Academic Strategies UNIT 9 Career Planning Professor Kelly

AGENDA 7 Habits of Highly Effective People Career Planning Process SWOT Analysis Case Study Assignment Questions

~Henry David Thoreau (from Walden) Wisdom… "Do not worry if you have built your castles in the air. They are where they should be. Now put the foundations under them." ~Henry David Thoreau (from Walden)

The Choice Career planning is a choice, not a discovery….. It is the bridge between our dreams and the reality of our future.

The 7 Habits of Highly Effective People by S. R. Covey

The 7 Habits of Highly Effective People by S. R. Covey The Principles established in Stephen R. Covey’s book are supposed to help a person achieve true interdependent "effectiveness". Covey argues this is achieved by aligning oneself to what he calls "true north"—principles of a character ethic that, unlike values, he believes to be universal and timeless. The book presents the principles in four sections. Paradigms and Principles. Here, Covey introduces the basic foundation for the creation of the habits. Private Victory. Here, Covey introduces the first three habits intended to take a person from dependence to independence, or one's ability to be self-reliant. You must be able to win your private victories before you can start on your public victories. If you start to win your public victories first, how can you feel good about yourself and still work on habits... Public Victory. Here, Covey introduces habits four through six which are intended to lead to interdependence, the ability to align one's needs and desires with those of other people and create effective relationships. Renewal. Here, Covey introduces the final habit which directs the reader to begin a process of self-improvement.

Principles of Personal Vision #1. Be Proactive Principles of Personal Vision The word proactive means that we are responsible for our own lives. Our behavior is a function of our decisions, not our conditions. We can subordinate feelings to values. We have the initiative and the responsibility to make things happen. Highly proactive people recognize that responsibility. The do not blame circumstances, conditions, or social conditioning for their behavior. Their behavior is a product of their own conscious choice, based on values, rather than a product of their conditions, based on feeling. Proactive people are still influenced by external stimuli but their response, conscious or unconscious, is a value based choice or response.

Proactive Be Proactive – Take the initiative and responsibility to make things happen Example: Response-ability, meaning the ability to choose your response. Proactive people: Are responsible for their own actions Are conscious of their own decisions and the consequences of those decisions Do not blame circumstances, conditions or conditions for their behavior Avoid being reactive

Proactive Stimulus Response Freedom To Choose Independent Will Self- Awareness Imagination Conscience

#2. Begin with the end in mind Principles of Personal Leadership Begin today with the image, picture, or paradigm of the end of your life as your frame of reference of the criterion by which everything else is examined. Each part of your life—today’s behavior, tomorrow’s behavior, next week’s behavior, next month’s behavior—can be examined in the context of the whole, of what really matters most to you. By keeping that end clearly in mind, you can make certain that whatever you do on any particular day does not violate the criteria you have defined as supremely important, and that each day of your life contributes in a meaningful way to the vision you have of your life as a whole. To begin with the end in mind means to start with a clear understanding of your destination. It means to know where you’re going so that you better understand where you are now and so that the steps you take are always in the right direction.

Habit 2 Begin With the End In Mind: Begin today with a clear image, picture, or paradigm of the final product as the frame of reference or the criterion by which everything else is examined Based upon principle: All things are created twice First Creation: Mental Second Creation: Physical Leadership vs. Management Leadership is the first creation “Management is doing things right; leadership is doing the right things.” -Peter Drucker

#3. Put First Things First Principles of Personal Management Habit 1 says that you are the programmer. Habit 2 says to write the program. Habit 3 says to run the program. Living it is primarily a function of our independent will, our self-discipline, our integrity, and commitment—not to short-term goals and schedules or to the impulse of the moment, but to the correct principles and our own deepest values, which give meaning and context to our goals, our schedules, and our lives. Organize and execute around priorities.

Habit 3 Put First Things First – Principles of Personal Management Long Term planning Emphasis on a personal mission statement Know where you want to go (Habit 2) Short Term planning Prioritize Learn to say no Delegation is key to growing and becoming more efficient Arrange schedule in manageable chunks – Weekly Set aside time to review and prioritize schedule

Habit 3 I II III IV Not Important Important Urgent Not Urgent ACTIVITIES: Crises Pressing problems Deadline-driven projects Prevention, PC activities Relationship building Recognizing new opportunities Planning, recreation Interruptions, some calls Some mail, some reports Some meetings Proximate, pressing matters Popular activities Trivia, busy work Some mail Some phone calls Time wasters Pleasant activities

Habit 3 Effective people live in Quadrant II Effective people avoid Quadrants III & IV Effective people are opportunity-minded They feed opportunity and starve problems

Principles of Interpersonal Leadership #4. Think Win-Win Principles of Interpersonal Leadership Win/Win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win/Win means that agreements or solutions are mutually beneficial, mutually satisfying. With a Win/Win solution all parties feel good about the decision and feel committed to the action plan. Win/Win is a belief in a Third Alternative. It’s not your way or my way; it’s a better way. And if a solution can’t be found to benefit both parties they agree to disagree agreeably—No Deal. Anything less than Win/Win in and interdependent reality is a poor second best that will have impact in the long-term relationship. The cost of that impact needs to be carefully considered. If you can’t reach a true Win/Win, you’re very often better off to go for No Deal.

#4. Think Win-Win Win/Win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win/Win means means that agreements or solutions are mutually beneficial, mutually satisfying. With a Win/Win solution, all parties feel good about the decision and feel committed to the action plan. Win/Win sees life as a cooperative, not a competitive arena. It’s not your way or my way; it’s a better way, a higher way.

5. Seek First to Understand, Then to Be Understood Principles of Empathic Communication Listening with the intent to understand is called empathic listening. Empathic listening gets inside another person’s frame of reference. You look out through it, you see the world the way they see the world, you understand their paradigm, you understand how they feel. Empathy is not sympathy. Empathic listening involves much more than registering, reflecting, or even understanding the words that are said. You aren’t just listening with your ears, but also with you eyes and your heart. Empathic listening is so powerful because it gives you accurate data to work with. When you present your own ideas be clear, specific, visual, and most important, contextual—in the context of a deep understanding of the other person’s paradigms and concerns. You will significantly increase the credibility of your ideas. What you’re presenting may even be different form what you had originally thought because in you effort to understand, you learned.

5. Seek First to Understand, Then to Be Understood Seek first to understand involves a very deep shift in paradigm. We typically seek first to be understood. Most people do not listen with the intent to understand, they listen with the intent to reply. They’re either speaking or preparing to speak. They are filtering everything through their own paradigms, reading their autobiography into other people’s lives

5. Seek First to Understand, Then to Be Understood Levels Ignoring Pretending Selective listening Attentive listening Empathic Listening intent to understand one’s feelings, therapeutic, risky

Principles of Creative Cooperation #6. Synergize Principles of Creative Cooperation Synergy is the essence of principle-centered leadership. It catalyzes, unifies, and unleashes the greatest power within people. Simply defined, it meant that the whole is greater than the sum of its parts. Without doubt, you have to leave the comfort zone of base camp and confront an entirely new and unknown wilderness. You become a trailblazer, a pathfinder. You open new possibilities, new territories, new continents, so that others can follow. The essence of synergy is to value differences—to respect them, to build on strengths, to compensate for weaknesses.

#6. Synergize What is Synergy? Simply defined, it means that the whole is greater than the sum of its parts. It means the relationship which the parts have to each other is a part in and of itself. It is not only a part, but the most catalytic, the most empowering, the most unifying and the most exciting part.

Principles of Balanced Self-Renewal #7. Sharpen the Saw Principles of Balanced Self-Renewal Habit 7 is preserving and enhancing the greatest asset you have—you. It’s renewing the four dimensions of your nature—physical, spiritual, mental, and social/emotional. Express all 4 motivations. Exercise all four dimensions of our nature regularly and consistently in wise and balanced ways. This is the single most powerful investment we can ever make in life—the investment in ourselves. We are the instruments of our own performance, we need to recognize the importance of taking time to regularly sharpen the saw in all four ways.

Habit 7 The Upward Spiral Renewal is the principle and process that empowers us to move on the upward spiral of growth and change, of continuous improvement

Overview 1. They take initiative. (“Be Proactive”) 2. They focus on goals. (“Begin with the End in Mind”) 3. They set priorities. (“Put First Things First”) 4. They only win when others win. (“Think Win/Win”) 5. They communicate. (“Seek First to Understand, Then to Be Understood”) 6. They cooperate. (“Synergize”) 7. They reflect on and repair their deficiencies. (“Sharpen the Saw”)

Perspectives Look AT the lens through which you see the world Try to step out and view things from other perspectives The lens shapes how we interpret the world

The Power of a Paradigm The way we see the world – not in terms of our visual sense of sight but perceiving, understanding and interpreting. Remember the lens Can be described as a map

2 Types of Maps The way things are – REALITIES The way things should be – VALUES Always should evaluate the accuracy Ask yourself the question: “Are things really as they are, or as they should be?” Paradigms are most often influenced by our environment based upon things to which we have been exposed.

What is a Career Plan? A plan for the direction of your working life – this should be a lifelong activity Consists of: An overarching vision for what you want to achieve in your working life Short, medium and longer term goals for your career progression Matching your personality, values, beliefs, skills and interests to work which is rewarding to you

Career Planning Process Your Interests (e.g., people, math, science) Your Strengths (e.g., creativity, leadership, writing) Your Needs (e.g., income, growth, personal fulfillment) Identify Career Possibilities Occupational Outlook Summaries Networking, Internships, Job Shadowing, Volunteering CareerOneStop Job Summaries & Videos Evaluate/Select a Career

Career Planning Process Essentially a three step process: 1. Self awareness - where am I now and how did I get here? 2. Options awareness - what’s out there for me, where am I going – vision for the future? 3. Self marketing - how will I get there? – action planning to achieve your goals

MOVING FORWARD Career Planning Approach Know Yourself (Knowing Interests, Aptitude, Personality) Exploring Careers (Based on Interests, Aptitude, Personality) Taking action (Planning Education and Skills development )

Personality… Motivational drives, needs and attitudes are important factors in determining career choices Output of Career Assessment Personality Test A Reserved, critical, Outgoing, easygoing B Concrete Thinking Abstract Thinking C easily upset. Emotionally stable D Complacent, undemonstrative, Excitable, impatient, demanding. E Obedient, conforming, humble. Independent, competitive, stubborn. F Serious, introspective, taciturn, Cheerful, enthusiastic, expressive, alert. G Evades rules, quitting, feels few obligations. Conscientious, persevering, moralistic, H Shy, restrained, hesitant. Venturesome, socially bold, impulsive, I Tough minded, self reliant, realistic. Tender minded, dependent, sensitive. J Goes readily with the group, zestful, Individualistic, inhibited, reflective. O Placid, self- assured, complacent, serene Apprehensive, easily troubled, Q2 Group dependent, a joiner & sound follower Self sufficient, prefers own decisions, Q3 Undisciplined, self conflict, follows own urges Controlled, socially precise, self-disciplined. Q4 Relaxed, torpid, un-frustrated. Tense, frustrated, driven, overwrought

Career Planning Process Start to research and make first decisions about where you want to work: Private sector or government (Fed/State/Local) Organization size – large, small to medium enterprise Management, working environment, culture Self employment & freelancing – are you suited, how will you get your work? Location – local, regional, national, global, virtual Industry, niche or specialization – what are your interests, what skills are needed in the area?

Some Career Planning Tools SWOT ANALYSIS A LOOK AT YOUR TRANSFERABLE SKILLS NETWORKING INFORMATIONAL INTERVIEWS RESEARCH SELF ANALYSIS & INTROSPECTION MAKING A CAREER ACTION PLAN

SWOT ANALYSIS SWOT Analysis is a key tool in the strategic planning process that can also be applied to career planning. A SWOT analysis focuses on the internal and external environments, examining strengths and weaknesses in the internal environment and opportunities and threats in the external environment.

S.W.O.T. Analysis Factors Internal to Organization or Person Strengths Weakness Opportunities Threats Factors External to Organization or Person

The SWOT Matrix

SWOT Analysis Framework The SWOT Framework SWOT Analysis Framework Environmental Scan         / \            Internal Analysis       External Analysis / \                  / \ Strengths Weaknesses       Opportunities   Threats

SWOT ANALYSIS INTERNAL STRENGTHS Internal positive aspects that are under control and upon which you may capitalize in planning Work Experience Education, including value-added features Strong technical knowledge within your field (e.g. hardware, software, programming languages) Specific transferable skills (e.g., communication, teamwork, leadership skills Personal characteristics (e.g., strong work ethic, self-discipline, ability to work under pressure, creativity, optimism, or a high level of energy Good contacts/successful networking Interaction with professional organizations

SWOT ANALYSIS INTERNAL WEAKNESSES Internal negative aspects that are under your control and that you may plan to improve Lack of Work Experience Lack of goals, lack of self-knowledge, lack of specific job knowledge Weak technical knowledge Weak skills (leadership, interpersonal, communication, teamwork) Weak job-hunting skills Negative personal characteristics (e.g., poor work ethic, lack of discipline, lack of motivation, indecisiveness, shyness, too emotional

EXTERNAL OPPORTUNITIES SWOT ANALYSIS EXTERNAL OPPORTUNITIES Positive external conditions that you do not control but of which you can plan to take advantage ·Positive trends in your field that will create more jobs (e.g., growth, globalization, technological advances) ·Opportunities you could have in the field by enhancing your education ·Field is particularly in need of your set of skills ·Opportunities you could have through greater self-knowledge ·Opportunities for advancement in your field ·Opportunities for professional development in your field ·Career path you've chosen provides unique opportunities ·Geography ·Strong network

SWOT ANALYSIS EXTERNAL THREATS Negative external conditions that you do not control but the effect of which you may be able to lessen Negative trends in your field that diminish jobs (downsizing, obsolescence) Competitors with superior skills, experience, knowledge Competitors with better job-hunting skills than you Obstacles in your way (e.g., lack of the advanced education/training you need to take advantage of opportunities)

SWOT Interactions

In Conclusion… Take the time to reflect Review the changing information landscape Think about possible directions to take Be creative, bold and visionary Grasp the opportunities presented

ASSIGNMENT: Final Project The Interview Response: What information from the interview helped you the most and how will you use this information as you continue to prepare for your own career? Career Action Plan: Take some time to think seriously about where you would like to be in your career future and how you will get there. Once you’ve generated some ideas, respond to all of the questions listed on the template:   Short-Term Career Goal (2 years or less) Long-Term Career Goal (probably 3-5 years) --What is this career goal, and why is it important to you (minimum two complete sentences)? --What are some of the steps or parts of this goal you will need to complete in order to get your desired outcome (minimum three steps--may be written as a list or in sentence form)?  --Projected Completion Date:

Build Firm Foundations Set your goals high, but be realistic. Work towards them one step at a time. Build FIRM FOUNDATIONS! This is what you’ve been doing here all term. Keep going! Remember, you can aim as high as you want, but you must use your own common sense and intelligence as you go along. You have got to find practical ways to make progress and you must … BELIEVE IN YOURSELF!

CASE STUDY: The Case of Wanda Wanda is in the last weeks of her first quarter at Kaplan University. She has learned a lot about herself and her career interests. She now has a clearer idea of where she is headed and is looking forward to her next term at Kaplan. With her Career Action Plan in hand, she is ready to call her Advisor so that she can sign up for her new courses and discuss her future plans.

Case Study Questions Question 1: How is Wanda setting herself up for success?   Question 2: What kinds of questions might she have for her Advisor? Question 3: How might Wanda’s career action plan help her as she makes plans for her next term?

REMINDERS 1. There is a writing assignment due for Unit 10. 2. There is no seminar in Unit 10. 3. All work is due by the end of Unit 10. 4. Visit the KU Writing Center throughout your academic journey for useful tips. 5. Reach out for help when necessary! 6. Stay focused.  7. Take the end-of-term survey when it arrives.

QUESTIONS? Are there any course related questions?

THANK YOU! Thank you for a wonderful term! I have enjoyed interacting with you in the seminar and discussion boards each week. Best of luck!!! I’ll see you at your Graduation soon!

Wish you all many career successes!