FAPAC CONFERENCE APA BREAKING THE GLASS fapac会议 APA打破玻璃

SAIGECONFERENCE2021

MARKETINGYOURSELF:PROJECTINGAPROFESSIONALIMAGE….MORETHANJUSTLOOKS!Opinions/ViewsOfferedby:VeronicaJ.VasquezNAWCWD,PointMugu,CA

AgendaCareerPlanningSelf-assessment(identifyinganddevelopingskillsneeded),IndividualDevelopmentPlans,

MentoringPositioningYourself

Planyourcareer

Careerplanningisimportantforeveryone,butespeciallyforminoritiesandwomenbecausetheygenerallyhavemoretwistsandturnstonegotiatealongtheroadtocareersuccessthandomen.Ifyouhavearoadmap,you'llbelesslikelytobecomederailedCareerPlanningEveryonewhoissuccessfulmusthavedreamedofsomething.Maricopa

Developingtechnicalexpertise.

Buildingcredibilityfortechnicalexcellence—inareassuchasmedical,regulatory,R&D,business—earlyinone'scareerit’simportantforbothwomenandmenbutespeciallyforminoritiesandwomen.Itbuildsrespectfrompeersandpersonalconfidencethatcanhelppavethewayformorerapidpromotion.CareerPlanningItisbettertohavelessthunderinthemouthandmorelightninginthehand.-ApacheCareerPlanning:

HighStakesSomethingnewSomethingdifficultDiversityandvarietyIntensity&focusSomethingdifferentSomethingbiggerNeedtochangeoradaptNeedtolearnsomethingnewNeedtoacquirenewskillsSeekChallengingAssignmentPursuebroadandvariedtraining-You’rehighlyaccomplishedinyourengineeringsector.Great!Butyoualsoneedsomeexperienceinmarketing,design,finance,perhapsevenhumanresources.

Ifyoucan’tgetatransfer,atleastmakeconnectionswithothersinthesekeyareas,andvolunteertoworkonmulti-disciplinaryteams.

IdentifyingCompetenciesCompetenciesaretheknowledge,skills,andabilitiesyoumustacquiretoachieveyourgoalsSimplyputWhatdoyouneedtolearntoreachyourshort-termandlong-termgoals?OPMLeadershipCompetenciesOralCommunicationWrittenCommunicationProblemSolvingMission/OrganizationAwarenessInterpersonalSkillsSelf-direction/AccountabilityQualityPrinciplesTeamSkillsOrganizationCoreValuesCustomerOrientationFlexibility/ResilienceDiversityAwarenessPCSkillsTechnicalCompetenciesLeadershipManagingDiverseWorkforceCoaching/CounselingChangeManagementTeamBuildingInfluencing/NegotiatingHumanResourcesMgmtInnovativeThinkingProgramDevelopment/Planning&EvaluatingModel/ReinforceCoreValuesResourceManagementTechnologyManagementMentoringPresentation/MarketingSkillsRiskManagementStrategicVisionExternalAwarenessOrganizationalRepresentation&LiaisonJointServicePerspectiveLeadingChangeLeadingPeopleResultsDrivenBusinessAcumenBuildingCoalitionsFOUNDATIONCOMPETENCIESSUPERVISORSMANAGERSEXECUTIVESECQAssessingYourselfIdentifyyourStrengthensandweaknessExecutiveCoreQualificationsMyersBriggsTakeagoodlookinthemirrorAskothersforfeedback(mentors,trustedco-workersandteammates)Self-Assessment:AssessyourcurrentskillsandcareeroptionsAssessingYourself–AskYourself?WhatassignmentsdidIlikedoinglastyear?Whichonesdidn’tIlike?WhatdidIlikeordislikeabouttheseassignments?ArethereassignmentsIwantedbutdidn’tget?AretherenewordifferentassignmentsthatIwouldliketotakeon?IstherenewworkIwouldliketotry?Whattasksweredifficult,butchallenging?Whatwouldhavehelpedmakethetaskeasier?InwhatspecificpartsofmyjobdoIexcel?Whatdidn’tIexcelin?Whataremystrengths?Didanyofmystrengthsgountappedatwork?AssessingYourself–AskYourself?

Whataremyweaknesses?Didanyofmyweaknesseshindermyperformance?WhatcompetenciesdoIneedtoperforminmycurrentjob?WhatcompetenciesdoIneedtopreparedmeforthefuture?DoIhavethecompetenciesnecessarytoperforminmycurrentjob?DoIhavethecompetenciestocarrymeintothefuture?Isitfeasible,bothpersonallyandprofessionally,toacquirethecompetenciesIneed?WhattypeofdevelopmentalexperiencesdoIneedtoacquirethenecessarycompetencies?WhyHaveanIDP?What’sInitforyou?Achancetostrategicallyplanyourdevelopment&achieveyourshort-termandlong-termgoalsAnopportunitytoopenupadialoguewithyoursupervisor,mentor,potentialemployer…Anunderstandingofthelinkbetweencorporategoals&yourpersonalgoalsGettingStartedConductresearch&gatherinformationaboutcareeropportunitiesandorganizationaldirectionWhatisyourobjective?Whatareyouragency’sstrategicobjectives?Howdoesyourdepartment,division,teamcontributetotheaccomplishmentofthoseobjectivesHowdotheseobjectivesimpactfuturestaffingneeds?Whatfuturechallengesdoyouseefortheorganization?Howwillthosechallengesimpactthenatureofyourwork/objectives?HowtoPrepareYourIndividualDevelopmentPlan(IDP)SoWhatisanIDP?AwrittenplanorscheduleFocusedonYOU!SystematicandrealisticSpecifiespersonalgoalsandobjectivesIdentifiesdevelopmentalobjectivesOutlinesdevelopmentalactivitiesA“living〞documentSettingYourGoalsTheyshouldbe:SpecificMeasurableAchievableResultFocusedTimeLimitedWrittenIDP:Selecting

DevelopmentalActivitiesStructuredOn-the-JobTrainingJobAidsComputerBasedTrainingCorrespondenceCoursesDevelopmentalorRotationalAssignmentsAcademicCoursesSelf-DirectedLearningClassroomInstructionNetworkTaskgroupsCollege&universitySelectiveReadingThinkoutsideoftheboxforopportuntiesIDP:TargetDates&PrioritiesTargetdates:“Whatgetsscheduledgetsdone〞Selectatargetdatetobeginand,afteryouhavesuccessfullycompletedthedevelopmentalactivity,notethecompletiondate.Prioritizeyourdevelopmentalactivitiesusingthefollowingscale:1.Critical,missionessential2.Necessary3.Good,butnoturgentWithprioritiesinplace,youcanadjustyourdevelopmentalschedulesothatyourhighestpriorityactivitiesareaccomplishedfirst.MeetwithYourSupervisorSupervisorprovidevitalinformationonyourdraftIDPFeedbackonstatedgoals&developmentalactivitiesAdditionalinputonperformanceimprovementthroughdevelopmentalactivitiesFeedbackonyourstrengths&weaknessAssessmentoforganizationalconstraintsthatcouldimpactofdevelopmentplansFinalthoughtsonIDPIDPshouldbeupdatedyearlyIDPisalivingdocument;itmaybenecessarytorevisemorefrequentlyFlexible:useIDPasanactionplanwithsomeelasticityChancetohavecontroloveryourcareerIDP’sareforeveryoneKnowledgeandSkillsMastercommunicationandinterpersonalskillsearlyMasterthe“teamapproach〞LearntonottakeyourselftooseriouslyorletthejobgetyourdownLearnhowtodelegateKnowledgeandSkillsLearntimemanagementDeveloptechnicalexpertiseisyourareaofresponsibilityandstrongtechnicalskillsthatwillhelpyoumanageLearnabouttheorganization’scultureLearnresilienceandtactKnowledgeandSkillsLearnfromwatchingothers(thesuccessfulones)LearntogainrecognitioninyourcurrentorganizationReviewyourownperformanceandrequestreviewsfromothersContinuetolearnMaintainabroadperspective,onandoffthejobKnowledgeandSkillsAcquireadditionalkeyskillsWritingskillsOrganizationalskillsEstablishingprioritiesTakinginitiativesToacceptdecisionsalreadymadebyothersTakerisksandseizeopportunitiesthatpresentthemselvesSeekoutmentorsandsponsors.

Minoritiesandwomenneedachampiontoprovidethemwithinsideinformationandtoactasanadvocatefortheircareerpromotion.Minoritiestendtofeeltheydon’tneedanyone’shelp,orcan’taskforit.

Theycouldn’tbemorewrong–everyoneneedsamentor.Sogooutandgetyourselfatleasttwomentors.Rememberwhenlookingformentors,findingmentorswhoyoucantalktoinconfidencecanreallyhelpyourpersonaldevelopment.Inparticular,someonewhohasoperatedatseniorlevelsinlargeorganizationswillunderstandthebarriersminoritiesandwomenfaceandmayhelptoovercomethem.MentoringYourmentordoesnotneedtobeaminorityorlikeyou!MentoringBasicsDefinitionofMentoring:“Amore-experiencedperson(mentor)introducingandtellingaless-experiencedperson(protégé’)the‘ins-and-outs’ofanorganizationand/orprofession.〞VariousTypesofMentors:formal,informal,technical,managerial,internal,external,mid-level,executiveMentoringMythsMyth:“Menteesneedcarbon-copymentors.〞 False:Effectivementorscantakemanyforms.Myth:“Onementorisenough.〞 False:Sometimesit’swisetohaveseveralmentors.Myth:“Amentorgives,thementeereceives.〞 False:Youshouldseekatwo-wayrelationship.Myth:“Amentorhelpsgetthementeepromoted.〞 False:Promotionshouldnotbethemaingoal.Myth:“Thementeejustpicksamentoroffalist.〞 False:Goodmatchescomefromcarefulplanning4StepstoEstablishinganEffectiveMentee/MentorRelationship1.Clarify2.Prepare/Research3.IntroductoryMeetingsellingyourselfasamenteeevaluatingcandidatementors4.Decide/CommitStep1:ClarifyWhatarethementee’scareergoals?TheyshouldbeSpecific,Measurable,Attainable,Realistic,andidentifyaTimelineWhatbarriers/obstacleswillthementeeneedtoovercome?Whatkindofmentorisneeded?Expectationsofrelationship/outcomeRolemodel,teacher,advisor,guide,dooropener,sponsor,motivator,counselorExpectationsoftimecommitmentWhatisthementeewillingtocontribute?StagesofMentoringPrescriptiveMentee:limitedexperienceinjob/orgMentor:Directing,instructingwithdetailedinfoPersuasiveMentee:Someexperience,needsfirmdirectionMentor:Persuades,suggests,challenges,pushesCollaborativeMentee:CanjointlysolveproblemsatequallevelMentor:OffersdirectionandstandsbackConfirmativeMentee:Hasmasteredjobrequirements,needswisdom/insightMentor:Soundingboard,empathiclistener,advisor

Step2:Prepare/ResearchUpdatedresumeandIDPMenteetoidentifymentorcandidatesQuerytrustedpeers,managers,professionalnetworks,andwebsitesforsuggestionsLookforpeoplewhohaveachievedwhateveritisthementeewishestoachieveConsidercharacteristicsofagoodmentorC.Requestintroductorymeeting(1hrmin)CharacteristicsofaGoodMentorStronginterpersonalskillsRegardedassuccessfulbyorganizationKnowledgeableaboutorganizationandenvironmentNetworkingorientedbothinternalandexternalSupportive,positive,patient,creative,motivational,willingHonestandconfidentialNote:AgoodmentorshouldhavegoodreasonsforwantingtobeamentorStep3:IntroductoryMeeting

(MenteeCommunicates)MenteetoprovideresumeanddraftIDPbeforethemeetingMenteecommunicatescareergoalsExplainyourneedsandexpectationsMenteeshouldbepreparetoexplainwhys/heisconsideringthisindividualasamentorAgreetobehonestaboutdecisionStep3:IntroductoryMeeting (MentorCommunicates)Samplequestionsformenteetoask“Doyouthinkmycareergoalsarereasonable?〞Listenforinterpersonalskills/understanding“Doyoucurrentlyengageinmentoring?Listenforconnectivity/experienceIdentifyanyconcerns/issuestimeconstraintsformalprogramrequirementsconfidentialityneedsAgreetodecidebyspecificdateThankthepotentialmentorfortheirtimeFollow-upcommunications4.Decide/CommitMenteetoreflectongoalsandoptionsRespectintuitionMrmaldiversityisgoodCommunicatedecisionSet-upinitialscheduleStrategiestoEffectiveMentoringRemaincommittedtomeetingsandgoalsAddressissueswithmentoringprocessastheyariseBehonestBeopentoreceiveconstructivecriticismStayprofessionalTacticstoEffectiveMentoringActiveDiscussionProgressWhat’sworkingWhat’snotTrendsandpoliticsOpportunitiesandoptionsCareer/lifechangesGetCreativeGroupmentoringCollateralassignmentMeetawayfromofficeAgenciesactivities,lunch,etc.SignsofTroubleNotimeformeetingsLackofmeaningfulexchangesLackofanyprogresstowardgoalsOverdependenceonmentorFrustration,blame,anger,despair…BottomLineAmentoristoamenteethesameasacoachistoanathlete.Inthisanalogy,-Lookwho’sdoingmostofthework-Lookwhogetsmostoftheglory-BothfeelatremendoussenseofaccomplishmentDonotonlypointouttheway,butleadtheway.(Sioux)

FinalNote:MentorsomeoneelsePositionYourselfforCareerAdvancementThingstoKeepinMind–untoldthingsthatyouneedtoaskyourself.Areyoudependable?Areyouapproachable?Areyoutrustworthy?Doyougetbacktopeople?Doyoufollowthroughontaskingandpromises?Doyouprovidesoundadviseandguidance?Areyoueasytogetalongwith?Doyoushareinfowithotherswhoneedtoknow?Dopeopleknowyou?AreyouaTeamplayer?PositionOurselvesforCareerAdvancementLearntocommunicateinacompellingmanner

Communicatingisanessentialskillinbusinessandcareerdevelopment.

Communicationskillsareimportantinamanagementroleforeffectivelyrunninganorganizationandiskeytocommunicatingyourideas,passions,andvisions.Recognizepoorcommunicationdoesaccountforamultitudeofworkplacewoes--includinginterpersonalconflict,poorproductivity,lostofassignmentunderstanding,poorperformance,etc.

Thingstoconsider:Practiceverbalpronunciation,takeanaccentmodificationclassifneeded,jointoastmaster,volunteertodobriefing,etcUnderstandculturaldifferences&howtheymayaffecthowpeopleviewyouandhowyouviewthem!AskyourmentorortrainingdepartmenttorecommendcareerdevelopmentandmanagementbooksforreadingIfyour1stlanguageisnotEnglish,useitsparinglyUnderstandthevalueofnetworking.

Networking,isessentialforclimbingthecorporateladder.

AskYourself“Howmanyexecutivesknowyou?〞“Howmanycompanysocialeventsareyouinvolvedin?〞

Companygatheringsareagreatplacetointerfacewithotherwiseinaccessibleexecutives.Networkinginsideandoutsidethecompany.Justdoingagoodjobisnotenough;minoritiesandwomenneedtobeseentobedoingagoodjob.Outsideconnectionsmaybepotentialcustomers/partners.Peopleinternallycannotfailtonoticesomeonewithahighprofile.PositionOurselvesforCareerAdvancementPositionOurselvesforCareerAdvancementFindingastylethatworks

Whenminoritiesandwomanarenotinthemajorityoftheirorganizationtheyhavetounderstandhowtocommunicatewithcolleaguesinawaythatgetsthemseenandheard.Sooffertopioneeringnewworktherebyengagingallstakeholders.

Cultivateandprojectconfidence

Rememberpastsuccesses,believeinyourability(educationandtrainingplayabigrolehere),knowyourself,andseekcareerencouragement(mentorsandco-workerscanbehelpful)CultivateyourareaofexpertiseSelf-promote

Makesurepeoplewithinandoutsideyourworkplaceknowaboutyouraccomplishments.Submitnewsofaccomplishmentstoyouragencynewsletterandlocalnewspaper–butdon’tBRAG.

Letyourbossknowwhatyou'redoing.Ifyoudon’tmeetwithyoursupervisoronaconsistencebasis,considersendingthemabi-weeklye-mailtokeepthemupdatedonyourprogressonvariousprojects--andshareanyaccomplishmentsandaccoladesfromthepreviousmonth.RemembertogivekudostoothersPositionOurselvesforCareerAdvancementFittingintotheCorporateCultureUnderstandthecorporateculture:Knowyourcompany’sunwrittenexpectationConsiderbrushinguponyoursocialskills:Astheworkplacebecomesmorediverseandmulticulturalweallfaceunfamiliarandpotentiallyuncomfortablescenarios.IdentifywherethepowerresidesPromoteyourselfasanexpertononeormoretopicsandvolunteertospeaktolocalorganizations.(onlyifyouhavetheskills)PositionOurselvesforCareerAdvancementFittingintotheCorporateCultureCultivateallianceandmentorsinallplaces,youcanlearnsomeoftheunwrittencompanyrules.Betactful.Thebetteryourrelationshipwithyoursupervisorthebetteryourchancesofmovingupyourorganization.Ifyoursupervisorisnotingoodfavor,itisbesttoestablishalliesoutsidehisimmediatechainofcommand.Nevercriticizeco-workersandothersbehindtheirback,becauseyourcommentsarelikelytogetbacktothenandcancreateunnecessaryenemies.PositionOurselvesforCareerAdvancementFittingintotheCorporateCultureHighvisibilityisimportanttominoritiesintheworkplaceRememberinordertoberecognizedforyouraccomplishmentsorhighperformance,thoseinpowerneedtobeawareofwhatyouaredoing.Avoidgettinginvolvedwithconflictintheworkplace,it’seasytobecomelabeledassomeonewhodoesn’tgetalongwithothers.BeawareofthenegativestereotypingofminoritiesPositionOurselvesforCareerAdvancementFittingintotheCorporateCultureItsimportanttoattendcompanyfunctions:otherwiseyourabsenceswillbenoticedandmayleadtoothersthinkingyou’renotateamplayer.Ifcompanysocializingdoesnotappealtoyou,makea