1. Thinking Like the CEO of Your Own Career: Goal-Setting, Advancing and Avoiding Career Derailers 6/27/07 Janet Bickel Career and Leadership Development Coach Faculty Career and Diversity Consultant

2. Critical Career Knowledge Areas know what (scientific/clinical expertise) know why you are doing what you’re doing (goals, values) know whom (manage key relationships, build community) know how (negotiation skills, political savvy) know when (adaptable, take risks)

3. Your Aspirations?

4. Reflecting on what fuels you What do I want to devote myself to? Accomplish? Become? What brings me to life? What am I most enthusiastic about? What do I value most highly? When does life feel the most meaningful?

5. What does “Success” mean to you?

6. ASSOCIATION OF AMERICAN MEDICAL COLLEGES Promotion: Rigidly defined Advancement: Undefined Success: Self-defined spending time on what's most important to you

7. Professional Development Worksheet For each of your areas of effort (eg teaching, research, clinical) specify: Last year’s goals and accomplishments This year’s goals What resources, collaborators, new skills and time do you need? What competing commitments interfere? How can you address? What is your learning agenda?

8. Buzz Groups: please find a partner and discuss these questions What does your calendar say about your goals? How can you improve your focus on what’s most important to you—and what’s rewarded by your organization?

9. Critical Career Knowledge Areas know what (scientific/clinical expertise) know why you are doing what you’re doing (goals, values) know whom (manage key relationships, build community) know how (negotiation skills, political savvy) know when (adaptable, take risks)

10. *Learn about the systems you work in *Recognize when you’re relying on a “story” or snap judgments--ask more questions *Learn how value is created and translate that knowledge into action *Anticipate conflicts and make constructive use of them *Get comfortable letting others know about your work and what you care about *Do not internalize negative politics! Becoming Politically Savvy

11. Managing “Up”

12. How do you relate to authority figures? resent?resent? need to please?need to please? over-depend?over-depend? defer to?defer to? avoid?avoid? or do you effectively partner with?or do you effectively partner with?

13. Managing “Up” means developing a pattern of interaction with your boss that produces the best results. developing a pattern of interaction with your boss that produces the best results. Seek to understand her: “Big picture” ie, goals, priorities, pressures “Big picture” ie, goals, priorities, pressures Preferences re communications Preferences re communications NB: You don’t need to like your boss

14. Managing “Up” includes *building trust *communicating effectively *addressing boss’s priorities *anticipating other points of view *agreeing to disagree when necessary *standing up to a bully

15. Political skills Harder for women and minorities to acquire: *less likely to be mentored *often miss out on “hallway” conversations and golf games *norms of recognition and achievement sustain men’s drive but not women’s

16. He’s assertive He’s authoritative He’s good at details He’s open He follows through He’s decisive He’s confident They’re networking They’re debating She’s pushy She’s bossy She’s picky She’s unsure She doesn’t know when to quit She’s vindictive She’s conceited They’re chitchatting They’re catfighting

17. Don’t assume your work speaks for itself Timidity is like waiting to be asked on a date Keep your boss updated Recognition attracts new opportunities Articulate how your productivity and success benefit your institution and profession

18. Negotiation is… a communication process aimed at getting what you want at the least cost while also strengthening the relationship. Negotiation skills include: *thorough preparation *analytic and intuitive listening *identifying common goals and mutual gains *persuasion *building relationships

19. Women also tend to: underestimate their worth underestimate their worth too rule-oriented too rule-oriented take disagreements personally take disagreements personally fold too readily fold too readily when nervous, talk too much or shut down when nervous, talk too much or shut down give in to bullies and “ambushes” give in to bullies and “ambushes”

20. Women do not initiate negotiations as frequently as men--or fare as well Negotiators take harder line against women, making worse first offersand pressuring women to concede more Women often out of the loop when important issues decided “Likeability problem”: assertive women are less well-liked Source: Babcock, Linda. Women don’t ask: negotiation and the gender divide. Princeton U Press, 2003.

21. Resilient people: Possess the capacity to be robust under conditions of enormous stress and change Possess the capacity to be robust under conditions of enormous stress and change Have a big advantage because: Have a big advantage because: ‘success’ never been so fragile ‘success’ never been so fragile momentum not the force it was momentum not the force it was getting ‘better’ not enough if also need to get ‘different’ getting ‘better’ not enough if also need to get ‘different’ must anticipate and adjust to deep new trends must anticipate and adjust to deep new trends

22. Resilience depends on: cognition: free of denial, arrogance, nostalgia cognition: free of denial, arrogance, nostalgia strategies: experimenting with alternatives, simultaneous projects, building community strategies: experimenting with alternatives, simultaneous projects, building community risk-taking: avoiding safe ruts, inventing options risk-taking: avoiding safe ruts, inventing options spirit: living your values spirit: living your values reflection and renewal: giving yourself “green” time reflection and renewal: giving yourself “green” time

23. ASSOCIATION OF AMERICAN MEDICAL COLLEGES Avoiding Career Derailers

24. Top 15 Derailers of Careers of Leaders/Managers lack of emotional intelligence not reflecting on what drives you not producing results seeking job security unable to adapt to change failing to build an effective team lack of integrity/ethics

25. Emotional Intelligence (EQ) --To be aware of & understand my own & other’s emotions --To use my awareness to effectively manage myself in relationship In many performance areas, EQ matters TWICE as much as technical expertise or IQ The more complex the work, dependent on others to get the job done, and degree of stress, the more EQ matters

26. Career Derailers [cont.] Avoids risks, stays in comfort zone Isolated Arrogant/Defensive Betrays trust Overdepends on one boss or mentor Overdepends on a single skill Politically naive Ignores feedback

27. Keeping your Aspirations Alive : Build your community Build your community Take risks: experiment with and invent options Take risks: experiment with and invent options Live your values Live your values Set aside time for reflection and renewal [“green” time] Set aside time for reflection and renewal [“green” time] Feed your creativity Feed your creativity

28. Career development is like long-distance hiking: Muscles: basic skills Boots: self-efficacy Map: advancement “how- tos” Walking stick: supports Trail guide: mentors Pack: responsibilities

29. “She wins, you win” Support each other! Address conflicts De-personalize negative politics Create a strong network of allies Build bridges to the next generation