • Turn your notes into

an action plan

• Find a buddy – share your plan

• Schedule a phone call/coffee date 60 days out to check progress

Relevant Resources

• Pitch Like a Girl, Lichtenberg

• The Female Advantage, Helgesen

• Leadership and the Sexes, Annis

• Briefcase Essentials, Spencer

• The Connectors, Kuzmeski

• Work the Pond, Rezac

Parting Advice

• Ask the right questions

• Demonstrate business acumen

• Recognize how often we all need to sell

• Let go of some things to move forward

• Believe you are capable of more