INTRODUCTIONS

• Who are you (name, job, location + one more interesting fact)

• Why this workshop?

• What is one outcome that you hope to obtain?

Sue A. Saunders, Ph.D.

Extension Professor,

University of Connecticut

LEVERAGING YOUR STRENGTHS: POSITIONING YOURSELF FOR CAREER PROGRESS

LEVERAGE……

WHAT ARE STRENGTHS?More than talents

http://www.youtube.com/watch?v=czsEJGJnPAY

CAREER PROGRESSION

TODAY’S OUTCOME

OUTCOME FOR LATER

HOW WILL WE WORK TOGETHER?

TODAY'S AGENDA---4 STEP MODEL

1. STRENGTHS

• Share and inquire

2. EXPECTATIONS

• What Institutions Want from Mid-Managers

3. MOTIVATIONS

• Career Anchors

4. GOALS AND PLANS

• Homework and follow up

WHAT ARE STRENGTHS?More than talents

http://www.youtube.com/watch?v=czsEJGJnPAY

1. STRENGTHS AT WORK

Think about the past couple of weeks at work, identify at least three tasks or activities that were demonstrations of your strengths (success + joy). SEE STAGE 1 WORKSHEET.

Name the strengths using only 2-3 words

For this same time period, think about ONE task or activity, related to your strengths, that is an area for growth

INQUIRING APPRECIATIVELY

• Appreciate “what is” • Paraphrase• Ask “why” • Focus on the speaker• Allow silence to bubble

2. EXPECTATIONS IN THE HIGHER EDUCATION WORKPLACE

• To leverage our strengths, need to think about what skills our workplaces expect

• Examine literature from higher education and student affairs

• Focus on midmanagers in higher education organizations (specifically student affairs/services contexts)

• But can extrapolate to those who aspire to be vice presidents or deans

WHAT IS A MID-MANAGER?

AMBIGUOUS----Depends on institutional context.Definition may depend on….

Time in the professionSupervisory responsibilityRange of authority/responsibility

BOTTOM LINE----positioned in that broad middle between entry level staff and the chief officer of a division (e.g., VPSA)

EXPECTATIONS FOR MID-MANAGERS: 20TH CENTURY

• PERSONNEL MANAGEMENT

• Supervision (include appraisal)

• Resolving Conflict

• Delegating

• Fostering teamwork

• BUDGET MANAGEMENT

• Budget creation and reallocation

• Budget management

• COMMUNICATING UP & DOWN THE ORG CHART

• Gain buy-in

• STUDENT NEEDS• Manage confidentiality

• Determine student needs

• Apply student development theory

21ST CENTURY ADDITIONS…..

• DATA DRIVEN DECISION MAKING

21ST CENTURY ADDITION….STRATEGIC PLANNING

21ST CENTURY ADDITION: SHAPING ORGANIZATIONAL PRIORITIES THROUGH DATA SHARING

21ST CENTURY—FEDERAL REGULATIONSHTTP://WWW.HIGHEREDCOMPLIANCE.ORG/MATRIX/

OTHER EXPECTATIONS?

PROFESSIONAL ASSOCIATION EXPECTATIONS….

….ANOTHER SET OF COMPETENCIES

2. MOTIVATIONS

TO POSITION OURSELVES EFFECTIVELY, WE MUST

…..know what motivates us

CAREER ANCHORS GIVES US A FRAMEWORK

• Developed in 1978 by Edgar Schein

• Occupational identity

• motives

• values and attitudes

• Self-defined, central

• Based on work experience & feedback

HOW TO LOOK AT CAREER ANCHORS

• We will take a look at each of the “anchors” in some detail. SEE FULL CAREER ANCHORS DESCRIPTION IN YOUR PACKET

• After that review, you will want to rank your anchors

• You will complete and discuss a STAGE 2 Worksheet.

ANCHOR #1 SPECIFIC FUNCTIONAL

• Use specialized talents in the workplace

• “Expert”

• Self = content of work

• Devalue general management

• Work must test abilities and skills

ANCHOR #2GENERAL MANAGERIAL

• Management per se interests them

• Technical/functional jobs are “means” to the management “end”

• Competent in both

• analyzing

• human relations

• Responsibility is energizing

ANCHOR #3 AUTONOMY

• Do things their own way

• Dislike organizational constraints

• Personal standards are the guide

• Freedom is criteria for career choices

ANCHOR #4SECURITY AND STABILITY

• Future must be predictable

• Exchange freedom for security

• Want stable requirements

• Loyal and trusting

• May express talents outside the workplace

ANCHOR #5CREATIVITY

• Build their own products

• Self = “creation”

• Usually ingenious and charismatic

• Lose interest when it’s time for routine implementation

• Like individual recognition for their “creations”

ANCHOR #6SERVICE TO OTHERS

• Dedicated to a “cause”

• Work serves to express basic values and need to help

• Loyal to organization if it helps address the cause

ANCHOR #7PURE CHALLENGE

• Success = beating impossible obstacles

• Solve difficult problems for the sheer excitement

• Need to test self regularly

• Want variety and intensity

• Single minded

ANCHOR #8LIFESTYLE

• Lifestyle needs must be met

• Will give up a challenging career to find family, individual fulfillment

• Career is integrated with other aspects of self

PUTTING IT ALL TOGETHER---FORCE FIELD ANALYSIS

OUTCOME FOR FRIDAY……