Learning network Three Resilience, Transformational Personal - - PowerPoint PPT Presentation
Learning network Three Resilience, Transformational Personal Branding and Progressing Career Pathways Thursday 13 February 2020 Moving up BAME leadership programme The Skills for Care welcomes you to: Learning Network 3 Resilience,
Resilience, Transformational Personal Branding and Progressing Career Pathways
Thursday 13 February 2020
Resilience, Transformational Personal Branding and Progressing Career Pathways The Skills for Care welcomes you to:
1. What’s been happening for you since the last session 2. What are you more aware of about your leadership as a consequence of the last session? 3. What do you need to be doing more of and what do you need to do less of?
09:30 – 10:00
Check-in
10:00 – 11:00
Resilience
11:00 – 11:15
Break
11:15 – 12:30
Transformational Personal Branding
12:30 – 13:30
Lunch
13:30 – 14:45
Career Anchors
14:45 – 15:00
Break
15:00 – 16:15
CVs, Recruitment and Interviews
16:15 – 16:30
Review and Homework
16:30
Close
▪ This learning network critically explores Resilience, Transformational Personal Branding and Career Anchors. ▪ Focus is also given to CVS, Recruitment, Interviews and Career Progression
▪ To explore the nature of your resilience ▪ To consider your personal branding and what you stand for ▪ To consider the significance of career anchors, cv, recruitment and interviews in enhancing career pathways ▪ To support navigation of the system and career progression.
By the end of the module participants will: ▪ Explore the nature of your own resilience and the value of “resilient leadership” ▪ Identify ways to understand and share your personal brand and what you stand for in inspiring ways ▪ Recognise how career anchors can influence individual behaviour and career choices ▪ Use action learning methodology to explore CVs, grow in awareness of recruitment processes and enhance interview performance ▪ To consider how best to navigate the system and manage career progression
▪ Be ‘self-managing‘ – in the best sense of the term! ▪ High challenge – both of self and others – be
▪ Readiness to change and a commitment to do what you say you’re going t to do ▪ Take yourself seriously – it’s going to be DYNAMIC WORK!
▪ “Resilience is a process of adapting well in the face of adversity, trauma, threats or even significant sources of stress”
American Psychological Association
▪ (being resilient does not mean we do not feel stress, pain, sadness – the road to building resilience can be strewn with emotional distress) ▪ “ Resilience is not only about overcoming, it is also about the ability to enhance the positive aspects of our lives. ….
A Shatte “the Resilience Factor”
Increasing resilience is one strategy for overcoming much of life’s calamities and trials ▪ Makes it possible to turn trials into triumphs ▪ To grow, extend and change in directions that open new avenues ▪ Cast off harsh self image and others unfair perspective It is a key capability to ‘overcoming’, breaking through systemic and social barriers to success ▪ Resilient people are more tenacious - confound conventional wisdom - take chances , embrace life ▪ Better able to ‘think outside the box’ ▪ Creative in achieving goals in spite of environmental barriers A tool for ‘bouncing back’ from difficult experiences, trauma, loss, life challenges
Watching for it in inappropriate situations, enhancing self awareness to enhance management & control
▪ The amygdala – is located above the brain stem - one half on each side of the
emotional memories, provides emotional meaning ▪ The amygdala – makes it possible to experience joy, sorrow, fear, rage , passion ▪ When our emotions totally override the ‘thinking ‘ part ie cognitive - we react to how we feel rather than think - responding to the rage we feel, the fear, anger, the joy, the excitement ---our response happens really quickly eg road / air rage , fly off the handle , loose it despite planned intentions to stay calm ▪ We let the richer information , important and detailed facts get side stepped in an emotional reaction ▪ Interventions , strategies needed – to manage extreme emotional provocation, stimuli to shift out of Amygdala mode to rational thinking mode - resilient thinking a tool to assist
Thriving ‘STEP UP’ Resilience ‘BOUNCE UP’ Succumb ‘GIVE UP’ Diminished ‘PUT UP’
Disruption
(Overwhelmed)
Flourishin g Focused, Flexible, Flowing Floundering Failure Homeostasis Stressful Situations
Thinking trap Resilient strategies
Jumping to conclusions – thinking errors from making assumptions without relevant data Gather more information, delay action, think back Tunnel Vision – sampling not taking in whole picture, selective noticing i.e. the negatives, miss the peripherals, blind sided, screen in data consistent with our beliefs Strategies to broaden radar ie scanning more widely for unexpected data ie
Magnifying and Minimising – extreme pessimists and optimists listen to the stories you tell, and over and under valuing takes place. Take stock of the situation, appraise it accurately – use others to help balance perspective & focus
Aaron Beck – father of cognitive therapy
Thinking trap Resilient strategies
Personalizing – tendency to attribute problems to one’s own doing. See internal causes & ignore external skewing assessment Consider the whole causal bag, identify behaviours/mindset that you can alter, skills to build to succeed next time shift conclusions/reframe ‘I failed on this one but I’m not a failure … so can practice and do better next time ‘ Externalising – flip side of personalising , also skewed assessment of situation. Problems seen rarely as your fault, self protecting, blame oriented. Fail to identify areas for growth Gather self data increase self awareness and act on development gaps
Aaron Beck – father of cognitive therapy
Thinking trap Resilient strategies
Overgeneralising – eg assassinate
momentary lapse to serious personal character flaws Ask – is there a behaviour in here causing the problem that can be addressed – mine
Mind reading – leads to making assumptions, projections, jumping to conclusions that may be inaccurate and behaviour/reaction that frustrate success. we expect others to know how we feel /think and respond – they are not mind readers Ask, communicate how you feel , are , think, feedback observations to check out what, why others are behaving, acting rather than risk interpreting inaccurately Emotional reasoning – inaccurate attributing of emotion ie euphoria at end of presentation attributed to good performance when really due to relief from heightened anxiety Self honesty & reflection that informs action and growth
Aaron Beck – father of cognitive therapy
▪ The good news is that Resilience can be grown and developed – its not genetically fixed, you can boost your level of resilience ▪ “Resilience involves behaviours, thoughts and actions that can be learned and developed in anyone …”
A Shatte “the Resilience Factor”
▪ Some are just better are drawing on the inner and external resources to develop strategies that increase resilience ▪ enable to deal with setbacks ▪ Embrace challenge not shirk ▪ We may be more resilient in some areas than others ▪ Most of us get no or very little coaching in ‘how to handle adversity’ - though some are born into tough environments that require the development of resilience very early, many others however have to learn it along life way - with practice, we can
▪ To profoundly change how well we handle set backs, blocks and failure ▪ To affect how able we are to take risk, approach challenges ▪ To think keenly when embroiled in conflict - negotiate and strategise effectively ▪ To listen to our inner voice/ thought to ensure they shore us up not drain ▪ To handle the stressful times of life, to bounce back and grow ▪ To make tough decisions in moments of chaos ▪ To stay ‘on course’ in spite of derailing ▪ To flourish not simply minimise damage - be more productive, excited , energised in life ▪ To negate impact of inaccurate thinking - non resilient thinking - leads to holding inaccurate/limiting beliefs , leads to unproductive approaches and solutions
Activity 1 (A)
▪ What are the adversities you really battle with ▪ In work ▪ In life ▪ Select at least 2 ▪ Typically how do you handle, respond ▪ What impact on outcomes /consequences ie on emotions and behaviour
Activity 2 (B and C)
▪ What ▪ is your thinking style ▪ are the ‘in the moment beliefs’ directing how handle the situation ▪ what you say to yourself when confronted with that adversity ( ticker tape messages ) ▪ What ‘Thinking traps ‘ ▪ What strategies and approaches would help build greater Resilience
ADVERSITY, BELIEFS, CONSEQUENCES (ABC)
1. Trait Theories 2. Behavioral Theories 3. Contingency or Situational Theories 4. Power and Influence Theories
Since the early 20th century, 4 main groups of theories have emerged.
Trait theories argue that effective leaders share a number of common personality characteristics, or "traits”. However, none of these traits, nor any specific combination of them, will guarantee success as a leader.
Behavioural theories focus on how leaders behave. For instance, do leaders dictate what needs to be done and expect cooperation? Or do they involve their teams in decision-making to encourage acceptance and support?
▪ Emotion regulation – ability to stay calm under pressure, self regulate ▪ Impulse control – ability to delay gratification now for longer term gain ▪ Causal analysis – ability to accurately identify the causes of your problems, thus avoid making same mistakes again ▪ Empathy – key navigation skills, how well you are able to read other people psychological and emotional states i.e. interpreting accurately non verbals ▪ Self Efficacy – response to challenge is faith in your ability to succeed, not broadcasting self doubt ▪ Realistic Optimism – believe that things can change for better, have hope for future, motivates to search for solutions to improve situation ▪ Reaching out – to others, not fearful to risk engaging more deeply with others or to develop intimacy, not failing to act Andrew Shatte research
Personal branding is about packaging of self. It is less about developing skills and making oneself a valuable asset and more about being perceived in a way that is desirable by people you want to desire you There are loads of books written about it. Here are two:
▪ If you want to get ahead, don’t wait for a fairy godmother or father. ▪ Get working. ▪ Take responsibility ▪ Your branding is part of your professional practice & has a direct impact on your effectiveness – so devote time to it!
▪ You need to become and tell a story about you that helps you be the person that you want to be
▪ If you want to get ahead, don’t wait for a fairy godmother or father. ▪ Get working. ▪ Take responsibility ▪ Your branding is part of your professional practice & has a direct impact
Jot down on a piece of paper your response to these questions:
▪ What’s important to you you in your life & professional practice
▪ What’s different, special about you?
▪ Why should the people that you want to want you find you a compelling proposition?
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better career choices.
stability and direction to a person’s career – it is the ‘motivator’ or ‘driver’ of that person.
incompatible with their true values. This results in feelings of unrest and discontent and in lost productivity.
self-concept that you will not give up, even in the face of difficult choices.
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recognize their preferences for certain areas in their job.
seek secure & stable employment over, say, employment that is challenging & riskier.
that is most satisfying to you. People will be more fulfilled in their careers if they can acknowledge their career anchors.
many ways.
Technical/Functional Competence – Are “turned on” by the exercise of their talents and the satisfaction of knowing they are experts – Build a sense of identity around the content of their work – Preferred type of work – must be challenging to them and test their abilities and skill or it will become boring – Administrative and managerial work are tolerated as long as it enables them to get the job done – Rewards – typically want to be paid for their skill
General Managerial Competence – Management, per se, interests them – View specialization as a trap – Motivated by advancement up the corporate ladder, contributions to success of the organization, high income – Requires analytical, interpersonal/group and emotional competence – Work is valued based upon its importance to the success of the organization – Identity rests on having an organization to manage – Rewards – seek promotion, greater responsibility
Autonomy/Independence – Overriding need to do things their own way, at their
– Find organizational life to be restrictive, irrational and intrusive – Gravitate toward autonomous professions – Enjoys clearly defined goals, but not defined method of accomplishing them – Terrified of “Golden Handcuffs” – Promotion/Reward = more autonomy
Security/Stability – Organize one’s career so he/she feels safe and secure. – Seek jobs in organizations that provide tenure, avoid layoff, good retirement plans, etc. – Welcome the “Golden Handcuffs” – Give job/career responsibility to their employers and identify with their employers – Rewards = consistent and steady, seniority based
Entrepreneurial Creativity – Overriding need to do create a venture of their own = new organization, new products an services. – Career fulfillment is premised on creating a venture closely identified with her own efforts. – Will sacrifice autonomy and stability for this opportunity – Rewards = ownership, accumulation of wealth
Service/Dedication to a Cause – Focused more on values than talents or competence. Desire to improve the world in some way. – Helping professions. – Want work that lets them influence their employing
– Rewards = external equity, fair pay
Pure Challenge – Prove over and over that they can conquer anything – Success is defined as overcoming impossible
– Can be very competitive – “naval warrior” – Reward = constant opportunity for self-tests.
Lifestyle – Seeks balance between career and their total lifestyle. – Seek flexibility in their career choices – Prefer to work for organization with flexible attitude toward family and flexibility – Typically will not more geographically if it conflicts with lifestyle demands
– Generally everyone has a “true” anchor, but each person is unique. – No need to force yourself into one anchor – Important issue is to determine the one thing you would not give up
– Generally people have only one, but your particular career/position may allow you to operate in or fulfill other anchors
– Generally anchors do not change – Major midlife career changes may be an attempt to actualize what the person’s career anchor was all along
– No. Career anchor is defined as “the one thing a person would not give up if forced to make a choice.” – If no anchor emerges clearly for you, another possibility is that you have not had enough life experiences to develop priorities that determine how to make those choices.
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Career Anchor Categories Traits Technical/functional competence
This kind of person likes being good at something and will work to become a guru or expert They like to be challenged and then use their skills to meet the challenge, doing the job properly and better than almost anyone else
Managerial competence
These people want to be managers They like problem-solving and dealing with other people They thrive on responsibility To be successful, they also need emotional competence
Autonomy/independence
These people have a primary need to work under their own rules and 'steam’ They avoid standards and prefer to work alone
Security/stability
These people seek stability and continuity as a primary factor of their lives They avoid risk and are generally ‘lifers’ in their job
Career Anchor Categories Traits
Entrepreneurial creativity
These people like to invent things, be creative and most of all to run their
They differ from those who seek autonomy in that they will share the workload They find ownership very important, get bored easily and Wealth is a sign
Service/dedication to a cause
Service-orientated people are driven more by how they can help other people than by using their talents May work in public services or in areas such as HR
Pure challenge
People driven by challenge seek constant stimulation and difficult problems that they can tackle Such people will change jobs when the current one gets boring, and their career can be varied
Lifestyle
Those focused on lifestyle look at whole pattern of living; rather than balance work and life; they integrate the two They may even take long periods of time off work in which to indulge in passions such as travelling
In pairs, ask the following questions:
1. Where have you scored highest, and does that resonate? 2. What does that mean for your long term future/ career aspirations?
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Career Anchor Categories Traits Technical/functional competence This kind of person likes being good at something and will work to become a guru or expert They like to be challenged and then use their skills to meet the challenge, doing the job properly and better than almost anyone else Managerial competence These people want to be managers They like problem-solving and dealing with other people They thrive on responsibility To be successful, they also need emotional competence Autonomy/independence These people have a primary need to work under their own rules and 'steam’ They avoid standards and prefer to work alone Security/stability These people seek stability and continuity as a primary factor of their lives They avoid risk and are generally ‘lifers’ in their job
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Career Anchor Categories Traits Entrepreneurial creativity These people like to invent things, be creative and most of all to run their own businesses They differ from those who seek autonomy in that they will share the workload They find ownership very important, get bored easily and Wealth is a sign of success Service/dedication to a cause Service-orientated people are driven more by how they can help other people than by using their talents May work in public services or in areas such as HR Pure challenge People driven by challenge seek constant stimulation and difficult problems that they can tackle Such people will change jobs when the current one gets boring, and their career can be varied Lifestyle Those focused on lifestyle look at whole pattern of living; rather than balance work and life; they integrate the two They may even take long periods of time off work in which to indulge in passions such as travelling
▪ Latent qualities or abilities that may be developed and lead to future success or usefulness ▪ Having or showing the capacity to develop into something in the future ▪ Capable of being but not yet in existence
▪ “The trouble with many career plans is that they are based on the way things are now. To be successful, your personal plans must be based on what you want, not what you have…We all have great potential inside us to do many things that you would have never thought possible” Nido Quebin ▪ “But it must be based on something you’re ‘passionate’ about… “Those who build their life around their passion will more than likely accomplish success” Richard Branson
▪ What does the word success mean to me in relation to my career? ▪ What am I really passionate about – or at the very least ‘really interested in’? ▪ What potential do I see inside me and what have others told me about my potential in the past? ▪
today…
Review of Job VACANCY Advert Search/Head Hunting Process Receipt of Application Assessment Centre/Other Pre-interview Tests Longlisting Interview Offer of Job Recruitment firm make 1:1 contact Recruitment firm make 1:1 contact Recruitment firm make 1:1 contact You may wish to contact firm
▪ Attitude, behaviour, personal qualities ▪ ‘Organisational fit’ ▪ Experience, skills and ability to make the difference ▪ Motivation to work for the organisation ▪ Identification of your ‘uniqueness’
▪ It is generally useful to make contact when interested in their position, but think carefully about the information you need beforehand ▪ Recruitment firms are there to provide support and you should be able to ask them ‘anything’. Get as much information as possible, but be sensible. Remember – you are potentially being assessed
▪ Once the process begins – e.g. application/CV is sent in, contact initiated by you should only be about the process. Avoid the temptation to ask them about the number/quality
▪ If the firms don’t know you – get to know them, send them your CV and meet with them outside of the recruitment process
▪ The Assessment Centre is designed to maximise the range and depth of evidence made available on each candidate ▪ Provides a more comprehensive assessment of the candidate than the traditional selection interview ▪ It enhances the selector’s ability to make a more accurate assessment of the candidate’s capability in relation to the post
The best thing about an assessment centre is that no one part
exercise, forget it and move on. If you do brilliantly in all
Nobody is perfect
Exercises – some examples ▪ Group discussion ▪ In-tray exercise ▪ Strategic management thinking exercise ▪ Case study ▪ One to one interviews ▪ Psychometric tests
▪ Related work experience ▪ Reason for changing jobs ▪ Why you applied for this job or what you can offer to this post ▪ Consider the job description/job requirements ▪ Practice beforehand ▪ Think about questions for the interview ▪ Know your skills and abilities ▪ Know your strengths and weaknesses
Before you go to an interview, think of some good examples of : ▪ Communication ▪ Decision-making ▪ Planning and organisational skills ▪ Financial/budgetary management skills ▪ Work in politically sensitive environments ▪ Managing complexity
Your interpersonal skills are key…so be: ▪ Diplomatic ▪ Supportive ▪ Challenge & support ▪ Involved ▪ Involve others ▪ Problem solver/solution orientated
Psychometric testing falls into two main types: ▪ Ability testing measures your potential to learn the skills needed for a new job. ▪ Aptitude tests Also known as cognitive, ability or intelligence tests. Tests your critical reasoning skills
Questions focus on a variety of personality aspects such as: ▪ How you relate to other people ▪ Your work style ▪ Your ability to deal with emotions (your own and other people's) ▪ Your motivation, determination and general outlook ▪ Your ability to handle stressful situations
Many employers want candidates with a balance of personal qualities: i.e. ▪ ability to get on with people ▪ take charge and organise ▪ being focused on achievement Don't try and second guess the answers just be yourself
▪ You'll be asked to talk through a particular topic in a clear and structured way ▪ You may be offered equipment (e.g. an overhead projector or PowerPoint). If you are, then you are expected to present a more professional presentation
▪ Practice presenting to people that you know will be positive to you ▪ Get them to give you feedback and help you improve. This will help you feel more comfortable when you have to present to other people
On the way home, try to think objectively about the Interview:
▪ How would you have rated your performance if you were the interviewer? ▪ What could you have done differently or better? ▪ Did you feel as well prepared as you could be? If you don't get the job, learn from the experience and use it to improve your future performance. Most employers are willing to give feedback; this will help you at your next interview.
▪ May have to wait to know the outcome ▪ If you get the job – well done! ▪ If you don’t – seek feedback ▪ Don’t necessarily take failure personally ▪ What should you do if you feel the decision was unfair e.g. based on your race?
▪ What two actions can I take after today that will build on the models we have discussed and the conversations I have had? ▪ How will I know I am making progress? ▪ What impact will those actions have for me, my team, the organisation?
▪ In taking leadership of my learning, between now and Learning Network 4, I commit to… ▪ (SMART objective)
▪ Research and Apply for Dream Job ▪ Prepare presentation on your project and achievements ▪ Focus on your objectives, be prepared to report back!