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Owning Your Career Development
Strategies for the Modern Career

About Tracie
Tracie Moser brings over 20 years of design and delivery experience and expertise in
the field of organizational learning and development. She specializes in 21st century
leadership, team and career development solutions. Her mission is to help
individuals and organizations become the very best version of themselves.
She has architected a number of development programs in Canada, US and Australia
that span across various industries and countries. Clients appreciate her innovative
program content, candor and humour.
Tracie is a certified coach from the Coaches Training Institute, trained in
Organizational Relationship Systems Coaching (Team Coaching) from the Centre for
Right Relationship, and has the highest designation possible in Neuro-Linguistics. All
of these communication and growth-focused certifications contribute greatly to
helping her clients’ make the breakthroughs they need to be successful.
Tracie Moser
Organizational
Development
About The FacilitatorOD Consultant ~ Coach ~ Facilitator of Great Experiences

3
Introductions
Name, Role, Professional Strength and a Personal Strength

Modern Career & 9 Star at
Work Strategies
Strengths Finder 2.0 Results &
Personality Typology
Research Homework for
Session 2

Modern Career
What is happening in organizations right now? What are the elements of a modern career,
the skills associated and how do I develop those on and off the job?

Deloitte University Press

#1
Not knowing
where we will be
by retirement.
#2
Not knowing
when retirement
will be.
#3
Being able to re-
train if we need
to.
#4
Being able to
work in a variety
of ways such as
an employee, a
consultant or as
entrepreneur.
7 Tenants of a Modern CareerThe Latest Research – Richard Maun
Source: Bouncing Back – Richard Maun

#5
Being responsible for
our own money
management and not
the company.
#6
Having job hunting
skills and /or creating
opportunity for
yourself.
#7
Knowing our own skills.
Know what we like to do,
what we are good at and
how we had value.
Source: Bouncing Back – Richard Maun

Stay focused on what you were hired to
do versus trying to over do it and become
too distracted.
Do the Job
There is never an end point unless you are
done working.
Keep Developing
Career Challenges
For the Modern Career
Source: Bouncing Back – Richard Maun

Take care of ourselves and ensure we can
keep up for the long term. Health and
wellness are the key focus.
Maintain Energy
Don’t have to agree or believe in
everything but you have to show that you
can listen and explore..
Open-Minded
Source: Bouncing Back – Richard Maun

Look towards the future of work versus
how things used to be.
Think Forward
Go with your heart and gut about what
your future holds. Only you know truly
best.
Be True
Source: Bouncing Back – Richard Maun

Modern Career Skills – No.1Specialist Skills – Work Related
Technical Language – Communicate Effectively
Trade Skills – Specific Abilities
Process Skills – Support Skills like Communicating
Effectively
Source: Bouncing Back – Richard Maun

P
2
P
3
P
1
Productivity
On Time &
Quality Standard
People Skills
Collaboration
and Teamwork
.
Public Relations
Talk About My
Contributions
Modern Career Skills - No.2
External Skills – Star@Work Strategies
Source: Bouncing Back – Richard Maun

“We just can’t get our heads around the power of
doubling every two years. At that rate, computing
power increases by a factor of a million in forty years.
The computing visionary Bill Joy likes to point out that
jet travel is faster than walking by a factor of one
hundred, and it changed the world. Nothing in our
experience prepares us to grasp a factor of a million.”
― Geoff Colvin, Humans Are Underrated: What High Achievers Know That
Brilliant Machines Never Will
Modern Career Skills – No.3
The 6th Domain - Emotional Savvy Skills – 21st Century Interaction Management – Digital Era

Modern Digital Era Skills #3
Our Competitive Advantage over Technology – Interaction Management
Empathy Humility Collaboration Curiosity Learning Agility Creativity
Empathy is the capacity to
understand or feel what
another person is
experiencing from within
the other person's frame of
reference, i.e., the capacity
to place oneself in
another's position.
The quality or condition of
being humble; modest
opinion or estimate of one's
own importance, rank, etc.
Collaboration is a recursive
process where two or more
people or organizations work
together toward an
intersection of common
goals...by sharing knowledge,
learning and building
consensus.
Curiosity is a quality related
to inquisitive thinking such as
exploration, investigation,
and learning, evident by
observation in humans and
other animals.
People with strong "learning
agility" can rapidly study,
analyze, and understand new
situations and new business
problems.
The state or quality of being
creative. The ability to
transcend traditional ideas,
rules, patterns, relationships,
or the like, and to create
meaningful new ideas, forms,
methods, interpretations, etc

16
9 Star@Work Strategies
Your Keys to Getting More Opportunity & Demonstrating Modern Skills
Initiative
Networking
Self-Management
.
Perspective
.
Followership
.
Teamwork
.
Leadership
Organizational Savvy
.
Show and Tell
Source: How to be a Star at work – R. Kelley

Tier 1 Skill Sets
02
01
03
Initiative
Blazing Trails in the Organization’s White
Spaces
Networking
Knowing Who Knows by Plugging into the
Knowledge Network
Self - Management
Managing Your Whole Life at Work
Choose Your Own
Adventure
Charting Your Own Course
Source: How to be a Star at work – R. Kelley

Initiative
Seek out added responsibilities which are directly applicable to work projects they
are involved in.

02
Follow the
Initiative
Value Trail:
Who
Benefits?
03
Stay Close
to the
Critical
Path.
04
Choose the
Right Level
of
Initiative.
05
Determine
if the Risk
is Worth It.
01
Do Your
Current
Job Well.
5 Keys to Initiative
Do These Well to Get Opportunities

01
02
Your Efforts
Critical Path initiatives are those that are
considered important to your organizations well
being.
Organizations’ Well Being
What are your organization’s priorities?
Stay Close to the Critical Path
Align Your Efforts With the Company Direction

• Choose initiatives to
increase the
effectiveness of the
role.
• Choose initiatives to
increase the
effectiveness of the
team.
• Choose initiatives to
increase the
effectiveness of the
organization – more
than one team.
New to the
Role
Less than 5
Years
More than 5
Years
Choose the Right Level
Walk Before You Run

Initiative DiscussionLet’s Get Started
Share
LevelCritical Path
What is your Initiative?
Share
What does your initiative
support?
Critical Path
What level is your idea?
Role? Team? Organization?
Level

Networking
Knowing Who Knows by Plugging into the Knowledge Network.

Higher Quality
They are better,
meaning that the
quality of
knowledge
providers in their
networks is much
higher than in
those maintained
by average
performers.
Speed
Networks operate
much faster,
meaning that the
response time
from their high
quality contacts is
drastically less ( 1
hour) than those
of average
performers (3-5
hours)
Star NetworksKey Considerations

How to Build a Star Network
8 Approaches
Give
Before
Take
Privilege
Weed and
Seed
Proactive
Newness
Credit
Lavishly
HomeworkEtiquette
Incredibly
Respectful
Highly Professional Always
Appreciative
Very Considerate

My Network
Who is in My Network?
Who has influence over
your job.?04
03 Who tells you the good and
the bad about your work?
Who coaches, advises or
mentors your growth?
Who are supporters of
your efforts and career?
02
01
Formal or
Informal Titles
Positive and
Critical
Internally or
Externally
Work and
Home

The Question
Who Do you Need to Add?
Current Future
My Initiative

Self-Management
Use self-management to increase their productivity by focusing on critical path
activities that generate the greatest amount of added value to their companies.

Why Self-Management
Strong performers are so intent on self-managing because they want their work
recognized for:
Value
01 Accomplishment
02 Reputation
03 Currency
04
adding value to the
bottom line
personal
accomplishment
enhanced
reputation/brand
increasing their Career
Currency

3 Keys to Self ManagementYour New Mantra
What are my strengths?
Values?
What types of assignments
do I excel at?
Do I prefer, people, strategy,
execution or influence
based assignments?
Know Yourself Well
Work You Do Best
Kind of Work - Prefer
Star Performers
Have developed
good self-
management
techniques and
have incorporated
them into the mix
of traits and quirks
that define them as
individuals in the
workplace.

Why Strengths?
Strengths help you focus understand
where your contributions can make the
most career impact.
Strengths help you build your reputation
because when you do work that uses
them, you are substantially more effective.
Career Impact Reputation
Your Path to Being in the Zone

Talent
Natural Way of Thinking
Investment
Time Spent Developing
Performance
Consistent Near Perfect
Performance
What is a
Strength?
Assessment
Customized to you.
You could have the
same strengths as
someone else but
because of the
combination of your
top 5, it will be
different.
StrengthsFinder
StrengthsFinder
measures the
elements of your
personality
that are less likely to
change...your talents
Strengths

High Challenge Low Challenge
Flow
100%
15%
LowSkillModerateHighSkill
Strengths and
Flow
Challenges presented are
perfectly matched by your
skills, often resulting in
heightened states of
awareness, confidence
and performance.
Understanding your
strengths and self
managing the work you
do, can put you in this
category.
Moderate
30%
Control Relaxed
Alert Bored
Anxiety Worry Apathy
Interested

The Strengths
Executing Influencing Relationship
Building
Strategic
Strong at making
things happen
Help their team
reach a broader
audience
Essential glue that
holds the team
together
Focused on what
could be
STRENGTHS
Achiever
Arranger
Consistency
Deliberative
Discipline
Responsibility
Restorative
STRENGTHS
Activator
Belief
Command
Communication
Competition
Focus
Maximizer
Self-Assurance
Significance
Woo
STRENGTHS
Adaptability
Connectedness
Consistency
Developer
Empathy
Harmony
Includer
Individualization
Positivity
Relator
STRENGTHS
Analytical
Context
Futuristic
Ideation
Input
Intellection
Learner
Strategic

02
04
01
03
05
Strengths Exercise
Provide an
example when you
use that strength.
Connectiveness
I use this when I am
coaching people one
on one and
designing my
workshops.

My Strengths
Strength Shows Up When I…

Tier 1 Discussion Wrap Up
Table Top Discussion
Networking
Why is it
important to have
a solid network in
the context of
your career?
Initiative
What is initiative
and why is it
important?
Self -
Management
Why is self-
management
important in the
grand scheme of
things?

Tier 2 Star Performer StrategiesTaking it up another notch
Perspective
Getting the Big Picture
Followership
Checking Your Ego at the
Door to Lead in Assists
Teamwork
Getting Real About Teams
Leadership
Doing Small-L Leadership in
a Big-L World
Source: How to be a Star at work – R. Kelley

Perspective
Star producers always look at projects or problems from a larger than normal perspective -- that combines the
viewpoints of customers, competitors, co-workers and managers. They also leave a little room for creativity to
be blended into the mix.

Creative
Make breakthrough progress
by applying ideas from outside
their specialist field
Colleague
Familiar with your field but who
are not part of your immediate
work group can provide
worthwhile feedback
Company
Find out what their
manager’s goals are and what
their company’s vision for the
future is. Competitive
Keep an eye on what
competitors are offering and
objectively assessing.
Customer
See their work through their
customers eyes, and taking into
account the customer’s
needs and motivations
5 Keys of PerspectiveYour Great Idea Needs to Run Through These Hoops

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Impact AnalysisWhat is Your Impact?
With a partner, discuss how
your initiative impacts the 5
C’s of perspective.
Mandatory:
• Colleagues & Company
Optional:
• Customer, Competitor,
Creative

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Ten Years of Experience
Far too many people, ten years of work
experience is merely the first years experience
repeated 10 times; there is no learning to move
in and out of the basic environment, no leap to
the perspective ability that defines expertise.
More than Pattern Recognition
Pattern recognition isn’t enough, performers
incorporate their pattern recognition ability into the
kind of perceptive and strategic thinking that leads
to expert judgement.
Last Word on
Perspective

Followership
Look at work as an opportunity to become actively involved in helping the company succeed by
exercising their independent judgment to work cooperatively with their leaders

44
• Have the ability to
work
cooperatively with
a leader to
accomplish the
organization’s
goals even when
there are
personality or
workplace
differences.
Cooperate
• Plan courses of
action and in
implementing
them in the field.
They use other
productivity-
model skills to
choose the
manner and
timing.’
Take Action
• Actively engaged
in helping the
organization
succeed while
exercising
independent,
critical judgment
of goals, tasks,
potential
problems and
methods.
Actively Engaged
Brain Powered Followership3 Keys to Greatness

Types of Followers
Aaron Alienated
• Independent
Critical
Thinking
• Passively
Engaged
Sasha Star
• Independent
Critical Thinking
• Actively
Engaged
Patricia
Pragmatist
• Independent
and
Dependent
• Active &
Passive
Sam Sheep
• Dependent
Uncritical
Thinking
• Passively
Engaged
Yves Yes
• Dependent
Uncritical
Thinking
• Actively
Engaged
For each type of
follower, describe the
behaviour you would
see from them in
meetings and give an
example of something
they might say.

Teamwork
Series of skills that encompass creating joint ownership of achievements, contributing positively to
team dynamics, dealing with problems or conflicts and assisting others to solve problems.

47
3 Keys to Performing on TeamsMore than being nice
Purpose
DynamicsRole
Making sure the team knows its purpose
and helping to get the team’s job done.
.
.
Team Purpose
Knowing the role that you play.
Practicing self-management.
My Role
Paying attention and contributing to
group dynamics
Group Dynamics

The Analysts
“ARCHITECT”
INTJ
Imaginative and strategic
thinkers, with a plan for
everything.
“LOGICIAN”
INTP
Innovative inventors with an
unquenchable thirst for
knowledge.
“COMMANDER”
ENTJ
Bold, imaginative and strong-
willed leaders, always finding a
way – or making one.
“DEBATER”
ENTP
Smart and curious thinkers
who cannot resist an
intellectual challenge.

The Diplomats
“ADVOCATE”
INFJ
Quiet and mystical, yet very
inspiring and tireless idealists.
“MEDIATOR”
INFP
Poetic, kind and altruistic
people, always eager to help a
good cause.
“PROTAGONIST”
ENFJ
Charismatic and inspiring
leaders, able to mesmerize
their listeners.
“CAMPAIGNER”
ENFP
Enthusiastic, creative and
sociable free spirits, who can
always find a reason to smile.

The Sentinels (Lookouts/Guards)
“LOGISTICIAN”
ISTJ
Practical and fact-minded
individuals, whose reliability
cannot be doubted.
“DEFENDER”
ISFJ
Very dedicated and warm
protectors, always ready to
defend their loved ones.
“EXECUTIVE”
ESTJ
Excellent administrators,
unsurpassed at managing
things – or people.
“CONSUL”
ESFJ
Extraordinarily caring, social
and popular people, always
eager to help.

The Explorers
“VIRTUOSO”
ISTP
Bold and practical
experimenters, masters of all
kinds of tools.
“ADVENTURER”
ISFP
Flexible and charming artists,
always ready to explore and
experience something new.
“ENTREPRENEUR”
ESTP
Smart, energetic and very
perceptive people, who truly
enjoy living on the edge.
“ENTERTAINER”
ESFP
Spontaneous, energetic and
enthusiastic people – life is
never boring around them.

Paying Attention to Team DynamicsTaking it to the Next Step
Type Groups
Go to your type chart
and answer this
question.
The thing you need to
know about working in a
team with me is….

Small ‘l’ Leadership
Tend to be more accomplishment motivated, and view workplace leadership responsibilities as an
opportunity to bring a group together, to secure the necessary resources and to guide a project
through to completion

Knowledge
Quotient
• respected
expertise and
proven
judgement in
areas relevant
to the group’s
goals.
People-Skills
Quotient
• care about your
colleagues and that
their goals area as
valued as your own;
as a result your
coworkers are
moved to work
voluntarily with you
to accomplish the
goal.
Momentum
Quotient
• that you will do
those
leadership
activities that
help the group
actually achieve
the goal.
Knowledge People Momentum
Formula For Small ‘l’ Leadership3 Factors for Success

Org.
Savvy
Show
& Tell
Using Street
Smarts in the
Corporate Power
Zone
Persuading Your
Audience with
the Right
Message
Tier 3 – Star Performer StrategiesCrossing the Finish Line

Organizational Savvy
Tend to be more accomplishment motivated, and view workplace leadership responsibilities as an
opportunity to bring a group together, to secure the necessary resources and to guide a project
through to completion

Relationship
Building
Organizational
Etiquette
Creating a
Niche
Managing
Conflict
Developing
Credibility
Heart of Organizational Savvy

Tapping into Your
Humanity
The 6th Domain – Emotional Savvy

Stay Current
Collaborate Network
1
2
SAVVY

Drive Your Growth
Lead Initiatives
3
4

Show and Tell
Star producers realize the ability to articulate a viewpoint persuasively and with impact is an important way to
become associated with high visibility projects, both internal and external.

What is known about the
listener situation that is
relevant to your proposal?
This could be current goals,
opportunities, key changes,
or specific problems and
concerns. Your description
should act as a hook into the
conversation as it is highly
relevant to the listener(s).
Company Situation
What issues (changes,
pressures or demands)
are affecting the
situations that you just
described that are
creating problems for the
listener(s).
Challenges
Selling Your IdeaContext and Path Forward

What are the
consequences to the
listener if he or she fails
to act on the issues
described in the
problem? This answers
the “so what” question
and provides a logical
transition to the next part
of the conversation. You
could discuss how others
might react, possible
financial impact and how
customers might react.
Consequences
What do you believe is
the solution to address
the listeners’ needs? You
could also ask what he or
she thinks will solve the
problem.
Ideas

What actions will you
take in order to move
your ideas forward or
verify your ideas before
implementing. Who will
you talk to?
Action
How does the actions provide a
valuable result the addresses the
listener’s situation or pain points.
This could be time savings, cost or
quality improvements. It should
address the consequences you
brought up earlier.
Value