2. CareerLeader ® Self-Assessment and Career Planning

3. It’s OK Not to Know, But...  About 80% of students aren’t sure what they want to do next-- regardless of what they say (and even believe)  That’s OK, but...the earlier (and better) you focus, the better your networking, research, self- marketing and interviewing

4. You Are Not the Person Sitting Next to You  Beware the herd mentality!  You are a unique person and must create your own unique career path  Understanding your own personality, motivations, and needs is crucial-- ergo, self-assessment

5. Most Common “But…”s  I don’t have the time!  You’re spending N hours and dollars to come here and you don’t have time!?!  Come on!!  Jerry Maguire  Considering yourselves as companies, your debt-to-equity ratio is too low!

6. More Most Common “But…”s  OK, just show me an offer! (aka “Will Work for Food”)  The fallacy of the “shotgun” strategy  The importance of convincing employers that you will accept offers and be a good fit

7. Last Most Common “But…”  I just want to keep all my options open  You can’t  Developmental paradigm shift from “could be” to “are”

8. Please, Just Tell Me What To Do!  Nobody can do that  Even if they could, they shouldn’t  No job is worse than the wrong job

9. The Three CareerLeader Assessment Instruments:  Business Career Interest Inventory  Management and Professional Reward Profile  Management and Professional Abilities Profile

10. Key Components of Career Success and Satisfaction  Deeply embedded life interests  Work reward values  Relevant abilities

11. CareerLeader Is Not: Do What You Love and the Money Will FollowDo What You Love and the Money Will Follow Do What You AreDo What You Are Men Are From Mars, Women Are From PlutoMen Are From Mars, Women Are From Pluto The result of a few beers and…The result of a few beers and…

12. CareerLeader Is:  Scientifically based, using a sample of over 6800 business professionals in a wide variety of functions, industries and levels  Used by over 150 MBA programs and corporations worldwide  (All but Antarctica)

13. Interests  Are a “deep structure” aspect of personality  Everyone has a unique interest “signature” by young adulthood  Interest patterns are highly stable over the adult lifetime

14. Business Core Functions  Application of Technology: Using technology to accomplish business objectives; thinking like an engineer  Quantitative Analysis: Problem solving by mathematical analysis  Theory Development/Conceptual Thinking: Employing broadly conceptual approaches to business problems  Creative Production: Purely creative activity (creating ideas, products and strategies where none existed previously)

15. Business Core Functions  Counseling/Mentoring: Coaching, training, customer relationships  Managing People and Relationships: Working directly through employees to accomplish objectives  Enterprise Control: Having ultimate strategic and decision-making authority for an operation  Influence Through Language and Ideas: Persuading others–inside and outside one’s organization–to follow a course of action

16. Patterns of Satisfaction People with different Business Core Function interest profiles are excited by, and tend to be most successful in, different roles in organizations. For example…

17. ATQATDCPCSMPEC IN Sales and Sales Management CareerLeader Business Core Functions

18. ATQATDCPCSMPEC IN Public Relations and Communications CareerLeader Business Core Functions

19. ATQATDCPCSMPEC IN Human Resources Management/ Corporate Training CareerLeader Business Core Functions

20. ATQATDCPCSMPECIN Managers of Information Systems CareerLeader Business Core Functions

21. ATQATDCPCSMPECIN Finance in Corporate Settings CareerLeader Business Core Functions

22. ATQATDCPCSMPECIN New Product Development CareerLeader Business Core Functions

23. ATQATDCPCSMPECIN Production and Operations Management CareerLeader Business Core Functions

24. ATQATDCPCSMPECIN CareerLeader Business Core Functions General Managers

26. BCII Score Summary GEORGE W. Application of Technology34 Quantitative Analysis36 Theory Development48 Creative Production42 Counsel and Mentoring63 Personal High Managing People & Relationships57 Personal High Enterprise Control40 Influence: Language & Ideas63 Personal High General Business Interest Index High Omitted ItemsNormal Inconsistent ItemsNormal Response RangeAverage

27. BCII Score Summary MARTHA W. Application of Technology65 Personal High Quantitative Analysis69 Personal High Theory Development54 Creative Production41 Counsel and Mentoring39 Managing People & Relationships46 Enterprise Control60 Personal High Influence: Language & Ideas39 Entrepreneurial Attributes49 General Business Interest Index High Omitted ItemsNormal Inconsistent ItemsNormal Response RangeVery Low

28. Management and Professional Reward Profile  Not as deep structure as interests  Compares values internally--forces interval ranking  Results in “shopping list” with scores 10-12 being “must-haves,” 7-9 “good-to have”  Meanings are self-defined (e.g. “exceptional financial reward”)  Average internal consistency is 16--more than 28 may indicate confusion (or may not)

29. MPRP Score Summary Relative Value Value Inclusion Financial Gain8 Yes Power and Influence6 No Variety6 Yes Lifestyle6 Yes Autonomy2 No Intellectual Challenge3 No Altruism5 No Security6 Yes Prestige7 Yes Affiliation9 Yes Positioning10 Yes Managing People3 No Recognition7 No Inconsistency9

30. Management and Professional Abilities Profile  Three sets of scores: rank order (0-12), peer comparison (1-4), 360° feedback (optional)  Self ratings are not absolute but a comparison with peer group (current class or peers at most recent employment setting)  Consistency score similar to MPRP

31. MPAP Score Summary Relative ValuePeer Comparison Problem Solving Critical Thinking 33 Quantitative Analysis52 Creativity43 Quick Thinking 53 Taking Initiative Power Orientation 83 Action Orientation104 Multi-Focus104 Leveraging104 Interpersonal Effectiveness Confidence43 Leading/Managing32 Sociability52 Teamwork103 Communication13 Inconsistency15 Response RangeAverage

32. Five+One Interpretive Tools  Executive Summary  “Personal High” Matrix  Career Profiles  Career Interest Patterns  “My Matches”  Coming Soon: CultureFit