Chapter 9Chapter 9

Fostering Personal Growth

Fostering Personal GrowthFostering Personal Growth

PersonalGrowth

Career Management

Self- Management

Stress Management

Mastering Self-ManagementMastering Self-Management

Seneca

• “He is most powerful who has power over himself.” Lucius Annaeus Seneca

• Self-management is the process of managing oneself.

• Instead of relying on others to reward and punish, to direct, to set goals, and to provide feedback, we must learn to use these tools to manage our own behavior.

The Need for Self-ManagementThe Need for Self-Management

• Helpful when employees are relatively isolated, such as with telecommuting.

• Useful when supervision is lacking or employees are self-directing, such as with enriched jobs and self-managing work groups.

• May be used to enhance one’s own performance.• Provides a set of skills that can be transferred from one setting

to another.• Often less expensive than traditional motivational techniques.

Consequences of Self-ManagementConsequences of Self-Management

• Early evidence of the value of self-management came from clinical settings, where self-management techniques have been very successful in programs dealing with:– weight loss– smoking cessation– phobia reduction

• In academic settings, self-management techniques have led to improved study habits and enhanced academic performance.

• In organizational settings, self-management techniques have:– reduced absenteeism– increased satisfaction with work and commitment to the organization– improved task performance

Forms of Self-ManagementForms of Self-Management

Self-Management

Behavioral:

• Management of Our Own Behaviors

Cognitive:

• Development of Effective Thinking Patterns

Guidelines for Behavioral Self-ManagementGuidelines for Behavioral Self-Management

1. Self-Analysis

2. Modifying Antecedents (Cues)

3. Modifying Consequences

4. Reordering Behavior

5. Contracting

6. Rehearsal

7. Evaluating Program Effectiveness

8. Maintaining the Desired Change

Some Self GoalsSome Self Goals

• Exercise at least four days a week for at least 30 minutes a day.

• Spend at least two hours with my children every evening.

• Quit smoking for three months.

Some Short-Term BehaviorsSome Short-Term Behaviors

• Eat breakfast every morning.• Lift weights 4 days/week for at least 1/2 hour daily.• Get 8 hours of sleep per night for the next week.• Go to the library 3-4 hours per day.• Bring packed lunch to school rather than buying food from the school’s deli.• Walk my dog at least once per day.• Limit my TV watching to two hours per day during the week and three

hours per day on the weekend.• Spend 20 minutes in the kitchen daily preparing lunch or dinner.• Increase the number of sit-down dinners with my family to at least four

times per week.

Some Self-Monitoring AidsSome Self-Monitoring Aids

• Runner’s log

• Calorie log

• Diary

• Graphs

Monitoring TechniquesMonitoring Techniques

• Start a schedule/log book which keeps daily track of workout and performance on each exercise.

• Keep a weekly pill container -- fill at beginning of week and take vitamins each day.

• Put due dates of projects on calendar and track what has been done for projects each week leading up to the due date.

• Weigh in once a week at Shell.• Keep a log of the times I get up.• Each time I end up eating fast food I can write down what it was I ate, and how

much the meal cost me.• Write on my Daytimer what time I arrive at work/school each day.

Modifying AntecedentsModifying Antecedents

• … I will bring my workout clothes to school so that I can work out immediately after class.

• Plan a menu for the week beforehand …• I will avoid turning the TV on immediately when I get home at night …• I will not hit the snooze button in the morning so that I will have time to read.• … Therefore, I will need to avoid shopping at these stores unless I have an

actual list of what I need, and then only purchase what is on the list.• … Don’t let [myself] feel too hungry, but eat 5-7 small meals each day instead

of 2-3 big ones.• I need to study on the second floor of the library where I can’t see my friends.

Modifying ConsequencesModifying Consequences

• Allow myself one guilt-free junk food meal per week.• Use log to monitor regularity of oil changes; for every mile over my 3,000

goal, I will give $0.01 to the Red Cross.• Every time I complete a project before it is due I will buy a new CD.• I can have my favorite breakfast (raspberry toaster strudel) if I get up in

time.• I will have pictures of me with a flabby belly if I don’t keep to my exercise

routine.• I will buy new running shoes if I follow through with my goal.• I will award myself four hours of “free time” on Sunday night to spend

having fun.

Reordering of BehaviorReordering of Behavior

• Not eating dinner or relaxing until I have exercised.

• Eating all vegetables on plate before I eat meat. This way, hopefully, I will be full by the time I attempt to eat it.

• Currently the cycle of things is Star Trek -> Sleep -> Getting up -> Getting to school -> Studying. Taping Star Trek and putting it at the end of the cycle … should help me achieve both goals.

• One night a week, I should write a letter before I relax in front of the T.V. or play on the computer.

• Wash dishes before I cook or eat.

• If I made lunch the night before, rather than in the morning as I usually do, and read the paper in the morning, rather than at night when I usually do … I’d be sure I had a lunch.

A Self-Management ContractA Self-Management Contract

Effective dates: From June 26, 2001 to September 1, 2001

The following behavior will be monitored by: Lizzie and/or Katherine Aldag

Behavior: Use of NordicTrac 4 days per week for 30 minutes per day

Monitoring will occur: each day

Whenever: Use of NordicTrac occurs at 30 minutes per day I will award snack or half hour of reading.

Whenever the behavior does not occur at the specified level, the following consequence will occur: Guilt, harassment by daughters

Contract may be revised on: June 19, 2001

Signatures:

Evaluating Program Effectiveness and Evaluating Program Effectiveness and Maintaining the Desired ChangeMaintaining the Desired Change

• If initially I am not studying at least 4 hours per night, I might: (1) spend more time studying in the library (I.e., revise my contract), (2) discontinue going to the recreational room, or (3) increase my efforts. ….

• If I am not able to stick to doing the exercise 5 times a week because I am so out of shape or because of a hectic holiday/school schedule, I will try doing it 4 times a week. If that doesn’t work, I will go down to 3 times a week and gradually build up to 5 times after I am into a routine and in better shape. I will not do any less than 3 times a week. To maintain this I will keep a weekly body measurement and weight log. Any time I notice that my measurements and weight have increased, I will increase my exercise for that week by renewing and re-signing my contract until I am back to baseline. ….

Evaluating Program Effectiveness and Evaluating Program Effectiveness and Maintaining the Desired Change (Cont.)Maintaining the Desired Change (Cont.)

• If I am not able to maintain a routine exercise program, I will seek the guidance from an exercise specialist. They are regularly available at the gym I work out at and they specialize in helping individuals develop programs that are both challenging and rewarding. … I will attempt to maintain my exercise program by constantly introducing new techniques that work on different parts of my body. This way I will keep motivated and reduce dullness.

• I’ve tried many times to quit snoozing … but never in a formal manner. If my snooze log doesn’t work, I will attempt to move my alarm clocks, get new alarms, or use my alarm that doesn’t have a snooze button. I’ve read that it takes 3 weeks to form a habit. Hopefully if I keep a log for 3 weeks it will become a habit for me to get out of bed when the alarm goes off.

The Bottom Line:The Behavioral Self-The Bottom Line:The Behavioral Self-Management ProcessManagement Process

PinpointShort- andLong-Term

TargetBehaviors

PinpointShort- andLong-Term

TargetBehaviors

Set SpecificGoals for Each

TargetBehavior

Set SpecificGoals for Each

TargetBehavior

Identify theAntecedents

of EachTarget

Behavior

Identify theAntecedents

of EachTarget

Behavior

IdentifyPositive and

NegativeConsequences

to Link to TargetBehavior

IdentifyPositive and

NegativeConsequences

to Link to TargetBehavior

OrderBehaviors to

EnhanceProbabilityof Attaining

Goals

OrderBehaviors to

EnhanceProbabilityof Attaining

Goals

Create aWritten

Contract ThatSummarizes

the Plan

Create aWritten

Contract ThatSummarizes

the Plan

Implementthe Plan

Implementthe Plan

Evaluate thePlan andModify It

as Needed

Evaluate thePlan andModify It

as Needed

Web Wise: Self-Management at W. L. GoreWeb Wise: Self-Management at W. L. Gore

• W. L. Gore & Associates, while large and mature, has maintained a remarkable record of creativity and innovation.

• Ranked in the top 10 of the “100 best companies to work for in America,” Gore has hundreds of products in hundreds or markets and locales.

• Gore was a pioneer in worker autonomy and self-management.

• Read Gore’s philosophy regarding these issues at: http://www.gore.com/

Strategies That Promote Effective ThinkingStrategies That Promote Effective Thinking(Figure 9-1)(Figure 9-1)

EffectiveThinking

FocusingThinking on

NaturalRewards

EstablishingEffectiveThoughtPatterns

BuildingNatural

Rewards IntoTasks

Managing Stress and BurnoutManaging Stress and Burnout

• Stress is a cause of psychological problems as well as physical reactions, such as ulcers, high blood pressure, backaches, and heart disease.

• An estimated 75 to 90 percent of visits to doctors are somehow stress related.

• Stress is associated with high levels of dissatisfaction, absenteeism, turnover, lost productivity, and lawsuits.

• It may result in a climate that stifles creativity.

• It has been implicated in workplace violence and employee suicide.

• Total stress-related costs to U.S. businesses are $200 to $300 billion annually.

Global Perspectives: KaroshiGlobal Perspectives: Karoshi

• Karoshi, three Japanese characters that literally mean “excessive,” “labor,” and “death,” is a term given by the Japanese to sudden death from heart attack or stroke induced by job stress.

• Japanese work, on average, 225 hours per week, or six workweeks, more per year than their American counterparts.

• Their overwork is driven in part by employers’ demands and expected loyalty to the company, and by the weakness of Japan’s labor unions.

• It appears that karoshi results primarily from feelings of depression and helplessness combined with overwork.

• Karoshi is now recognized by the Japanese government as a cause of death under the country’s worker compensation laws.

Concepts Involved in Stress ManagementConcepts Involved in Stress Management(Figure 9-2)(Figure 9-2)

Stressors StressStress

Reactions

Physiological Reactions in StressPhysiological Reactions in Stress(Figure 9-3)(Figure 9-3)

StressorsCerebralCortex

perceived by

Hypo-thalamus

which alerts

StressReactions

which carries hormones to organs and

muscles

BloodStream

which puts hormones

into

AutonomicNervousSystem

which activates

Pituitary

which activates

AdrenalGlands

which activates

secretes ACTH, which

activates

Stage 3

Body Can NoLonger ResistStressor:PhysiologicalBreakdown Occurs

Exhaustion

The General Adaptation SyndromeThe General Adaptation Syndrome(Figure 9-4)(Figure 9-4)

Stressor

Stage 1

Body Preparesfor Action;IncreasedArousal

Alarm

Stage 2

Attempts areMade to CopeWith SpecificStressor

Resistance

Eustress and DistressEustress and Distress

Reaction to Stress

Positive

Negative

Very Low

Very HighStress

Level

Eustress

Distress

StressorsStressors

StressorsRoleStressors

Hassles

LifeEvents

EmotionalLabor

Specific JobDemands

InterpersonalConflict

WorkEnvironment

Responsibilityfor Others

Dealing WithOthers’ Stress

Stressors in the Work EnvironmentStressors in the Work Environment

• Job risk• Prolonged noise• Glaring or inadequate lighting• Temperature variations• Poor air quality• Required repetitive motions

Web Wise: ToastmastersWeb Wise: Toastmasters

• Toastmasters International is an organization dedicated to helping people to develop better listening, thinking, and speaking skills.

• At Toastmasters, members learn by speaking to groups and working with others in a supportive environment.

• Each Toastmasters meeting gives participants an opportunity to conduct meetings, give impromptu speeches, present prepared speeches, and offer constructive evaluation.

• http://www.toastmasters.org

Stressful Life EventsStressful Life Events

EVENT RELATIVESTRESSFULNESS

Death of a spouse 100Divorce 73Marital separation 65Jail term 63Death of a close family member 63Personal injury or illness 53Marriage 50Fired from a job 47Retirement 45Pregnancy 40Death of a close friend 37Son or daughter leaving home 29Trouble with in-laws 28Trouble with boss 23Change in residence 20Vacation 13Christmas 12Minor violations of the law 11

HasslesHassles

• While “big” things, such as deaths and disasters, are clearly stressful, so are daily hassles.

• Such things as a troublesome neighbor, home renovations, a long daily commute, financing children’s education, and even dealing with a malfunctioning teller machine can all add to one’s stress levels.

• What these things lack in severity they make up in frequency.

Role StressorsRole Stressors

RoleStress

Role Overloador Underload

Role Conflict:Conflicting

Expectations

Role Ambiguity:Unclear

Expectations

Forms of Role ConflictForms of Role Conflict

• Intersender role conflict results from conflicting expectations of different role senders.

• Intrasender role conflict occurs when a single role sender transmits incompatible expectations.

• Inter-role conflict comes about through incompatible demands of different roles.

• Person-role conflict results from clashes between role demands and personal values and expectations.

Role Overload and UnderloadRole Overload and Underload(Figure 9-7)(Figure 9-7)

Nature of Mismatch

Work Work Amount Type

Insufficient

Level ofMismatch

Excessive

QuantitativeUnderload

QuantitativeOverload

QualitativeUnderload

QualitativeOverload

Personal Influences on StressPersonal Influences on Stress

StressOptimism-

Type ABehavior Pattern

+

Hardiness-

TensionDischarge Rate

-

Some Signs of StressSome Signs of Stress

• Trouble in concentrating• Working excessively but not effectively• Feeling that you’ve lost perspective on what’s important in life• Angry outbursts• Changes in sleeping patterns• Loss of interest in social and recreational activities• Prolonged fatigue• Increases in smoking, drinking, and eating• A feeling that you just can’t face the day

ReducedPerformance,

OtherNegativeEffects

Major Components of BurnoutMajor Components of Burnout(Figure 9-8)(Figure 9-8)

Physical Exhaustion(Fatigue, Lack of Energy)

Emotional Exhaustion(Depression, Feelings

of Hopelessness)

Attitudinal Exhaustion(Cynicism, Negative Views ofOthers, of One’s Own Work)

Feelings of LowPersonal

Accomplishment

Intense andProlonged

Work-RelatedStress

Web Wise: Dale Carnegie TrainingWeb Wise: Dale Carnegie Training

• Dale Carnegie’s book, How to Win Friends and Influence People, inspired generations of salespeople and others with its messages about the power of positive thinking.

• Dale Carnegie Training teaches selling and public speaking skills and publishes a variety of books. It has implemented training in over 400 of the Fortune 500 corporations

• It has more than 4 million graduates, 2,700 professional instructors, and courses in 70 countries and 20 languages.

• http://www.dale-carnegie.com/

Successful Wellness ProgramsSuccessful Wellness Programs

• Wellness programs offered by Sentara Healthcare and Chevron Corporation were winners of the 1998 C. Everett Koop National Health Award.

• Sentara’s Healthy Edge program incorporates awareness of health risks, handbooks about common disorders and how to treat them, and many on-site fitness programs. It also encourages “power naps” during work hours.

• Chevron has an on-site fitness center, coaches who lead stretching exercises during breaks in the offices, and staff specialists who facilitate such “energizers” as stretches and laughter before meetings. Employees can set “ergonomic breaks” on their computers.

The Bottom Line: The Stress Management The Bottom Line: The Stress Management ProcessProcess

Identify MajorPersonal and

Work Stressors

Identify MajorPersonal and

Work Stressors

ImplementStrategies to

Reduce orEliminateStressors

ImplementStrategies to

Reduce orEliminateStressors

ImplementStrategies to

Reduce orEliminate NegativeStress Reactions

ImplementStrategies to

Reduce orEliminate NegativeStress Reactions

Develop MoreEffective CopingMechanisms forHandling Stress-

ful Situations

Develop MoreEffective CopingMechanisms forHandling Stress-

ful Situations

Use OrganizationalResources for

Managing StressMore Effectively

Use OrganizationalResources for

Managing StressMore Effectively

Managing Your CareerManaging Your Career

• Business is changing rapidly, and jobs and careers are changing with it.

• Downsizing, mergers, market and technological changes, new perspectives on the psychological contract, and changing patterns and levels of global competition are creating unprecedented levels of uncertainty, challenge, and opportunity.

• Individuals are now less inclined to pursue a lifelong career in a single firm.

• Labor Department statistics project that the average person entering the workforce in the U.S. will have three and a half careers and work for 10 employers, keeping each job for only about three and a half years.

• Employees must prepare themselves for portfolio careers, in which people develop a portfolio of their accomplishments in different companies and “carry” that portfolio with them to help secure new jobs.

The Protean CareerThe Protean Career

• Proteus was a character in Greek mythology who could change shape in any way he wanted, except when held down.

• Douglas Hall has drawn on this myth to coin the term Protean Career.

• According to this view, there is much more to careers than just moving up the hierarchies of organizations.

• Viewed in this light:– a career is an ongoing sequence of events, some of which may have little or

nothing to do with money or prestige.– a career extends over the entire work life.– determining whether a career is successful is up to the individual.

The Protean Versus the Traditional CareerThe Protean Versus the Traditional Career(Figure 9-9)(Figure 9-9)

Issue Protean Career Traditional Career

Who’s in Charge? Person Organization

Core Values Freedom; growth Advancement; power

Degree of Mobility High Lower

Important Performance Psychological Position level; salary Dimensions success

Important Attitude Work satisfaction; Work satisfaction; Dimensions professional organizational

commitment commitment

The Protean Versus the Traditional CareerThe Protean Versus the Traditional Career(Figure 9-9) (Continued)(Figure 9-9) (Continued)

Issue Protean Career Traditional Career

Important Personality Do I respect Am I respected in this Dimensions myself? Organization?

(self-esteem) (esteem from others)What do I do? What should I do? (self awareness) (organizational

awareness)

Important Adaptability Work-related Organization-related Dimensions flexibility; competence (measure:

competence organizational survival) (measure: marketability)

Roles Associated with Four Career StagesRoles Associated with Four Career Stages(Figure 9-10)(Figure 9-10)

Stage 1 Stage 2 Stage 3 Stage 4CentralActivity

HelpingLearningFollowing directions

Independent contributor

TrainingInterfacing

Shaping the direction of the organization

PrimaryRelationship

Apprentice Colleague Mentor Sponsor

MajorPsychologicalIssues

Dependence Independence Assuming responsibility for others

Exercising power

Developmental Needs in Early CareerDevelopmental Needs in Early Career(From Figure 9-11)(From Figure 9-11)

Task Needs Socioemotional Needs

Develop action skills Support

Develop a specialty Autonomy

Develop creativity,innovation

Deal with feelings ofrivalry, competition

Rotate into a new areaafter 3-5 years

Developmental Needs in Middle CareerDevelopmental Needs in Middle Career(From Figure 9-11)(From Figure 9-11)

Task Needs Socioemotional Needs

Develop skills in trainingand coaching others

Opportunity to expressfeelings about midlife

Train for updating andintegrating skills

Reorganize thinking aboutself

Develop broader view ofwork and organization

Reduce self-indulgenceand competitiveness

Job rotation into jobrequiring new skills

Support and mutualproblem solving for copingwith midcareer stress

Developmental Needs in Late CareerDevelopmental Needs in Late Career(From Figure 9-11)(From Figure 9-11)

Task Needs Socioemotional Needs

Shift from power role toone of consultation,guidance, wisdom

Support and counseling to helpsee integrated life experiencesas a platform for others

Begin to establish selfin activities outside theorganization

Acceptance of one’s one-and-only life cycle

Gradual detachment fromorganization

Career Problems of Young ManagersCareer Problems of Young Managers

CareerProblems

Early Frustrationand Dissatisfaction

Insensitivityand Passivity

LoyaltyDilemmas

PersonalAnxiety

EthicalDilemmas

JobSecurity

OrganizationalSeduction

Loyalty DilemmasLoyalty Dilemmas

• One survey asked chief executives what they most value in subordinates. 86% said they valued loyalty first.

• There are many versions of loyalty:– loyalty as obedience– loyalty as putting in effort and long hours for the company– loyalty as successful completion of tasks– loyalty as protecting the superior from ridicule and adverse evaluation by others.– loyalty as giving the superior honest information about mistakes and possible

failures

• Unfortunately, young managers often don’t know which version of loyalty is expected.

The Career-Growth CycleThe Career-Growth Cycle(Figure 9-12)(Figure 9-12)

ChallengingInitial Job

Performance

Self-EsteemInvolvement

Counseling

Effort

Support

PsychologicalSuccess

Feedback

Performance and PromotabilityPerformance and PromotabilityFigure 9-13Figure 9-13

Promotability

Low High

Low

Performance

High

Deadwood

SolidCitizens

Stars

Learners

The Career PlateauThe Career Plateau

• The career plateau is the point in a career where the likelihood of further promotions is very low. It often occurs at midcareer.

• People may plateau because– they don’t want any more promotions.– of poor performance.– there are no openings at higher levels

• Plateaued managers show surprisingly little dissatisfaction with their careers, lives, and the promotion policies of their firms and are generally well adjusted.

• Plateauing may cause problems for more than just the plateaued employee, including younger employees who are demoralized.

• Plateauing may have severe health consequences, including heightened risk of mortality.

Moving Up and Down, In and Out,Moving Up and Down, In and Out,and Aroundand Around

Movement through the organization can take place in three

dimensions, making up the career cone:• Vertical. Vertical movement is up and down the

organizational hierarchy, such as a promotion or demotion.• Radial. Radial career movement includes movement toward

or away from the inner circle or the core of the system.• Circumferential. Circumferential movement means moving

to a different function, program, or product in the organization.

The Career Cone (Figure 9-14)The Career Cone (Figure 9-14)

CIRCUMFERENTIAL:FUNCTION

VERTICAL:

RANK

RADIAL:

INCLUSION

Fitting People to CareersFitting People to Careers

Person- CareerFit

CareerConcept Types

CareerAnchors

OccupationalPersonality Types

Career AnchorsCareer Anchors

• Anchor 1: managerial competence. The career is organized around the competencies and values inherent in the management process.

• Anchor 2: technical-functional competence. The career is organized around the challenge of the actual work to be done, whether it is related to marketing, financial analysis, corporate planning, or some other area..

• Anchor 3: security. The individual has an underlying need for security and tries to stabilize the career by tying it to the given organization.

• Anchor 4: creativity. Individuals with this anchor have a strong need to create something. The anchor is most evident among entrepreneurs.

• Anchor 5: autonomy and independence. The concern is with freedom and autonomy. Individuals with this anchor often find organizational life too restrictive or intrusive into their personal lives.

Occupational Personality TypesOccupational Personality Types

• Realistic. Involves aggressive behavior and physical activities requiring skill, strength, and coordination.

• Investigative. Involves cognitive (thinking, organizing, understanding) rather than affective (feeling, acting, or interpersonal and emotional) activities.

• Social. Involves interpersonal rather than intellectual or physical activities.• Conventional. Involves structural, rule-regulated activities and subordination

of personal needs to an organization or person of power and status.• Enterprising. Involves verbal activities to influence others and to attain

power and status.• Artistic. Involves self-expression, artistic creation, expression of emotions,

and individualistic activities.

Career Concept TypesCareer Concept Types

• Transitory. There is no clear pattern of career movement. Some transitory types may drift from job to job, while others may be entrepreneurial types.

• Steady-state. The individual chooses a lifetime occupation. Steady-state types settle into an organization and prefer stability to change.

• Linear. Career choice is made early, and there is emphasis on steady upward movement on a career ladder.

• Spiral. There is planned search for increasing self-development and creative growth. The career choice may change accordingly.

Guidelines for Self-Management of CareersGuidelines for Self-Management of Careers

• Develop basic career competencies.• Choose an organization carefully.• Get a challenging initial job.• Be an outstanding performer.• Develop professional mobility.• Plan your own and your spouse’s careers collaboratively.• Get help in career management.• Anticipate chance events.• Continually reassess your career.

The Bottom Line: Managing the Career The Bottom Line: Managing the Career Development ProcessDevelopment Process

Assess EmployeeInterests, Skills,

and Abilities

Assess EmployeeInterests, Skills,

and Abilities

Provide Opportunitiesfor Employee toResearch and

Explore VariousCareer Opportunities

by SharingInformation andHolding Ongoing

Discussions

Provide Opportunitiesfor Employee toResearch and

Explore VariousCareer Opportunities

by SharingInformation andHolding Ongoing

Discussions

Work with Employeeto Set Short- andLong-Term Goals

and an Action Planfor Achieving

Them

Work with Employeeto Set Short- andLong-Term Goals

and an Action Planfor Achieving

Them

Use Appropriate CareerDevelopment Methods, Such as

Job Rotation, Mentoring andCoaching, to Support the

Implementation of the CareerDevelopment Plan

Use Appropriate CareerDevelopment Methods, Such as

Job Rotation, Mentoring andCoaching, to Support the

Implementation of the CareerDevelopment Plan

Evaluate Employee’s ProgressToward Achieving the Goals inthe Action Plan and Modify the

Plan as Needed

Evaluate Employee’s ProgressToward Achieving the Goals inthe Action Plan and Modify the

Plan as Needed

Questions Asked by AT&T When Screening Questions Asked by AT&T When Screening Candidates for Overseas Transfer (Fig. 9-15)Candidates for Overseas Transfer (Fig. 9-15)

• Would your spouse be interrupting a career to accompany you to an international assignment? If so, how do you think this will [affect] your spouse and your relationship with each other?

• Securing a job on re-entry will be primarily your responsibility. How do you feel about networking and being your own advocate?

• How able are you in initiating new social contacts?• Can you imagine living without television?• How important is it for you to spend significant amounts of time with people of

your own ethnic, racial, religious, and national background?• As you look into your personal history, can you isolate any episodes that indicate a

real interest in learning about other people and cultures?• Has it been your habit to vacation in foreign countries?

Company Practices to Enhance Women’s Company Practices to Enhance Women’s Career Development (Figure 9-17)Career Development (Figure 9-17)

Women’s CareerDevelopment

Select Part-TimeJob Opportunities

Support forTraining andDevelopment

CareerCounseling

In-HouseTraining

ProgramsMentoring

Posting of JobOpportunities

Family-SensitiveWork Practices

Phases in the Mentoring RelationshipPhases in the Mentoring Relationship

Initiation Cultivation Separation Redefinition

Phases in the Mentoring RelationshipPhases in the Mentoring Relationship

• Initiation. A period of 6 months to a year during which the relationship gets started and begins to take on importance for both individuals.

• Cultivation. A phase of 2 to 5 years during which the mentor provides many career-related and psychosocial functions. There are frequent interactions and many mutual benefits.

• Separation. This phase begins when the protégé feels it is time to assert autonomy and independence or when something external to the relationship is marked by significant changes in the functions provided by the mentor relationship and in the affective experiences of the mentor and protégé.

• Redefinition. If the separation stage has been negotiated successfully, the relationship enters a final, redefinition stage characterized primarily by friendship.

Benefits of Mentoring for the ProtégéBenefits of Mentoring for the Protégé(Figure 9-17)(Figure 9-17)

Mentoring

Exposure andVisibility

Protection

Warning ofDangers

EmotionalSupport

CareerAdvancement

Costs of Mentoring for the ProtégéCosts of Mentoring for the Protégé(Figure 9-17) (Continued)(Figure 9-17) (Continued)

Mentoring

HeightenedScrutiny

Risks in EndingRelationship

Bad AdviceMisperception

of Nature ofRelationship

Lack ofCredit for

Contributions

Danger ifMentor “Loses”

Web Wise: SystersWeb Wise: Systers

• Thousands of women and minorities are now using a new, high-tech approach to mentoring: the personal computer.

• They seek informal guidance -- virtual mentors -- from online bulletin boards, in-house electronic mail, or websites.

• Systers began as an electronic mailing list for women and is now a website.

• There are now more than 2,500 members in 38 countries.

• http://www.systers.org

The Bottom Line: The FormalThe Bottom Line: The FormalMentoring ProcessMentoring Process

Identify an EmployeeWho Shows

Potential for FutureAdvancement

Identify an EmployeeWho Shows

Potential for FutureAdvancement

Assign TargetedEmployee as aProtégé to an

Experienced Mentor

Assign TargetedEmployee as aProtégé to an

Experienced Mentor

Schedule PeriodicDevelopmental

Meetings BetweenMentor and Protégé

Schedule PeriodicDevelopmental

Meetings BetweenMentor and Protégé

Separate the Mentor andProtégé When Protégé

is Ready for NewDevelopmentalOpportunities

Separate the Mentor andProtégé When Protégé

is Ready for NewDevelopmentalOpportunities