Career progression and advancing at work January 2012
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Half day open training event held in Toronto, Canada.
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Career progression and advancing at work January 2012
- 1. Career progression and advancing at work by Toronto Training and HR January 2012
- 2. 3-4 Introduction to Toronto Training and HR 5-6 Talking yourself up Contents 7-8 9-10 Ways to get noticed Making an impression 11-12 Personal branding 13-14 Say what you want 15-16 Shining in the spotlight 17-18 Building authenticity 19-21 Sponsors and protégés 22-23 Being a politician 24-25 Internal job applications 26-27 Give credit when it is due 28-29 Appreciating your boss 30-31 Competencies for strengthening resilience 32-33 Development conversations to have with yourself 34-37 Diversity and career progression 38-39 Fixing broken relationships 40-41 Beating gossip 42-45 When is it appropriate to say no? 46-47 Handling horrible bosses 48-49 Dealing with criticism 50-51 Winning the game 52-54 Skills for workforce 2020 55-56 Conclusion and questions
- 3. Introduction Page 3
- 4. Introduction to Toronto Training and HR • Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden • 10 years in banking • 10 years in training and human resources • Freelance practitioner since 2006 • The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
- 5. Talking yourself up Page 5
- 6. Talking yourself up Be proud of yourself… …but don’t exaggerate Stop moaning Know your stuff Use your contacts well Network well and often Work on your image Turn failures into learning experiences Schmooze the bosses… …but don’t forget your team Page 6
- 7. Ways to get noticed Page 7
- 8. Ways to get noticed Find your niche Be a mentor Dress the part Learn to learn Raise your profile Join a committee or a taskforce Offer a helping hand Make your boss’s life easier Become an expert Wave your own flag Page 8
- 9. Making an impression Page 9
- 10. Making an impression Come prepared following thorough research Introduce yourself Greet with a firm handshake Establish common ground Maintain eye contact Ask questions… …and listen to the answers Keep it brief Remember your business cards Smile Page 10
- 11. Personal branding Page 11
- 12. Personal branding Be authentic Be clear Be consistent Page 12
- 13. Say what you want Page 13
- 14. Say what you want Conquer stage fright Beat the backlash Spell it out Keep it concise Perfect your tone and believe in your message Empathize Be fair Dangle the carrot Pick your battles Page 14
- 15. Shining in the spotlight Page 15
- 16. Shining in the spotlight Do your homework Buy time Don’t make statements you can’t back up Ask questions back Be honest Don’t panic Page 16
- 17. Building authenticity Page 17
- 18. Building authenticity Reality check Be a good role model Communicate effectively Think positively Embrace change Do the right thing One for all and all for one Page 18
- 19. Sponsors and protégés Page 19
- 20. Sponsors and protégés 1 of 2 SPONSORS Advocate for your next promotion Call in favours for you Expand your perception of what you can do Make connections to senior leaders Advise you on executive presence Page 20
- 21. Sponsors and protégés 2 of 2 PROTEGES Can be trusted Contribute 100% Cover your back Promote your legacy Allow you to shape the next generation of leaders Page 21
- 22. Being a politician Page 22
- 23. Being a politician Accept it Become a chameleon Find the power brokers Weigh it up Manage your reputation Tackle dirty politicians Look to your leaders Keep your motives positive Page 23
- 24. Internal job applications Page 24
- 25. Internal job applications The ball’s in your court Tell your boss But not your colleagues Do your homework Re-introduce yourself Bring ideas Keep it constructive Be professional If you don’t succeed… Page 25
- 26. Give credit when it is due Page 26
- 27. Give credit when it is due Market yourself Be there Set objectives Outwit saboteurs Be visible Keep on moving Find an ally Go global Keep it coming Page 27
- 28. Appreciating your boss Page 28
- 29. Appreciating your boss Catch your boss doing something that helped you A simple thank you goes a long way Notice more! Help them to help you! Remember that bosses are people too Page 29
- 30. Competencies for strengthening resilience Page 30
- 31. Competencies for strengthening resilience Determination Interaction Organization Problem-solving Relationships Self-confidence Vision Page 31
- 32. Development conversations to have with yourself Page 32
- 33. Development conversations to have with yourself Where do I see myself in five years? What are the possible paths I might take? What do I need to learn to take the next step in my career path? How could mentoring help me? Am I ready for mentoring? What kind of mentoring do I need? How do I get started? Page 33
- 34. Diversity and career progression Page 34
- 35. Diversity and career progression 1 of 3 Want to be valued Want to feel valued Value gap Page 35
- 36. Diversity and career progression 2 of 3 Proportion believing they will have to leave their current employer to progress Line manager support Senior management treats all ethnic groups fairly Page 36
- 37. Diversity and career progression 3 of 3 Appetite for fast-track training programs Employees aged 26-44 with three promotions Workers paid under $15000 per year Discrimination because of ethnic origin Number of employees who describe themselves as ambitious Page 37
- 38. Fixing broken relationships Page 38
- 39. Fixing broken relationships Know the cause Make amends Watch your step Find common ground Be adults Make the first move Hang in there Know when to quit Page 39
- 40. Beating gossip Page 40
- 41. Beating gossip Polish your halo Make a pre-emptive strike Stop stirrers Distract them Turn the tide Share critical news early Ask the audience Keep talking Rise above it Page 41
- 42. When is it appropriate to say no? Page 42
- 43. When is it appropriate to say no? 1 of 3 When the timescale is unreasonable When the work is not yours When the task has low priority When you lack the knowledge/skills/resources to do it properly When you feel under pressure Page 43
- 44. When is it appropriate to say no? 2 of 3 REFUSING A REQUEST (OR DEMAND) Start with a sensitive, empathetic statement that shows you understand the other person’s position Then give a valid reason (not an excuse) for the ‘no’, don’t make up something lame that could potentially be challenged – just be as honest as you can Page 44
- 45. When is it appropriate to say no? 3 of 3 REFUSING A REQUEST (OR DEMAND) Finish by offering to explore some alternatives, so you’re clearly showing that you’re willing to help, but only on terms that are reasonable to you Page 45
- 46. Handling horrible bosses Page 46
- 48. Dealing with criticism Page 48
- 49. Dealing with criticism Ask for it Keep calm and quiet Reframe and clarify Pick your battles Say thank you Ask critics for advice Switch on your filter Bounce back Learn Page 49
- 50. Winning the game Page 50
- 51. Winning the game Front up Get over yourself Understand the rules Don’t be intimidated Get some backing Build a reputation Learn from setbacks Network Worry about yourself Page 51
- 52. Skills for workforce 2020 Page 52
- 53. Skills for workforce 2020 1 of 2 Sense-making Social intelligence Novel and adaptive thinking Computational thinking Cross-cultural competency New media literacy Page 53
- 54. Skills for workforce 2020 2 of 2 Transdisciplinarity Design mind-set Cognitive load management Virtual collaboration Page 54
- 55. Conclusion and questions Page 55