Your Ambition at GWFDetermined to

succeed…………..

Agenda

1. A compelling case for change

2. Your role, your ambition

3. Your strengths and your development

4. Putting it in a plan

5. Maintaining the rage

Before we get started…

• Our Safety– Fire exits / evacuation areas

• Breaks • Rest rooms• Mobile phone etiquette• Ground rules • What questions?

Agenda

1. A compelling case for change

2. Your role, your ambition

3. Your strengths and your development

4. Putting it in a plan

5. Maintaining the rage

A compelling case for changeTHE EXTERNAL MARKET*:

• 92% of organisations practice formal development planning practices

• Only 33% of employees have development plans

• 25% of employees say they never or almost never look at their development plan

• 70% of employees say that good feedback and coaching is very important to their development

• 30% of employees say they receive good feedback and coaching

• Managers dedication to their employee’s development has the capacity to increase discretionary effort by 48.6%

* Source Corporate Leadership Counsel

GWF*:

• 39% of people have established a personal development plan over the last 12 months

• 37% of people have had regular performance discussions with their manager

• 47% of people know what career opportunities are available at GWF

• 46% are satisfied with the career aspirations they have with their manager regarding career aspirations

* Source 2010 Engagement survey

A development plan is a project plan for achieving business results and short and long term development goals

When it works, it rocks!

• Why do we have development plans?• What’s in it for you?

Agenda

1. A compelling case for change

2. Your role, your ambition

3. Your strengths and your development

4. Putting it in a plan

5. Maintaining the rage

All growth depends upon activity. There is no development physically or intellectually without effort and effort means work.

Calvin Coolidge (1872-1933)

You’ve done it before, you can do it again

Think about a personal goal you have achieved in the past(Run a marathon, lose weight, stop smoking etc):

• What was it?

• How did you do it?

• How did you feel when you achieved it?

Determined to succeed

Unique freedom to make your mark in an ever changing environment - you need to be up for that challenge

Challenge the status quo

Look for opportunities

Know where you stand

Own your career

Considering your career choices

• What do you love to do?

• What are you good at?

• What stuff will peoplepay you to do?

Predicting your future

• What do you want to have achieved at GWF?

• Where do you want to be in 5 years?

• Where do you want to be this time next year?

• What do you need in order to achieve your ambition?

Agenda

1. A compelling case for change

2. Your role, your ambition

3. Your strengths and your development

4. Putting it in a plan

5. Maintaining the rage

Capabilities Knowledge

ExperiencePersonal Attributes

What I do well What I know

What I have doneWho I am

Think about your current role

Profile of your role:

• What capabilities are required?

• What knowledge is needed?

• What personal attributesare important?

• What experience is essentialfor success?

Actions:

• Where are you strong?

• Where do you requiredevelopment?

Your SWOT teamStrengths Weaknesses

ThreatsOpportunities

Agenda

1. A compelling case for change

2. Your role, your ambition

3. Your strengths and your development

4. Putting it in a plan

5. Maintaining the rage

70%

20%

10%

On the job & experience

Coaching & feedback

Training & education

Best in class development…..

Examples of Development….EXPERIENCED BASED

LEARNINGFEEDBACK & COACHING

BASED LEARNINGTRAINING & EDUCATION

70% 20% 10%

• Short term placement• Manage a project• Stretch in size and breadth of

role (quality and number of direct reports)

• X Divisional / X Functional move• Secondment• Rotation• Presentation / participation in

key business forums (eg BLT)• Deputising• Delegation of key priorities• External experiences (eg

presentation at forums, attendance at seminars)

• 360 degree feedback• Executive coaching• Mentoring• Networking• Peer coaching• Exposure to & feedback from

senior leaders• Coaching someone outside your

team• Regular feedback and

development planning conversations with 1 Up manager

• Internal training programs• Skill sets• External training programs• Online training courses• Reading and research• Subscription to professional

associations• Tertiary Education

Development Planning Tips• 70% career experiences, 20% feedback & coaching, 10% training &

education

• Focus on no more than 3-4 development needs per year (make sure they are all realistic)

• Review it regularly – build in regular check-ins with your 1Up manager to obtain feedback on progress

• Make sure your development plan supports your stretch in your current role, is aligned to business need and also takes you toward your next role

• Take responsibility for it, create it, own it and drive it (like your other goals)

• Make your conversations about development open and honest

Plan It!!!!

Development need Action / Solution Measure of Success

Timeframe

Short Term Career Goal

Long Term Career Goal

Maintaining the rage• What does success look like?

• What experience do you want to have / do you want your people to have?

• Where do you want to be this time next year?

• What needs to happen to bring that experience to life?

• What are you willing to do to maintain the rage?

Tool to support you:• Career Coaching Conversations - a guide / cheat sheet to help you

An example

Development need Action / Solution Measure of Success

Timeframe

Develop commercial acumen • Begin to manage a cost centre

• Support manager during forecasting period

• Coaching / mentoring from my Finance Director ( 5 x 90 minute catch ups)

• All projects and programs of work delivered under budget

• Forecasting 100% accurate

• July 2011

Build leadership capability • Presentation and participation at BOLT

• End to end leadership of Project Duke

• Manage graduate during next rotation

• Coach Bill (5 session x 90 minutes)

• Feedback from Graduate and project Duke team members

• Feedback from BOLT

• August 2011

Short Term Career Goal Consolidate and excel in my current role

Long Term Career Goal Sales Director in a smaller Division of GWF

Our lives are not determined by what happens to us but by how we react to what happens, not by what life

brings to us but by the attitude we bring to life

A positive attitude causes a chain reaction of positive thoughts, events, and outcomes

It is a catalyst, a spark that creates extraordinary results –

Anon.

24

QUESTIONS