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MANAGE YOUR CAREER

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MANAGE YOUR CAREER


This topic contains information on how to: !teps Tips Tools Identify your core business interests, work reward values, and skills Identify the career opportunities within your current role or organization that will let you express those interests, achieve those rewards, and use or develop those skills Benefit from career-development resources and processes like career counselors, mentors, networking, informational interviewing, and professional development reviews elp others manage their careers !teps for "larifying #our $ork %eward &alues !teps for 'efining #our "areer Target !teps for 'efining and (btaining )ew !kills !teps for *reparing for an Informational Interview !teps for !culpting #our +ob Tips for "hoosing the %ight 'evelopment (pportunities Tips for "hoosing a "areer "ounselor Tips for "hoosing ,entors Tips for )etworking Tips for Informational Interviewing Tips for -etting the !kills #ou )eed Tips for !taying on "ourse Tips for Talking with #our !upervisor about "hange Tips for "onducting a *rofessional 'evelopment %eview 'iscovery .og !kills /ssessment Informational Interviewing $orksheet %ewards $orksheet "areer !elf-/ssessment $orksheet

About the Mentors James Waldroop, Ph.D. and Timothy Butler, Ph.D. James Waldroop and Timothy Butler are the directors of the M.B.A. Career Development Pro rams at the !arvard Business "chool. They have spent many years helpin business people #or$ throu h the career plannin and development processes. Waldroop and Butler are also the authors of three hi hly%acclaimed !arvard Business &evie# articles and t#o boo$s' Discoverin (our Career in Business )Perseus, *++,- and The T#elve Bad !abits that !old .ood People Bac$ )Currency, /00*-. They are fre1uent contributors to the national media, #ith articles in 2ortune and 2ast Company, and have appeared on radio and T3 to discuss issues related to career mana ement, retainin talent, and ma4imi5in personal effectiveness.

$hat $ould #ou 'o0


'avid had an epiphany1 e no longer wanted to work in advertising1 e liked the people, but he didn2t find his career stimulating anymore1 Then reality set in1 e thought to himself: 3I2m too old to start from scratch1 Too old to learn new skills1 /nd too old to go back to school13 #et he realized that he had years of valuable knowledge and experience1 4veryone said he was a great manager, and he had a knack for understanding client needs1 Then it hit him1 3I2m not too old to start something new5

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I2m too young to give up on my dreams63 But where should he start0 $hat should he do to move himself in the right direction0 $hat would you do0

$hat "ould #ou 'o0


/s 'avid begins the process of thinking about a new career, he might ask himself the following 7uestions: $hat are his core business interests5that is, what types of work is he most passionate about0 8or example, does he prefer problem solving, working with people, or making decisions0 $hat are his deepest work values0 8or example, does he care more about having autonomy or earning a big salary0 /nd, what are his strongest skills0 (nce he has identified the answers to these 7uestions, he will be on his way to defining and navigating his career path1 In this topic, you2ll find ways to determine what direction you want to take, learn how to assess your current skills and abilities, and find tools that will help you get on the path to more rewarding and meaningful work1 /fter you have explored the ideas in this topic, be sure to click 3*ractice,3 where you can participate in an interactive scenario, make decisions, and receive immediate feedback on your choices1 Topic !tructure The content for ,anaging #our "areer is divided into the sections listed below1 .inks to these sections appear across the top of your screen1 91 Topic (verview :1 "ore "oncepts ;1 !teps "lick !teps for procedures that help you clarify the work reward values that most motivate you, define the skills you need to move forward in your career, identify exciting work possibilities with your current role and elsewhere in your organization, and prepare for informational interviews1 <1 Tips "lick Tips for 7uick advice about networking, mentoring, and career counseling= staying true to your professional path= strategically choosing the best career opportunities at your company= working with your supervisor to define and move toward your goals= getting the skills you need to move forward= and conducting informational interviews1 >1 Tools "lick Tools to view and print worksheets that can help you identify your core business interests, clarify your highest priority work reward values, ask the right 7uestions during an informational interview, assess your current and potential future career situation, track your professional preferences as you learn, and assess your skills1 ?1 Test #ourself "lick Test #ourself to see how far you2ve come in learning how to manage your career1 #ou will receive immediate feedback on the choices you make1 / summary page provides links to reference material1 @1 To .earn ,ore "lick To .earn ,ore to read two articles related to the topic1 #ou will also find an annotated list of articles and other resources1 --------------------------------------------------------------------------------

$hat Is "areer 'evelopment0


The world is changing fast, including the world of work1 The increasing pace of change that has marked recent decades can leave you breathless sometimes, whether you2re:

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/ manager in a large corporation /n entrepreneur running your own business /n individual contributor in a small company /n independent contractor providing services to clients

$hen it comes to your career, change is natural5and healthy6 #ou strengthen your professional abilities every time you: Take on new challenges -ain insight into what you want from your work .earn a new set of skills #ou then find more satisfaction in your work and contribute more to your organization1 The process of assessing where you are in your work life, deciding where you want to be, and then making the changes necessary to get there, is called career development1 It2s an ongoing process that you orchestrate1 ,anaging your career re7uires you to view your professional development as a path or a direction, rather than a point or a Aob1 #our career is not a one-time decision made after graduation, but rather an iterative process that you refine or redefine as you grow professionally1 In this topic, you2ll learn how you can manage your career5whether you2re at the beginning of the process, or Aust looking to make some changes in your present position1

-rowing at your company


/s you think about redefining your career path Bor discovering a new oneC take care that you don2t fall victim to the all-too-common 3migration temptation35the belief that if you2re unhappy in your Aob, you should go to another company1 The fact is, it may not be your company that2s the problem1 ,ore likely, it2s something about your current role1 #ou stand an excellent chance of finding renewed satisfaction in your work if you take advantage of opportunities at your company to stretch yourself and develop new skills, either by enhancing your current role or taking on one or more entirely new roles within the firm1 #our company benefits, too, because it now has an even more loyal employee Byou6C, without incurring the costs of evaluating, hiring, and training someone to replace you1 (rganizations large and small now realize that, in order to remain competitive in a fast-changing world, they need employees who: /re dedicated to the idea of continuous learning %egularly assess their interests, values, and skills so as to figure out the kinds of work for which they are best suited /re committed to their company2s success Dnderstand the skills and behaviors the company will need in the future5and are willing and able to respond 7uickly and flexibly to develop those capabilities "an move easily across functional boundaries and are able to switch between regular duties and special proAects )avigating the Aob-change process 4ven though change is natural and healthy, that doesn2t mean it2s always easy1 ,anaging your own professional development entails some focused effort on your part, as the following steps suggest1 The most critical task is to know yourself= that is, to be able to articulate or revisit: o #our most passionate business interests o #our deepest work values o #our strongest skills Become familiar with the many different development opportunities and resources your company has to offer1 *ursue those opportunities that you2ve identified are best for you1

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This process can be both exciting and daunting1 owever, if you know what to expect ahead of time, you2ll be better able to navigate the change process1 *repare to feel stuck at times, and to feel that things are moving way too fast at other times1 (n some days, you might think that the right direction is stretching before you like a shining, beckoning path5only to wake up the next day and completely change your mind6 The good news is that there are many resources available to help you through the career-growth process5including support and insight from your colleagues, friends, and family1 #ou can also take advantage of a selection of formal assessment tools to help you clarify your interests, values, and skills1
"ee also "teps for Clarifyin (our Wor$ &e#ard 3alues, Tips for Choosin the &i ht Development 6pportunities, and Discovery 7o .

Taking "harge of #our "areer


The idea that employees should be in charge of their own professional development is relatively new1 In the past, people expected to choose a career early in life, find an employer, and then stay at that company for the rest of their working lives1 In return for their loyalty and longevity at the company, they received all sorts of protections5 including Aob security, a steady rise up the 3corporate ladder3 Bwith corresponding increases in incomeC, and a retirement pension1 In today2s business environment, that 3contract3 between employer and employee no longer exists in many companies1 $hy0 / confluence of radical changes has rewritten the rules of the workplace1 These changes include the following: -lobalization of the economy / shift from the Industrial /ge to the Information /ge )ew advances in technology Bsuch as the InternetC / boom in entrepreneurship and a proliferation of new, small, fast-moving companies / wave of reengineering and restructuring that has led to flatter and leaner organizations These changes mean that the skills re7uired for any company to stay competitive5whether large or small, new or mature5keep shifting at an ever-increasing rate of speed1 This in turn re7uires workers to update and broaden their abilities more fre7uently and to use a wider variety of skills5whether they2re employees of a company or running their own business, or whether it2s the beginning or end of their career1 ,iddle managers especially have felt the impact of organizational flattening, in several respects: ,anagers2 responsibilities and roles have shifted so dramatically that many people are no longer sure how to define the term manager6 (wing to layoffs and restructurings in recent decades, many managers have lost their Aobs or have had their responsibilities redefined in not-so-desirable ways1 These scenarios can pose difficulties for even the toughest among us1 owever, there2s also a bright side to the picture: /s companies reinvent themselves, new opportunities for growth emerge that no one would have dreamed of a few years ago1 #ou can play a proactive part in these changing times1 ow0 By taking charge of your own career development5constantly clarifying what you want to learn next and then taking the steps necessary to obtain that knowledge1 /lso, professional development doesn2t necessarily mean changing your career or Aob, or discovering your ideal career for the first time, as a person new to the work force would do1 It can also mean growing and increasing your satisfaction within your current role and professional path1

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This is far healthier5and more stimulating5than getting caught in a Aob rut, where you do the same thing, year after year1 /nd it makes you a far more valuable employee to your company1
"ee also Tips for "tayin on Course1

Think career lattice, not career ladder


The fact is, in today2s work world, career development is for everyone5no matter what your industry, position, or age1 To grasp the differences between today2s and yesterday2s employment 3rules,3 compare career-ladder thinking with career-lattice thinking1 This table captures what it means to think career ladder versus career lattice: Career-Ladder Thinking I move up or down the corporate ladder1 ,y promotions and titles are what matter most1 ,y boss has all the answers1 The longer I stay at the company, the more rewards I2ll receive1 ,y company is responsible for its own success1 I2ll Aust do my Aob, even if it2s boring1 I2m dependent on the company for my security and Aob satisfaction1 ,y self-worth stems from what others think of me1 I can move up or down or side to side1 $hat and how I contribute to my organization is what matters most1 ,y colleagues and I must figure things out1 The more I improve my learning, contributions, and performance, the more rewards I2ll receive1 I and each of my colleagues are responsible for our organization2s success1 I2m responsible for finding meaning in my work1 I need to collaborate with others as well as take responsibility for my own employability1 ,y self-worth stems from my independence, flexibility, and ability to work effectively and creatively with colleagues to help our organization achieve its obAectives Career-Lattice Thinking

/s you can see from the table, career-lattice thinking rests on a key assumption: that you are in charge of your own professional progress1

Think strategically about your career


#our company is constantly thinking strategically about its positioning in the industry and the value of its products and services1 .ikewise, you can constantly think strategically about your place in the company and the value of your work interests and skills1 By regularly attending to your development and updating your skills, you become increasingly valuable to your company1 #ou can also derive more and more satisfaction and stimulation from your work1 $hat if you work for a small company or have launched your own business0 #ou can still think strategically about your career1 /nd you2ll probably feel even more responsible for your professional growth1 $hy0 Because, unlike many employees in large corporations, you won2t have access to an in-house career center or company-sponsored professional-development programs5leaving your career development entirely up to you1
"ee also Tips for Choosin the &i ht Development 6pportunities, Tips for Tal$in #ith (our "upervisor about Chan e, and the 6nline Article' 8Chan in Careers, Chan in "elves.8

Enowing #ourself

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The most important step in managing your career is getting to know yourself1 This is true whether you2re Aust beginning your career, established in one but wishing you could change in some way, or happy where you are but still wanting to improve certain aspects of it1 Enowing yourself includes articulating: $hat types of work you like to do $hich activities give you the most meaning $hat kinds of environments you prefer to work in $hat sorts of people you like to work with $hat abilities you possess and those you need to develop In other words, to define and navigate your career path, you need to identify three main 7ualities about yourself: #our core business interests Bthat is, the kinds of work you2re most passionate aboutC #our work values Bin other words, the rewards5such as autonomy, money, close working relationships with colleagues, etc15that you consider most importantC #our skills Bmeaning your abilities, the things you have learned how to do, such as computer skills or organizational skillsC ow do you go about identifying these 7ualities0 #ou have three sources of information to which you can turn to begin this clarification process: 91 #ou :1 #our colleagues, friends, and family ;1 8ormal assessment tools *. (ou To use yourself as an information source, look deep within yourself to identify key themes1 #ou can do this by using checklists or worksheets that help you clarify your core interests, values, and skills1 #ou can also engage in some short mental exercises to get to know yourself better1 ere are Aust a few: /sk yourself what you cherish most about yourself1 $hat is most special about you0 $hat are your uni7ue gifts0 .eaf through some magazines and find a picture that you think best represents who you are1 /sk yourself why you chose that particular image1 Imagine that you are at the end of your life, looking back over your entire work history1 8inish these sentences: 3I am most proud of FFFFFFFF13 3I wish I had done more of FFFFFFF13
"ee also Career "elf%Assessment Wor$sheet.

)otice what the results of the above activities suggest about your interests, values, and skills1 /. (our collea ues, friends, and family The people who know you best often become excellent sources of information about your work interests, values, and abilities1 Indeed, if you imagine yourself as the "4( of your own professional growth, you can think of these people as your 3board of directors13 Try these activities to build self-knowledge with the help of your personal board: 91 "onsult your colleagues1 If you work in a large or small organization, ask colleagues, 3$hat2s my reputation in the company0 $hat am I best known for03 :1 Interview your friends1 *ick five or six people who know you well1 /sk them the following: 3$hat four words would you use to describe me03 3If your best friend asked you to tell her more about me, what would you say03 3$hat do you see as my driving force0 $hat makes me tick03 ;1 /sk your board to write letters1 Invite several people to write a letter to you, about you1 BTip: choose a mix of people= for example, a colleague, supervisor, family member, college or business-school friend, a social friend, your partner, and even an adult son or daughter1C

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*rovide board members with a form that lists the following 7uestions and that includes spaces where they can write or type their answers1 /sk them to use the third person B3*at enAoysG3C: 3$hat would be the ideal work for me03 3$hat seems to make me most fulfilled and excited03 3$hat work should I stay away from, and why03 3$hat about myself do I have trouble seeing03 3$hat aspects of myself do I need to change to be more successful03 3$hat aspects of myself should I not change03 "ollect all the responses and look for common themes1 These themes will provide clues to your interests, values, and skills1 /lso, be sure to thank your board members for their honesty and thoughtful attention1 They2ll appreciate knowing that you2re using the information and insight they2ve provided1 9. 2ormal assessment tools There2s a broad array of formal assessment tools that can help you clarify your deepest interests, values, and skills1 8or some of these, you might want to see a career counselor, who will administer the tests and interpret them for you1 8or others, you can take the tests and interpret the results yourself1 If your company2s human resources department has a career counselor who uses assessment tools, pay a visit and see if you can schedule a time to take any tests you2re interested in1 If one isn2t available, consider hiring a career counselor to help you with the tests1
"ee also Tips for Choosin a Career Counselor and "$ills Assessment1

Enowing when it2s time for a change


There2s another important part of knowing yourself: recognizing when it2s time to explore new work opportunities1 The signals can differ for each person1 owever, here2s a list of possible indications that you2ve outgrown your current role and are ready for a change: / feeling of dread when ,onday morning rolls around 4nvy of what others are doing for work %estlessness or boredom / recurring sense of repetition in your work / growing interest in nonwork areas of your life, such as a course you2re taking or a homeimprovement proAect you2re considering Inability to see a future that you want to move toward / tendency to overreact to small problems/ need for more intellectual challenge, financial compensation, autonomy, or another maAor work reward value "ee also the 6nline Article' 8&ea#a$enin (our Passion for Wor$.8

Identifying #our "ore Business Interests


#our core business interests Bas compared with your work values and skillsC are the most important 7ualities to recognize in managing your career, for several reasons: Interests are more stable than values and skills1 Tests have shown that core business interests change little, if at all, over time1 By contrast, your work values and skills may shift over the years, depending on your current priorities and your experience and training1 Interests are the best indicators of work satisfaction1 aving the right skills for certain work doesn2t necessarily mean that you2re going to love that work1 If you don2t feel a deep interest in the work, you2ll soon burn out or get bored5no matter how good you are at it1

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$hat are core business interests, exactly0 They2re not hobbies or topical enthusiasms1 %ather, they2re long-held, emotionally driven passions1 They derive from your personality, and they influence what kinds of activities make you happy1 Below is one way to describe these kinds of interests1 This method represents interests as eight business functions grouped into three categories1 Category 1: Application o E!perti"e Application o Technology H an interest in the inner workings of things= curiosity about better ways of using technology to solve business problems= and comfort with mathematics, computer programming, and physical models of reality #$antitati%e Analy"i" H interest in problem solving that relies on mathematical analysis Theory &e%elop'ent and Concept$al Thinking H broadly conceptual approaches to problem solving= interest in and comfort with ideas, imagination, theory, plans, scenarios, and forecasts Creati%e (rod$ction H interest in highly creative activities Category ): *orking +ith (eople Co$n"eling and Mentoring H interest in helping others and developing relationships as an integral part of business work Managing (eople and Relation"hip" H interest in dealing with people and interpersonal issues daily Category ,: Control and -n l$ence Enterpri"e Control H interest in having ultimate decision-making authority for an enterprise, division, or proAectC -n l$ence thro$gh Lang$age and -dea" H interest in influencing others through the skilled use of written and spoken languageC ,ost people have between one and three core business interests, some of which may be stronger than others1 8or example, you may be fascinated by 7uantitative puzzles and feel great satisfaction in helping other people learn to problem solve as well1 These core interests remain relatively stable over your lifetime1 Interestingly, not only can your core interests overlap= they might also manifest themselves differently at different times1 8or example, if your core interest is "reative *roduction, perhaps: /s a child, you loved writing stories and plays /s a teen, you enAoyed devising mechanical gadgets /s an adult, you desired a career in design engineering or movie production

8iguring out your core interests


#ou can identify your core business interests simply by: B9C learning what typical activities express the various interests, and then B:C seeing which of the activities you find most appealing1 The following tables give examples of such activities1 Category 1: Application o E!perti"e Application o Technology #$antitati%e Analy"i"

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:4amples' 4ngineering "omputer programming *roduction and systems planning *roduct and process design *rocess analysis *roduction planning !ystems analysis ,echanical craftingImanufacturing

:4amples' ,arket-research analysis 8orecasting "omputer-model building *roduction scheduling "ash-flow and investment analysis /ccounting

%esearch Theory &e%elop'ent and Concept$al Thinking :4amples' 4conomic-theory developing Business-model developing "ompetition analysis 'esigning 3big-picture3 strategy *rocess design Teaching business theory

Creati%e (rod$ction :4amples'

)ew-product design ,arketing and advertising )ew-idea generation 'eveloping innovative approaches and solutions 4vent planning "onducting public relations 4ntertaining $riting Illustrating

Category ): *orking +ith (eople Co$n"eling and Mentoring :4amples' Managing (eople and Relation"hip" :4amples' "oaching Training Teaching elping 'rawing people out !upporting ,anaging others to accomplish the goals of the business 'irecting !upervising .eading and inspiring others !elling )egotiating ,otivating

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*roviding feedback and advice

Category ,: Control and -n l$ence Enterpri"e Control :4amples' -n l$ence Thro$gh Lang$age and -dea" :4amples' "ontrolling resources to actualize a business vision !etting strategic direction for a company, business unit, work team, or division aving ultimate decision-making authority ,aking deals olding ultimate responsibility for business transactions, such as trades, sales, etc1 )egotiating 'eal-making "onducting public relations !elling *ersuading 'esigning advertising campaigns "ommunicating ideas through writing or speaking

#ou can also try this exercise: 91 Think about whether you2re envious of one or more particular colleagues1 That is, do they have Aobs that you wish you had0 :1 $hat activities do these people do that you wish you could do0 ;1 In previous Aobs that you2ve held, what kinds of activities did you keep gravitating toward0 $hen you2re working on proAects, which stage of the proAect excites you the most5the planning stage0 Implementation0 8ollow-up0 $hat do the answers to the above 7uestions suggest about your core business interests0 8inally, you can experiment with: /ssessment tools !elf-reflection exercises /ctivities that help you gain insights about yourself from others
"ee also Career "elf%Assessment Wor$sheet.

"larifying #our $ork &alues What are #or$ values;


*eople mean many different things when they speak of values1 8or example, many of us speak of family values, national values, or spiritual values1 $ork values constitute a special set of values1 !pecifically, they2re the values you place on the various rewards that you might get in return for performing your Aob1 They are the values that motivate you and give you energy and excitement about your work1 ere are some examples of work values:

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.inancial re+ard" such as financial security and stability Bpredictable salary, benefits, future employment, the opportunity to ac7uire wealth, and so onC1 Ta"k re+ard" such as intellectual challenge Bmental stimulationC1 (eople re+ard" such as affiliation Bthe opportunity to work with colleagues you like and admireC1 Career re+ard" such as positioning Baccess to people and opportunities that will position you well for your next career moveC1 Li e"tyle re+ard" such as workIlife balance Btime to pursue other important aspects of your life, such as family or leisure activitiesC1

Why clarify your values;


"larifying your values offers several benefits: It increa"e" the likelihood that you2ll choose satisfying work1 It may be difficult to find one position that satisfies all of your work values1 But if what you2re doing for work doesn2t provide enough of the rewards that you consider most important, you probably won2t remain happy in it for very long1 It let" you 3shop3 more efficiently for the right developmental opportunities1 +ust as you can evaluate a potential computer purchase much more 7uickly if you keep a few must-have features in mind, you can Audge a work opportunity more wisely if you remember your most crucial rewards1 It help" you match your reward values to an organization2s or department2s culture1 $ork rewards manifest themselves in an organization2s or department2s culture5the way people do things, what they expect, what they think is most important, and so forth1 / large company2s different departments Bfor example, engineering, sales, or human resourcesC might have markedly different cultures1 By knowing your values, you can pick the culture that will provide those rewards1

!o# to clarify your values


There are many different ways to clarify your values1 ere are Aust a few: Dse tools1 #ou can use various checklists or worksheets to identify your top work values1 /sk reflective 7uestions1 #ou can try these 7uestions for reflection: o Think of times when you2ve passionately debated something with another person1 $hat issues did the debates center on0 $hich side did you take0 $hy0 o Is there anything for which you2d be willing to give up everything you own0 If so, what is it0 o If you could share the one most important thing you2ve learned in your life with someone else, what would it be0 The answers to these 7uestions give you clues to your deepest values1 "onsult close friends and colleagues1 8inally, you can consult people who know you well1 /sk them what values they think are most important to you1 8or example, what do they see you getting most excited about in your work0 Note: In clarifying values, many people face a common temptation to list values that they think they should have5like altruism5and to avoid listing values they think they shouldn2t have5like desire for prestige or financial gain1 Be as honest as you possibly can when doing this exercise= genuine answers will make it much easier for you to evaluate and choose the best possible work opportunities for you1
"ee also "teps for Clarifyin (our Wor$ &e#ard 3alues and &e#ards Wor$sheet.

/ssessing #our !kills


#ou2ve identified your core business interests and clarified your work values in order to manage your career development1 #ou also need to assess your business skills1 Together, these three 7ualities

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make up the foundation of the self-knowledge you2ll use to select professional-development opportunities1 But what are business skills, exactly0 Type" o "kill" /s you progress through your work life, you ac7uire many different skills from a broad range of experiences and training1 !kills fall into a number of categories, and there are different ways to describe them1 ere are some examples: /kill Category Dsing #our ands Dsing #our Body Dsing $ords Dsing #our 8ive !enses Dsing )umbers Dsing Intuition Dsing /nalytical Thinking or .ogic Dsing (riginality or "reativity Dsing elpfulness Dsing /rtistic /bilities Dsing .eadership Dsing 8ollow-Through E!a'ple" /ssembling things, operating machinery, repairing things 'oing outdoor activities like camping, being physically active, having muscular coordination as in gymnastics %eading, writing, speaking, teaching (bserving, inspecting, diagnosing "ounting, computing, record-keeping /cting on 3gut3 reactions, anticipating future events, sizing up a situation or person %esearching, analyzing, prioritizing Imagining, inventing, designing, engineering aving sensitivity to others2 feelings, conveying warmth, drawing others out, motivating, guiding 8ashioning or shaping things, composing, playing an instrument, painting, decorating, cooking Initiating new proAects, organizing, directing, making decisions, taking risks Dsing what others have developed, following through on plans or instructions, attending to details, filing, retrieving information

*hat are yo$r "tronge"t "kill"0 /s you begin exploring developmental opportunities at your organization, you2ll need to know which skills they re7uire1 That way, you can decide to what extent these opportunities will allow you to do the following: Dse skills you already have in abundance *rompt you to stretch skills that you possess to some degree but would like to strengthen %e7uire you to obtain entirely new skills !ome combination of the above The first step, though, is to take stock of your existing skills, and to assess which ones are your strongest1 There are several ways to do this, including these: 91 4xperimenting with assessment tools, checklists, and short exercises :1 /sking your friends, family, and colleagues to give their opinions about what you do best ;1 /sking a career counselor to help
"ee also Tips for Choosin a Career Counselor and "$ills Assessment1

Yo$r tran" era1le "kill" In assessing your skills, it2s especially important to identify your transferable skills1

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These are skills that have value regardless of the business context in which you2re using them5for example: $riting ,otivating others (rganizing data Interpreting information $hy is it important to know your transferable skills0 !everal reasons: #ou can +iden the "election of potentially interesting work opportunities to include those that would let you use your transferable skills1 #ou can 'arket yo$r"el to potential new supervisors in a whole new area of work by pointing out your transferable skills1 #ou can a%oid the co''on 'i"conception that, in order to try a new work area, you need to develop a whole new set of skills1 B#ou don2t necessarily need to go back to school= there are lots of other ways to develop new skills1C
"ee also Tips for .ettin the "$ills (ou <eed.

.o$r point" a1o$t "kill" In assessing your skills, keep these points in mind: 91 !kills are a 3threshold3 variable in your ability to do a Aob successfully1 #ou need enough of a certain skill Bbeing able to lift >J-pound bags, for exampleC, but in many cases, having a lot more of that same skill Bbeing able to lift >JJ-pound bagsC won2t make you any more successful1 :1 It2s easy to vary your skills1 "ompared to your core business interests and work values, your skill-set can change relatively easily1 That is, you can strengthen existing skills or ac7uire new ones through practice, training, and new experiences1 ;1 It2s perfectly okay to have both strengths and weaknesses1 (ften, when people begin exploring new positions at work, they assume that they have to be good at Aust about everything1 The fact is, we all have both strengths and weaknesses5that2s part of what makes us who we are1 'on2t feel bad if you lack certain skills= everyone does1 <1 $eigh the benefits of developing new skills1 Investing in skill development can be costly, in terms of time, effort, and money BpossiblyC1 !o, when you2re evaluating a potential new opportunity at work, spend some time deciding whether you want to invest in developing the skills that the opportunity re7uires1
"ee also "teps for Definin and 6btainin <e# "$ills.

($tting it all together (nce you2ve assessed your skills, the next step is to get a complete picture of who you are by combining the skills information with what you learned about your core business interests and work values1 #ou can now use this knowledge and information to redefine your current role in order to develop yourself professionally1 #ou can also begin evaluating the growth opportunities available at your company and pick the most appropriate ones for you1 Throughout this process of gaining knowledge and information about yourself, your interests, values, and skills, remember: interests and values matter the most1 $hen evaluating a career development opportunity, make sure that it matches your core business interests and work values1 If it does, you may well decide to obtain the skills that will help you perform in that new position1

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8inding 'evelopment (pportunities at #our "ompany


/tarting the gro+th-opport$nity "earch #ou2ve worked to identify your deepest business interests, clarify your most important work reward values, and assess your strongest skills1 ,aybe you2ve even defined a career-opportunity target1 $hat2s the next step on the path0 ,any companies have an explicit process in place to enable employees to explore and pursue new opportunities1 8or example, some organizations suggest that you visit their career-management center, review the Aob bank, and then follow their guidelines1 (ther companies ask that you first talk with your supervisor1 That way, he or she can become aware of your search and help you either redefine your current role or identify potential opportunities elsewhere in the organization1
"ee also "teps for "culptin (our Job and Tips for Conductin a Professional Development &evie#.

Indeed, in most organizations, helping direct reports clarify their goals and find appropriate growth opportunities are important responsibilities for managers1 By supporting you in this way, your manager helps the organization retain a valued employee5a key step for any company that wants to stay competitive in today2s economy1 #ou can provide the same kind of support for your direct reports1
"ee also the !arvard Mana e Mentor topic &etainin 3alued :mployees1

-denti ying gro+th opport$nitie" in yo$r organi2ation There are many ways to identify potential growth opportunities throughout your company1 The key is to make sure you know your company= that is: In simplest terms, what work does the organization do0 $hat are your company2s biggest needs and challenges0 ow do you think you could contribute to your company2s efforts in ways that suit your deepest interests, values, and skills0 #ou also need to find out what kinds of work people do throughout the organization1 Enowing this will give you a 3big picture3 of how the company functions1 -athering all this information takes some research and a willingness to get to know people who can help you1 ere are four ideas to get you started: 91 Dse your company2s career-management resources1 ,any companies offer numerous ways to learn about growth opportunities1 8ind out what they are5and take advantage of them1 These include: "areer centers staffed by career counselors and career-research specialists Internal networks of people who are willing to talk with any fellow employee about their Aobs (pportunities to sample different Aobs by filling in for colleagues who are on sabbatical +ob banks describing all the positions available in the organization %eference materials and training to help you create a professional-growth plan and hone your rKsumK-writing and interviewing skills In-house courses on various subAects and skills related to Aobs within the company "ollege or vocational-school tuition-reimbursement programs :1 )etwork, network, network6 )etworking simply means getting to know people in your organization who can help you learn about and pursue career opportunities1 To become an expert networker, ask yourself: 3$ho knows the most about what2s going on in the

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organization03 Then seek out opportunities to meet them and talk with them about your search1 ;1 "ultivate relationships with mentors1 ,entors are experts from whom you can learn, in detail, about specific kinds of work and strategies for defining a career path1 They can be people who work in your organization or outside your organization, members of professional associations5anyone whose experience and knowledge you respect1 <1 "onsult a career counselor1 ,any organizations have career counselors on staff who can advise you on how to spot potential development opportunities1 If your organization provides this service, make an appointment1 If not, consider having a couple of sessions with an independent career counselor1 These professionals2 services can be pricey, so be sure to shop around for the best choice for you1 Choo"ing the right gro+th opport$nitie" $hen making decisions about which growth opportunities to pursue, ask yourself the following 7uestions: 3 ow good is the fit between the position and my interests, values, and skills03 3 ow good is the fit between the position and who I want to become03 BThat is, 3$hat kinds of learning opportunities does the position offer me03C The best developmental assignments are ones in which the fit is imperfect5the position will 3stretch3 you by offering challenges that encourage you to learn new skills and ac7uire new knowledge1 (f course, these positions carry some risk1 #ou won2t be able to make your most productive contribution right away1 /fter all, you2ll need time to learn the new dimensions of the Aob1 The challenge is to pick an opportunity that doesn2t stretch you too much or carry too great a risk1 /s a general rule of thumb, the risk is probably too great if it seems that you2ll need more than six months to learn enough to make a meaningful contribution1 Getting the "kill" yo$ need There are lots of ways to enhance your skills, including: (nsite training /dult-education courses 'istance learning (nline courses (ne key thing to remember, though, is that you don2t always need to go back to school to make a maAor change in your career1 Before you commit to spending a lot of money Band timeC on a new degree, do some research to make sure there isn2t a more affordable and less time-consuming way to master the skills that your new position re7uires1 -n or'ational inter%ie+ing (nce you2ve identified possible development opportunities, it2s time to arrange some informational interviews1 #ou can conduct these interviews with people who are currently doing the kind of work you2re interested in, or with supervisors or department or division heads who can give you valuable information about the work1 Informational interviewing is less formal than actual Aob interviewing because it: -ives you a chance to learn more about positions of interest elps you get to know potential new supervisors and other people in departments or divisions of interest

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.ets you showcase your talents ,ay give you further insight into additional interesting positions1 B4ven if an interview reveals that a particular new Aob wouldn2t work out for you, use the encounter as another networking opportunity by asking the interviewer to suggest more people for you to talk with1C

The key to setting up informational interviews is to be sincere and honest when contacting potential interviewees1 If you2re nervous about contacting people, keep these points in mind: #ou2re asking for information, not a Aob offer1 ,ost people are happy to talk about their work, if you respect their time Bask for no more than :J minutesC and clearly value the information they offer1 *eople are especially open to meeting with you if you2ve been referred to them by someone they know and respect1 !o, broach the subAect of an interview by saying something like, 3 ello, my name is FFFFFFF1 I2m currently working as a FFFFFFand am interested in learning about FFFFFF1 ,y colleague FFFFFF mentioned that you2d be a great person for me to talk with1 "ould I have :J minutes of your time when it2s most convenient for you03

elping (thers ,anage Their "areers


3elping other" +ork" 1oth +ay" 4very time someone helps someone else5through networking, informational interviewing, and so forth5that person becomes willing to help others in turn1 !o by helping others, you become part of a constant, informal networking process5a natural web of people who are willing to provide and receive help1 8or example, one day, someone in a different department from yours asks you if you know of any good engineers they could talk to1 #ou do, and you give that person a few names1 ,onths later, you might run across the same person and realize that he or she could help you by recommending, say, some marketing specialists you could talk to1 ($t yo$r organi2ation ir"t4 +ust as your colleagues can help you clarify your professional goals and identify growth opportunities in your company, you can do the same for your direct reports or colleagues1 In fact, by supporting them in this way, you2re doing what2s best for your organization1 $hen you help your direct reports find stimulation and satisfaction in their work, you put your organization first5in two ways: #ou encourage talented, ambitious people to stay with the company5so the organization retains valuable employees1 #ou thus support your firm in its efforts to build a stronger work force1 #ou help the organization cut costs1 /fter all, finding, hiring, and training replacements is expensive1 /peak the lang$age o intere"t"5 %al$e"5 and "kill" To support your direct reports2 professional goals, you have to become aware of those goals1 /n excellent way to become5and stay5aware is to have regular 3*rofessional 'evelopment %eviews3 B*'%sC with each of your direct reports1 Try making *'%s part of performance reviews, or conduct them separately1 $hichever way you decide to schedule *'%s, make sure you frame the discussion in terms of core business interests, work reward values, and skills1 This focuses the meeting and helps you both talk in specific terms about the person2s goals1 3elp other" identi y opport$nitie" in yo$r organi2ation #ou can help direct reports search for opportunities in several ways:

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Rede ine a c$rrent role6 "onsider redefining a current role so that it better matches the person2s interests, values, and skills1 3elp the' net+ork6 Identify individuals in the company who you think could provide growth opportunities, guidance, insight, and even more networking opportunities1 (ffer strategies for meeting those individuals, or help to arrange meetings1 E%al$ate option"6 (nce you and your direct report have identified possible opportunities, help him or her evaluate their fit and learning potential1 /gain, use the language of interests, values, and skills in discussing an opportunity2s potential1 Re+ard 'anager" or helping other" 'o you supervise managers who have direct reports0 If so, you can reinforce the message that helping others manage their professional development is something your company values1 ow0 By rewarding managers who excel at this responsibility1 "onsider: 4valuating your managers2 success in this area as a regular part of performance reviews Tying compensation to their performance in developing the career of their direct reports

.re7$ently A"ked #$e"tion"


Are core 1$"ine"" intere"t" deter'ined +hen yo$8re yo$ng and do they re'ain $nchanged thro$gho$t yo$r li e0 They2re generally determined by your early :Js1 By that time, there2s a discernible pattern, and the basic contours of that pattern remain remarkably stable1 3o+ +ere the eight core 1$"ine"" intere"t" de%eloped0 They were developed from analysis of hundreds of people2s responses on tests about their interests at work1 The core interests describe fundamental, essential activities of business work1 *hat8" the 'o"t co''on 'i"take people 'ake in thinking a1o$t their career"0 The most common mistake is basing career decisions on what you think you should do, or what you can do5not on what most interests or moves you1 This is an easy trap to fall into1 *hat are "o'e ea"y +ay" or people to identi y their core 1$"ine"" intere"t"0 #ou can perform active-imagination exercises, in which you reflect on what kinds of work have most inspired you or captured your attention in the past1 #ou can also flip through six months2 worth of issues of Business $eek or 8ortune and pay attention to what kinds of articles, advertisements, and so on, most draw your attention1 .ook especially for the difference between feeling that you have to turn your attention to a particular topic versus feeling that a topic pulls your attention1 Can a per"on ha%e 'ore than one core 1$"ine"" intere"t0 #es1 (ften, a person will have two or three main interests, with perhaps one of them most dominant1 3o+ ha%e attit$de" to+ard +ork and career changed0 There2s been a change in the idea of what a Aob is1 ,any people don2t use the word Aob anymore= instead, they use work opportunities1 ,ore and more, there aren2t Aobs per se, as in, 3 ere2s your Aob,

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your title, and your desk, and you2ll probably be here for five years13 )ow, it2s, 3$e2ve got a problem or a proAect, you2ve got a skill set and a background that can help us1 $hen it2s done, we2ll have a conversation, and maybe there will be other problems you can help us with1 /nd maybe there won2t13 The duration of the work opportunity is therefore proAect duration1 This is true not Aust for freelancers but also for full-time employees1 #ou may remain an employee for a long time, but your responsibilities may change regularly1 This is also true for employees of any age 5not Aust :>-year-olds1 *hat proportion o people ind "ati" ying +ork0 It2s an ongoing search for everyone these days1 *eople do find it, but we all have to keep refining our concept of it and moving toward it1 4ven though our core business interests remain stable over time, the opportunities to express them depend on economic and other situations that are constantly changing1 !o, you2ve got to fre7uently reengage with the change process1 3o+ can people 1roach the "$19ect o career change +ith their i''ediate "$per%i"or" i their "$per%i"or" don8t +ant to lo"e the'0 The best way is to frame the discussion in terms of 3Aob sculpting3: how you can redefine your current role so that it better matches your core business interests, work reward values, and skills1 /lso, come prepared with solutions for handling the ramifications of any change1 8or example, if you want to let go of certain responsibilities, how do you suggest they would be handled0 If there2s simply no opportunity to redefine your role, explore other opportunities within the company1 In firms that emphasize retention, your supervisor will be rewarded for helping good employees find new opportunities inside the company1 - - contact people to re7$e"t an in or'ational inter%ie+ or a net+orking di"c$""ion5 +on8t they think that -8' 9$"t trying to $"e the'0 )o5not if you2re sincere and you respect their time1 Be sure to show them that you appreciate the information they2re sharing1 %emember: #ou2re not so much asking for a Aob as you2re asking for information1 ,ost people enAoy talking about their work1 4xplain that someone else whom the person knows and respects recommended him or her as an excellent person for you to talk with, and ask for Aust :J minutes of the person2s time1 -t "ee'" that re7$ired "kill" are al+ay" changing6 3o+ can - get the "kill" - need to keep 'o%ing or+ard in 'y career0 ,any people automatically assume that they have to go back to school to get a degree in order to ac7uire new skills1 That2s absolutely not true1 "ontinuing education classes are one less timeconsuming and less expensive alternative1 But there are lots of other ways to learn, too5such as Aob shadowing, 3stretch3 assignments at work, seminars, video or audio tapes, books, newsletters, online or distance learning, volunteering opportunities, and so on1 The key is to assess your options and pick the best ones for your learning style and your skill needs as well as for your budget and schedule1 E%eryone8" "o 1$"y at 'y co'pany that no one "ee'" to kno+ +hat8" going on in depart'ent" other than their o+n6 3o+ can - ind o$t a1o$t +ork opport$nitie" $nder the"e condition"0 #ou can start talking with people from other departments, to find out what kinds of work they do, what the culture is like in those departments, and so forth1 /lso, try asking to be invited to meetings that you normally might not think of attending1 /nd, take advantage of all the companywide events and learning opportunities that your firm offers1 That2s a great way to simply start getting to know people and learning more about how the company operates1 8rom there, you can begin identifying opportunities and drawing on the network of people you2ve established for information1 *ill 'y +ork re+ard %al$e" change '$ch o%er the year"0

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They will probably change somewhat, depending on the different phases of life you go through1 8or example, if you2re starting a family, financial security and opportunities for long-term saving might become your top reward value1 If you2re Aust starting out in the work world, opportunities to travel might be your most important value1 %eward values are more changeable than core business interests, but less changeable than skills5which employees often must update rapidly in order to keep contributing to their organizations and charting their own career paths1 --------------------------------------------------------------------------------

/tep" or Clari ying Yo$r *ork Re+ard :al$e"


91 $rite all the work reward values you can think of on index cards, one value per card1 )o list can be exhaustive, so feel free to add as many values as you think are important in selecting the right development opportunities for yourself1 $orkplace values could include: /n environment of openness, camaraderie, and friendliness /ccess to experts in the industry Benefits such as child or elder care 8orms of compensation such as stock options, pension plans, and profit sharing !cheduling options such as flex-time, telecommuting, and sabbaticals

:1 (n each card, write a short statement about what that value means to you1 &alues are highly abstract and can mean different things to different people, depending on a personLs culture, personality, family background, and so forth1 8or example, one personLs idea of workIlife balance might be working no more than <J hours a week1 /nother personLs idea of workIlife balance might be working up to ?J hours a week but having time on the weekends to spend with family1 ;1 !catter the index cards on a table1 <1 /rrange the cards in order of importance1 If two or more values seem e7ually important to you, place them side by side1 If you decide that a value has no real importance to you after all, set that card aside1 >1 )ote the order youLve settled on1 'onLt worry about which values seem to be 3rising to the surface3 at this point, or whether youLre having trouble deciding which of two seemingly e7ually important values should come first1 +ust make a mental or written note that summarizes what you see happening at this stage1 ?1 !et the stack of cards aside for a week or two1 @1 %evisit the exercise to see if anything has shifted1 %epeat the process until you feel confident that your hierarchy of cards accurately reflects your work values1

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8or example, suppose you do the exercise five times, and each time 3affiliation3 Bworking with colleagues you like, respect, and admireC ends up being in one of the top three positions in your card hierarchy1 #ou can feel fairly confident that this is one of your most important values1 M1 Think of your top three or four values as your 3shopping list3 when youLre considering new developmental opportunities1

/tep" or &e ining Yo$r Career Target


91 %eview what youLve discovered about your core business interests, your work reward values, and your skills in other parts of this topic1 Dse the information and the exercises in the "ore "oncepts section of this topic, as well as the various tools and tips in this topic, to strengthen your knowledge of your core business interests, values, and skills1 %emember: Eeep thinking about these three aspects in that order of importance1 8or example, to show you how defining a career target might work, weLll begin with a very simplified example here Bfor a fictitious person named ,oiraC that weLll carry through the rest of the steps1 Note: 'efining your own career target would involve more complex and numerous responses in some of the steps that follow1 ,oira is currently working as a budget analyst1 But she has discovered that she loves being in charge of proAects B4nterprise "ontrolC and motivating other people BInfluence through .anguage and IdeasC1 er most important work reward values are the ability to work flexible hours= the opportunity to work for a small, growing start-up or a relatively autonomous department within a large organization= and access to state-of-the-art technology at work1 er strongest skills are speaking and writing persuasively, organizing large volumes of varied data, and Auggling many proAects at once without losing track or missing deadlines1 :1 .ist and describe the career opportunities at your organization1 'onLt feel that you have to write down every single career opportunity thatLs available throughout your organization1 But be more inclusive rather than less: .ist all those that you think would even remotely appeal to you1 8or example, ,oira would like to strengthen her ability to develop 3big-picture3 strategies and mobilize support for them among employees1 !o, she writes down opportunities such as: 3.ead new-product design department to ensure that the department creates high-7uality products on spec and on time,3 3'esign and direct innovative marketing campaigns that address changes in competition and consumer trends and that put our products at the forefront of the market,3 3"ommunicate the companyLs overall strategy throughout the organization through newsletters and companywide meetings,3 and so forth1 ;1 'raw three concentric circles1 That is, draw a large circle on a piece of paper1 $ithin that large circle, draw a somewhat smaller circle1 B,ake the second circle small enough so that you have room to write in between the two circles1C $ithin that somewhat smaller circle, draw another circle1 That central, smallest circle is your career 3bullLs-eye13 <1 Identify the opportunities that match your core business interests1 .ook for opportunities that offer you a chance to express your core interests1

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8or example, in our fictitious example, ,oira decides to write down all three opportunities that she identified in !tep :, because they all, in some way, involve being in charge of teams or proAects, influencing others, or a combination of both1 >1 In the outermost circle of your career bullLs-eye, write down the opportunities you identified in !tep <1 BThis outermost circle is your core-interests circle1C ?1 In your core-interests circle, underline or highlight those opportunities that also match your most important work reward values1 8or example, through networking and a few informational interviews, ,oira discovers that the 3"ommunicating the companyLs overall strategy throughout the organization through newsletters and companywide meetings3 position re7uires not only strict adherence to a @:;J a1m1 to >:JJ p1m1 schedule but also fre7uent overtime with little warning1 But the other two opportunities she identified in !tep : offer flexible schedules, and match her other important values1 !o she underlines them1 @1 "opy the opportunities you underlined in !tep ? into the next inner circle1 BThis next inner circle is your important-values circle1C M1 )ow underline or highlight those opportunities in your important-values circle that also match the skills you now possess or skills that you could obtain relatively easily1 'onLt worry if your skills donLt exactly match those re7uired by the opportunities youLve now narrowed down1 $hy0 Two reasons: !kills are a lot easier to change than core business interests or work reward values1 ItLs most important that an opportunity match your interests= if it doesnLt, you wonLt remain happy in that position for very long5no matter how good you are at it6

8or example, ,oira finds out that 3'esigning and directing innovative marketing campaigns that address changes in competition and consumer trends and that put our products at the forefront of the market3 re7uires proven experience in writing marketing and advertising copy1 !he does not have skill or experience in this area and is not interested in developing it1 owever, 3.eading the new-product design department to ensure that the department creates high-7uality products on spec and on time3 sounds more promising: It re7uires knowledge of basic product design, which ,oira can learn by taking a continuing-education course that the company will pay for1 !he also finds the idea of learning about product design interesting and exciting1 8inally, it re7uires her other existing, strongest skills, too1 !o, she underlines that opportunity in her important-values circle1 N1 "opy the opportunities you underlined in !tep M into the centermost circle1 BullLs-eye6 #ouLve now defined your career target: work that matches your core business interests, your most important work reward values, and your skills1 8or example, ,oiraLs career bullLs-eye is 3.eading the new-product design department to ensure that the department creates high-7uality products on spec and on time13 It matches her core business interests and most important work reward values1 It also re7uires a skill that sheLs interested in developing5and is able to develop affordably through the help of her company1

/tep" or &e ining and O1taining Ne+ /kill"


91 Identify what you need to learn and why you need to learn it1 There are different kinds of skills, and understanding which kind you want to develop and why will shape the rest of the skills-development process1

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The various kinds of skills include: .$nctional5 tran" era1le "kill" such as clear writing or speaking, working with numbers, and motivating people1 Ta"k-oriented "kill" such as writing a computer program in "OO, assembling a particular consumer product, and using a desktop-publishing software package1 (er"onal "kill" Balso called self-management skillsC such as being organized, Auggling many tasks at once, and remaining calm during times of chaos1 -nterper"onal "kill" such as the ability to lead a discussion, negotiate, inspire teamwork Bsome of these will also be transferable from one Aob to anotherC1 -nd$"try-"peci ic "kill" which are re7uired for performance of a particular Aob Bsome may be entry level and re7uired, while others may be advanced and more dependent on experience or certificationC1 /sk yourself why you want to learn particular skills1 8or example: #ouLre interested in exploring work thatLs very different from what youLre doing now1 Therefore, by assessing your transferable skills, you can identify skills you could use in this Aob, and only seek training on additional, necessary Aob-specific skills1 #ou need particular task-oriented skills to begin contributing immediately in a highly technical new Aob1 #ou need to learn the skill, such as proAect-management, to perform better in your current or future position1 :1 !elect the ways you want to learn1 In completing this step, cast your net wide6 #ouLve got many different options for learning at your disposal5in addition to the more commonly known ones such as going back to school1 /lso, different people learn best through different learning channels and materials1 Think about which channels and materials work best for you1 8or example: ome-study courses 'irect observation of someone else Internships Informational interviews &olunteer work /udio- and videotapes 8ilms Books, newsletters, and trade Aournals 'istance-learning options, such as online courses !eminars or workshops ;1 "onduct research to identify specific learning options1 $ith this step, you specify how youLll ac7uire the skills youLre interested in1 This re7uires some work5but itLs well worth the effort1 Try exploring these resources: Internal training resources, if your organization has them %ecommendations from training manager, peers, supervisor, others (nline subAect search for courses and materials *rofessional association resources, if you are a member "areer centers #our local library /dult-education centers

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"ommunity colleges Dniversity extension offices Bookstores

#ou can also try associations, such as these: The /merican /ssociation for /dult and "ontinuing 4ducation The /merican ,anagement /ssociation *rofessional associations Bsuch as the /merican ,arketing /ssociation and the !ociety for uman %esource ,anagementC /merican !ociety for Training and 'evelopment ,any of these associations offer great courses for members and nonmembers1 <1 /nalyze your learning options1 )ow that youLve identified the skills you want to develop and have researched how you might ac7uire them, itLs time to assess the relative merits of the various options1 4valuate each option youLre considering according to the following criteria: Puality of instruction Bwhich you can Audge by asking people who have taken that particular training beforeC "ost Time re7uired (ther variables important to you, such as location, convenience, and delivery method, including online alternatives $eigh these factors and decide which options best meet your re7uirements and situation1 >1 'evelop a training strategy and schedule1 "larify how and by when youLll ac7uire the skills1 8or example, you can use a form like the one shown below, or incorporate this into a more complete Individual 'evelopment *lan1 /kill" to Ac7$ire $riting computer programs in "OO ,anaging stress 3o+0 Take adult-education night class from local vocational school1 Take online course on stress management and discuss tactics with a group of colleagues1 8all :JJ9 4nd of next week ;y *hen0

/tep" or (reparing or an -n or'ational -nter%ie+


91 Think of three to five individuals who are currently doing the kind of work youLre interested in1 :1 "ontact them Bby phone, by e-mail, or in personC1 If you already know the people in these positions, contact them Bby phone or e-mailC and set up appointments1 If you donLt, ask people you do know to refer you1 In other words, take advantage of your existing networks1 In this case, when you make the phone call, mention that 3Thomas3 or 3,aria3 Bwhom they know and respectC suggested that the person is an outstanding resource whom you should talk to1

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'onLt feel shy or timid when contacting someone you donLt know1 %emember: $hen you conduct an informational interview, your primary goal is to gain information5not necessarily a Aob offer1 $hen youLre contacting people, youLre flattering them by soliciting their expert opinions1 ,any people are happy to talk about their work and to be consulted as experts if you respect their time Bthat is, ask for no more than :J minutesC and make use of the insights they share1 If youLre still a bit nervous about asking for an informational interview, hereLs a possible template to use: 3 i, ,arshall1 ,y nameLs *ierre +uneau1 ILm currently working as a systems analyst but would like to learn more about financial analysis1 ,y colleague ,amta "hodhuri told me that you would be a great person for me to talk with1 "an you give me :J minutes of your time to help me understand what work in this area is like03 ;1 !et a time and meeting place for an appointment1 "onsider inviting informational interviewees to lunch1 This approach has two benefits: Yo$r inter%ie+ee"< ti'e i" %al$a1le1 If you interview them at their place of work, youLre more apt to be taking them away from their duties5which may make it more difficult for them to agree to an interview1 -t<" good or'1 #ouLre asking them to give you something BinformationC1 ItLs only right that you give them something, too BlunchC1 "onsider the lunch a token of your appreciation for their valuable time and vital information1

But donLt be put off if they decline a lunch offer1 They may prefer to meet in their own office, where they can better control the time they spend1 <1 *repare a list of 7uestions that youLd like to ask the interviewee1 These can range from 3$hat do youIdonLt you like most about your work03 and 3$hatLs an average day like for you03 to 3 ow is the QgameL played in this area of work0 ow do you get to the top03 and 3$hat do you see as the departmentLs biggest challenge03 ,ake your own list using 7uestions that are important to you1

/tep" or /c$lpting Yo$r =o1


91 .ook at the career 3bullLs-eye3 you created in !teps for 'efining #our "areer Target1 #ou defined your career target by narrowing down all the opportunities available at your company to those that best match: #our core business interests #our most important work reward values Those skills you already possess or can develop relatively easily :1 /sk yourself, 3$here is the mismatch between my Aob and the kinds of opportunities that are in my career target03 'ivide a piece of paper into three columns1 $rite 3Interests3 at the top of the left-hand column, 3&alues3 at the top of the middle column, and 3!kills3 at the top of the right-hand column1 $rite down every area you can think of in which your current role does not suit your core interests, values, andIor skills1 ;1 Try to think of ways to reshape your current role so that it more closely matches your core business interests, work reward values, and skills1

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<1 Talk with your supervisor about redefining your current role so as to get a better match1 $hen you meet with your supervisor, keep the following tips in mind: !tart by stating the reason that you want to brainstorm ways to sculpt your Aob: #our current role doesnLt suit you as well as it could because FFFFFFFF1 B%emember to use the language of core interests, values, and skills1C If possible, be ready to offer solutions and ideas for reshaping your current role so that itLs a better match for you and your organization1 B'onLt Aust bring a problem= bring a problem and a solution1C #our solutions should include explanations of who will handle any responsibilities you want to let go1 %emember that youLre in charge of your career management1 ItLs up to you to 3sell3 the idea of change to your supervisor1 4xplain to him or her how sculpting your Aob not only benefits you= it also benefits your supervisor and your organization overall1

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Tip" or Choo"ing the Right &e%elop'ent Opport$nitie"


"larify your core business interests, reward values, and skills before you do anything else1 4valuate how well various development opportunities match those interests, values, and skills1 If an opportunity closely matches your interests and values, it could be an excellent next move for you1 If you lack one or more of the skills that it re7uires, consider how you might develop it1 Think long term5that is, several career moves ahead5rather than Aust about your next move1 /sk yourself what you need to learn in order to get where you want to go in the long run, and then5 Think about ways to gain that knowledge or experience1 /lways, always beware the 3siren songs35those expectations and 3pulls3 that might lead you down the wrong career path Band be aware of any fears that could result in your setting your sights too low, limiting your ultimate successC1

Tip" or Choo"ing a Career Co$n"elor


!tart with your companyLs internal career counselor5itLs free, and he or she can help you use and interpret assessment tools, as well as define and work toward your career target1 /nd that person knows about all the work opportunities available in your company1 If youLre considering hiring an independent career counselor, ask friends for recommendations1 "larify what youLre looking for: elp taking and interpreting specific assessment tests0 Tips on clarifying and working toward your work goals0 'etailed information on Aobs that are available in your company0 'onLt be afraid to shop around: 8ind a career counselor whose style youLre comfortable with, and who is going to encourage and support you in your professional exploration1 /sk potential career counselors5whether internal or independent5to describe their philosophy, explain what kinds of clients and 7uestions they typically work with, and describe their successes and the methods they used to achieve them1 Be leery of counselors who use the same approach Bthe same tests, for exampleC with everyone1 This can indicate poor training and limited ability5in career counseling, one size doesnLt fit all1 /sk for references5and then take the time to call the references to ask about their experiences with that counselor1

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$hen considering an independent career counselor, be clear about compensation1 8or example, is there a charge for phone conversations0 In addition to learning the hourly rate, ask what the counselorLs average client usually ends up paying5the person who charges a higher hourly rate may end up costing less6 /ll else being e7ual, pick a career counselor who you think can also provide you with great networking opportunities= that is, someone who may know other people who do the kinds of work that interests you1 Be careful6 In most places, anyone can call himself or herself a 3career counselor3 or 3career coach,3 whether or not he or she has any training or experience6 /nd some counseling organizations will use high-pressure sales techni7ues5two salespeople for one customer, saying, 3#ou know, we only accept the highest potential people13 B/re you worthy0C !uch places might charge enormous flat fees to imply higher 7uality1 /sk for credentials, and donLt sign a contract unless youLve read it carefully1

Tip" or Choo"ing Mentor"


.ook for mentors with whom you can establish a mutually beneficial relationship1 B(ne benefit for the mentor is having the satisfaction of helping another person develop into the best that he or she can be1C The best mentors help you find progressively more challenging assignments in which you can learn, cultivate an ever wider network of professional relationships, and contribute to the organization1 4stablish mentoring relationships with B9C one person within your company Byour company mentorC, B:C another person who has mastered the area of expertise youLre interested in Byour skill mentorC, and B;C one whose overall career path you find enviable Byour career strategy mentorC1 8or your company mentor, consider choosing a recent retiree5someone whose influence within the company is still strong5or someone who shares a passionate interest of yours1 8or your skill mentor, choose someone who possesses a higher level of functional experience than you do1 Trade and professional groups are good places to look for skill mentors1 8or your career mentor, think of a person whom you look up to as an ideal as you chart your professional direction1 This is someone who is presently where you would like to be in 9J or :J years1

Tip" or Net+orking
Think of networking as expanding your web of relationships and developing mutually supportive relationships1 4very time you talk with someone new about work, make an effort not only to learn something new about the other person but also to share something about yourself with him or her1 ,ake an effort to get to know people beyond the circle of individuals with whom you interact on the basis of habit or with whom youLre most comfortable1 In your company directory, identify people who do work that interests you, and get to know them1 Tell them youLre clarifying your professional-development goals, and ask to have a conversation with them sometime about their work1 -et to know people in your company who you think can help you learn about the kinds of work your organization does and how it operates1 !eize opportunities to meet people from all different parts of the company= for example, attend staffwide meetings and any training opportunities that arise1 /nd make sure to extend your network beyond your organization5if your company eliminates your position, youLll be glad you know people in other places1 If you learn that someoneLs holding a meeting that interests you, ask him or her if itLs okay for you attend1 $henever youLre talking with others about work, always be aware of the context from which theyLre speaking1 8or instance, if you know that someone has a bad relationship with his boss, and he says that he hates his Aob, donLt automatically assume that the work would not interest you1

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Tip" or -n or'ational -nter%ie+ing


(ften in an informational interview, you will have two agendas: B9C to learn something, and B:C possibly to get a Aob offer1 Therefore, come prepared to learn and to show your best side1 If youLre nervous about asking someone for an informational interview, remember: #ouLre not asking people for a Aob5youLre primarily asking for information about their work or their department1 ,ost people are happy to help if you keep the meeting short Babout :J minutesC1 "ontact potential interviewees by phone or e-mail= that way, if theyLre busy, they can return your call or message when itLs more convenient for them1 Try framing your phone or e-mail re7uest for an informational interview in approximately these words: 3 ello, "armen1 ,y nameLs /lexander 8reiburg1 ILm a publications manager here at /B" "o1, and ILm interested in learning more about systems analysis1 ,y colleague !asha $hite said that youLd be a great person for me to speak with1 $ould you be able to talk with me for few moments, either now or at some other time0 I wonLt take more than :J minutes of your time13 If you sense that someone is agreeable to meeting with you, ask for a specific appointment at a time convenient to him or her1 If the person is not available by phone or e-mail, contact an assistant1 "all the day before or the morning of the appointment to confirm1 !tart off by interviewing with people who are the least likely to offer you a Aob Bor for whom you would least want to workC5and ask your most basic 7uestions there1 Then youLll be more informed and make a stronger impression when you meet with people who are more likely to have a Aob offer that you would want1 /rrive for the interview a few minutes early1 !tick to the time limit that you and the interviewee agreed on1 !tart concluding the meeting a few minutes before the allotted time limit, to let the interviewee know that youLre honoring your agreement1 'ress approximately as formally or informally as you expect your interviewee to be dressed5 or, to play it safe, one step more formally5but never less formally1 /s one of your 7uestions to the interviewee, ask what he or she feels is the biggest challenge facing their department1 That way, if you end up exploring a possible Aob opportunity with that person, you can position yourself specifically as someone who can help solve that problem1 %esolve not to leave the interview without the name of at least one more person you can contact for a different point of view5either inside or outside of the intervieweeLs organization1 /sk your interviewee if he or she knows of other opportunities that might interest you1

Tip" or Getting the /kill" Yo$ Need


'onLt assume that you have to go back to school for a new degree or certification to get the skills that a new work role re7uires1 8ind out what kinds of skill-development opportunities your company offers1 These might include in-house or offsite seminars, apprenticeships, or workshops1 4xplore special-assignment or rotational roles in your company1 These can range from oneday to six-month assignments5or longer5depending on the program and opportunity1 There are lots of different ways to learn something new: "onsider doing some volunteer work that would help you hone a particular skill, subscribing to skills-oriented newsletters or magazines, using audio- and videotapes, taking a select course or two at your local college, and reading books1 If you do want to earn a new degree, donLt assume that you have to go the whole route on a college campus1 !ome degree programs give credit for work experience1 "onsider exploring alternatives to classroom-based courses, such as distance learning, selfpaced study programs, and online classes1 &isit your companyLs career center, as well as your town library, to research various learning options1 /dult-education centers, community colleges, university extension offices, and bookstores also make excellent resources1

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If youLre worried about tuition costs, visit a financial-aid counselor, either at a school youLre considering attending or at your local community college or career center1 /lso, some companies offer tuition reimbursement for courses that directly relate to your work= check with your organizationLs career center or human resource department for information1 "ontact the /merican /ssociation for /dult and "ontinuing 4ducation for a directory of its member organizations and services1 The /merican ,anagement /ssociation also has a wide range of courses1 8inally, most professional associations Bsuch as the /merican ,arketing /ssociation and the !ociety for uman %esource ,anagementC also have courses available for their members1

Tip" or /taying on Co$r"e


Beware the 3siren songs3 that often lure people to choose work that doesnLt match their deepest interests: the promise of increased money and status, expectations of finding the perfect work situation, family expectations Bwhether youLre aware of them or notC, and excessive competitive striving1 Dnderstand any fears that may be keeping you from moving forward= for example, fear of failing at your new work, of losing the comforts and successes youLve gained in your current role, or of seeming too aggressive or ambitious1 /ddress any lack of knowledge that may be plaguing your career management efforts5such as a lack of knowledge about how your company or the business world works, or a lack of knowledge about yourself1 ,ake clarifying and addressing knowledge gaps an ongoing process1 4ach year, set development goals for yourself, even if youLre already busy at work1 This makes professional development your highest priority1 Eeep dreaming about your ideal work situation and planning concrete ways to get there1 'evelop your work ethic1 'edicate yourself to being the best professional you can be, and embrace the responsibility of managing your own professional growth1 $hen choosing new opportunities, make sure they fit your core business interests, values, and skills5and that they 3stretch3 you Aust a little1 (therwise, you may end up on the wrong path1

Tip" or Talking +ith Yo$r /$per%i"or a1o$t Change


%emember that this is your meeting to lead6 !chedule the meeting in a neutral site, such as a conference room, rather than in your supervisorLs office1 Before the meeting, review all the work youLve done so far in your professional-development exploration, so that youLll have the details fresh in your mind1 Try to anticipate your supervisorLs concerns before the meeting1 If youLre a high performer, he or she may well be reluctant to change things at all1 /nd your supervisor may find the idea of losing you to a promotion or other kind of Aob change 7uite painful1 Think of ways to acknowledge and address such concerns1 "ome to the meeting with clear statements about why youLd like to make changes, and with clear proposals for solutions5whether those solutions involve redefining your role B3Aob sculpting3C, getting promoted, or moving to a new role1 Be ready to sell your ideas6 Be willing to brainstorm ideas for how your current responsibilities might be handled if your supervisor agrees to 3sculpt3 your Aob or loses you to a promotion1 If you and your manager decide to Aob sculpt, for example, point out how responsibilities that you want to let go of might be folded into another role1 .et your supervisor know that you appreciate his or her support and insight, and that youLre aware Bassuming that this is trueC that he or she has a strong reputation for supporting career development among employees1 This is especially important in companies that make career development a priority1 Bring to the meeting copies of any materials Bassessment-tool results, worksheets, notes, as so onC that you are willing to share with your supervisor1 #ou may even want to give these

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materials to your supervisor before the meeting so that he or she can be better prepared for your conversation1 "larify your desired outcome for the meeting= for instance, a new assignment, feedback or insight from your supervisor, or networking assistance1 /sk for your supervisorLs perceptions of your interests, values, and skills, and for his or her view of potential areas for your development1 4nd the meeting with a clear discussion of next steps5what they are, and who will do them1

Tip" or Cond$cting a (ro e""ional &e%elop'ent Re%ie+


"onduct *rofessional 'evelopment %eviews B*'%sC on a regular basis with your direct reports5ideally, every six months1 'onLt be uncomfortable if a direct report tells you that he or she would like to make some work changes1 It doesnLt necessarily mean that the person no longer wants to report to you or is deeply unhappy at work, or that he or she is thinking about leaving the company1 /ll it means is that the person is wisely taking charge of his or her career-development path1 Initiate professional-development discussions yourself5people like to work for managers who help them in this way1 If your direct report seems somewhat uncomfortable or nervous about discussing change, reassure him or her that professional-development conversations are valuable for everyone concerned, as well as for the organization1 %eview beforehand any materials that your direct report feels comfortable sharing with you, and prepare 7uestions and ideas ahead of time1 Dse the language of core business interests, reward values, and skills to help direct reports talk about work changes1 In discussing change options, think first about Aob sculpting Bredefining current rolesC, second about changing the personLs responsibilities, and third about helping the person move to a different position within the company1 'uring a *'%, ask the person how he or she is doing in general1 Is he happy with his work0 Is she satisfied overall with her Aob0 Be sure the person knows that you genuinely want to help1 -ive him or her plenty of time to talk, and listen carefully to what is said1

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Te"t Yo$r"el
16 *hat three "el -kno+ledge area" are the 'o"t i'portant in de ining and na%igating yo$r career path0 #our core business interests, work values, and skills1 These three self-knowledge areas together form the basis for guiding and managing your career1 #our goals are defined by an understanding of what interests you, what your values are, and what you do best1 )6 *hat are the three 'ain in or'ation "o$rce" or kno+ing yo$r"el 0 #ourself, others Bcolleagues, friends, and familyC, and assessment tools1 By getting to know your core business interests, work reward values, and skills through selfreflection exercises= by collecting feedback from colleagues, friends, and family= and by using any of the available assessment tools, you compile a powerful collection of knowledge that will let you define and pursue the best career opportunities for you1

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,6 *ho i" 'o"t re"pon"i1le or 'anage'ent o yo$r career0 #ou1 The business world has experienced enormous, rapidly accelerating changes1 The traditional contract between employer and employee5in which companies took responsibility for employees2 career paths5no longer exists at many companies1 Therefore, each of us is responsible for managing our own professional development1 >6 O yo$r core 1$"ine"" intere"t"5 +ork %al$e"5 and "kill"5 +hich one area i" the 'o"t i'portant in identi ying appropriate gro+th opport$nitie" at +ork0 "ore business interests That2s because, if you2re not passionately interested in your work, you2ll soon get bored or 3burn out35no matter how good you are at it or how much it offers the kinds of work rewards that you value the most1 ?6 *hich o the ollo+ing are the 'o"t i'portant 1ene it" o yo$r taking charge o yo$r o+n career0 #ou find more satisfaction in your work and become a more valuable employee for your company1 $hen you manage your own career, you help yourself find more satisfaction from your work1 $hen you2re more satisfied at work, you perform better and feel more committed to your Aob and organization, too5which helps your company1 @6 *hich o the ollo+ing are e!a'ple" o the eight core 1$"ine"" $nction" that let yo$ e!pre"" yo$r deepe"t +ork intere"t"0 Technology /pplication, "ounseling and ,entoring, and 4nterprise "ontrol1 /ll three of these functions let you express your deepest work interests1 "ore business interests are not hobbies or topical enthusiasms1 %ather, they2re long-held, emotionally driven passions1 They derive from your personality, and influence the kinds of activities that make you happy1 The eight core business interests include: B9C /pplication of Technology=B:C Puantitative /nalysis= B;C Theory 'evelopment and "onceptual Thinking= B<C "reative *roduction= B>C "ounseling and ,entoring= B?C ,anaging *eople and %elationships= B@C 4nterprise "ontrol= and, BMC Influence Through .anguage and Ideas1 A6 &ecide +hether the ollo+ing "tate'ent i" tr$e or al"e: To 1etter 'atch yo$r +ork +ith yo$r core 1$"ine"" intere"t"5 %al$e"5 and "kill"5 yo$ can colla1orate +ith yo$r "$per%i"or to rede ine yo$r c$rrent role6 True1 /lways start by assuming that you can redefine your current role to better suit you1 If you2re a high performer, your supervisor will likely be glad to support your efforts in this area= after all, he or she will get to keep you rather than lose you to another position in the company1 B6 *hich o the ollo+ing 'etaphor" 1e"t capt$re" the nat$re o career de%elop'ent today a" oppo"ed to earlier ti'e"0 / lattice versus a ladder1

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/ lattice conveys the idea that development opportunities now exist at all levels and in all departments within most organizations, and that you can move freely among them depending on which opportunities best suit you and your organization1 C6 The 1e"t de%elop'ental opport$nitie" in yo$r organi2ation: 3!tretch3 you by offering challenges that encourage you to learn new skills and knowledge1 #ou want a development opportunity to let you hone new skills and build new knowledge5that2s what makes work more satisfying to you, and you more valuable to your company1 But don2t pick an assignment that stretches you too much: / good rule of thumb is that if you think it will take you more than six months to really perform in the new Aob, the position probably will be too much of a stretch1 1D6 &ecide +hether the ollo+ing "tate'ent i" tr$e or al"e: To o1tain the "kill" yo$ need to per or' in a ne+ po"ition5 yo$ '$"t go 1ack to "chool and earn a degree6 8alse1 There are lots of other ways to gain new skills5from volunteering, reading magazines, Aob sharing, and so forth5that don2t involve the time and expense of getting a whole new degree1 -------------------------------------------------------------------------------(nline /rticles 'aniel -oleman, %ichard Boyatzis, and /nnie ,cEee1 3%eawakening #our *assion for $ork13 arvard Business %eview (n*oint 4nhanced 4dition1 Boston: arvard Business !chool *ublishing, /pril :JJ:1 erminia Ibarra1 3"hanging "areers, "hanging !elves13 /rticles Timothy Butler and +ames $aldroop1 3+ob !culpting: The /rt of %etaining #our Best *eople13 arvard Business %eview, (n*oint 4nhanced 4dition, 8ebruary :JJJ1 elping people define their ideal Aobs benefits everyone: employees, their managers, and the organization1 This article shows how managers can play a central role in this process, retaining valuable employees by customizing work to better match employeesL deepest interests1 Timothy Butler and +ames $aldroop1 3Dnderstanding *eople 2*eople123 arvard Business %eview, (n*oint 4nhanced 4dition, +une :JJ<1 Because people do their best work when it most closely matches their interests, the authors contend, managers can increase productivity by taking into account employees2 relational interests and skills when making personnel choices and proAect assignments1 /fter analyzing the psychological tests of more than @,JJJ business professionals, the authors identified four dimensions of relational work: influence, interpersonal facilitation, relational creativity, and team leadership1 Dnderstanding these four dimensions will help you get optimal performance from your employees, appropriately reward their work, and assist them in setting career goals1 It will also help you make better choices when it comes to your own career development1 To get started, try the authors2 free online assessment tool, which measures both your orientation toward relational work in general and your interest level in each of its four dimensions1 .oren -ary1 3The )ext Ideas: %ethinking ,oney and ,otivation13 arvard ,anagement Dpdate, /pril :JJ<1 Because our attitudes toward money reveal so much about our personalities, perhaps concerns about money can reveal our deep-seated interests1 4ver heard the advice, 3'o what you love and the money will follow03 8or the last half-century, it2s been the prevailing view among management thinkers1 But now, social critics and executive coaches alike are struck by the way in which an increasingly affluent culture can make the search for meaning and purpose more difficult and are showing a keen interest in the psychology of money1 .aura )ash and oward !tevenson1 3!uccess That .asts13 arvard Business %eview, (n*oint 4nhanced 4dition, /pril :JJ<1 arvard ,anagement Dpdate, /pril :JJ;1

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)ash and !tevenson have built a practical framework for a new way of thinking about success5a way that leads to personal and professional fulfillment instead of feelings of anxiety and stress1 The authors2 research uncovered four irreducible components of success: happiness Bfeelings of pleasure or contentment about your lifeC= achievement Baccomplishments that compare favorably against similar goals others have strived forC= significance Bthe sense that you2ve made a positive impact on people you care aboutC= and legacy Ba way to establish your values or accomplishments so as to help others find future successC1 *eople who achieve lasting success, the authors learned, tend to rely on a kaleidoscope strategy to structure their aspirations and activities1 This article explains how to build your own kaleidoscope framework1 Books .aurence -1 Boldt1 Ren and the /rt of ,aking a .iving: / *ractical -uide to "reative "areer 'esign1 )ew #ork: *enguinI/rkana, 9NNN1 In the authorLs view, everyone is the 3artist3 of his or her own life1 *art I helps you identify deeply satisfying work1 *art II provides practical steps to finding or creating that work1 / wealth of worksheets, ideas, and strategies supplement the authorLs ideas1 Timothy Butler and +ames $aldroop1 'iscovering #our "areer in Business1 "ambridge: *erseus Books, 9NN@1 This book presents the theoretical framework behind the arvard ,anage,entor *.D! 3,anaging #our "areer3 topic and the authorsL Internet-based career self-assessment and management program, "areer.eaderS1 The authors provide valuable case examples and exercises for identifying your core business interests1 Timothy Butler and +ames $aldroop1,aximum !uccess: "hanging the 9: Behavior *atterns That Eeep #ou from -etting /head1 )ew #ork: "urrencyI'oubleday, :JJJ1 *art of managing your own career development is knowing which behaviors are keeping you from your full potential1 Dsing nearly <J years of field research, the authors describe the 9: most common problem-behavior patterns, explore the psychological reasons behind them, and show you how to change them for maximum performance1 'aisy $ademan1 %emember $ho #ou /re: .ife !tories That Inspire the *ress, :JJ<1 eart and ,ind1 Boston: arvard Business !chool

.eadership re7uires many attributes besides intelligence and business savvy5courage, character, compassion, and respect are Aust a few1 )ew managers learn concrete skills in the classroom or on the Aob, but where do they hone the e7ually important human values that will guide them through a career that is both successful and meaningful0 In this inspirational book, 'aisy $ademan gathers lessons on balancing the personal and professional responsibilities of leadership from faculty members of arvard Business !chool1 (ffering a rare glimpse inside the classrooms in which many of the world2s prominent leaders are trained, %emember $ho #ou /re imparts lessons learned not in business, but in life1 -------------------------------------------------------------------------------version <1J T :JJ> arvard Business !chool *ublishing1 /ll rights reserved 1

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