Ambitious people want the opportunity to have continuous career development. But how do we manage the balance amidst deadlines, pressures, and politics of day-to-day operations? This session will dive into some best practices that both you (and your staff) can embrace to drive current job satisfaction and develop in your career at the same time.
1. The Art of Career Growth
Charity Channel Summit 2011
2. Your Partner in Dialogue
(and why me…)
• Product Marketing Director w/Sage
• Board, BookSpring
Past president, held officer roles for 4+ yrs
Responsible for performance evaluation process, staff dev.
• 10+ years working for/with nonprofits
United Way, Hospice, Social Service Agency
• Charity Channel Chapter Author “All A-Board”
• Special interest in leadership and developing people
Heather Burton
• Favorite food: Pizza (unfortunately)
• Twitter handle: @heathermburton
2
3. Who I work for…
3rd largest ERP solution provider to
businesses worldwide
The Sage Group, plc. (London: SGE.L)
6.2 Million Customers Worldwide
Over 32,000 Unique Not-For-Profit
Customers in North America
3
4. “Your time is limited, so don’t waste it living someone else’s life. Don’t
be trapped by dogma — which is living with the results of other people’s
thinking. Don’t let the noise of others’ opinions drown out your own
inner voice. And most important, have the courage to follow your heart
and intuition. They somehow already know what you truly want to
become. Everything else is secondary."
~ Steve Jobs
4
6. Remember that your pasture is
greener to someone than it is to you
…and vice versa
6
7. Who’s in the room?
Is a boss? (paid employees or volunteers)
Might want to be a boss?
Leaders and
Needs a new boss? managers are not the
same. One difference
Wants to be your own boss? is leaders truly
care about your
career growth
7
9. Employees polled that trust management less
25% than they did in 2010
Employees polled that believe their
14% company/organizational leaders are ethical and honest
Employees polled that trust management to
10% make the right decision in times of uncertainty
Turnover directly related to an unsatisfactory
80% relationship with one’s boss2
9
1 2011 Employee Engagement Poll by Maritz Research, 2 Saratoga Institute Research
11. Interests and Values
What are your professional interests and values?
• For example, what types of projects do you enjoy, are you motivated by
compensation? By increased responsibility?
What are your lifestyle needs?
• For example, limited or no travel, set work schedule, etc
11
Created from Harvard ManageMentor
13. The most effective leaders always
invest in strengths.
The most effective leaders
surround themselves w/ the
right people
and then maximize their team.
The most effective leaders
understand their followers needs
13
14. Focusing on
what you suck at,
sucks…..
Impact of Strengths-Focus on Disengagement
22 of 100
disengaged
1 of 100
disengaged
Focus on Weaknesses Focus on Strengths
Source: Gallup Organization; StrengthsFinder 2.0 14
15. Survey Says….
If your leader/peer Your chances for
primarily: disengagement are:
Ignores you 40%
Focuses on your
22%
weaknesses
Focuses on your
1%
strengths
Source: Gallup Organization; StrengthsFinder 2.0 15
16. Why Bother with Strengths?
Using my strengths… Outside my strengths…
• I’m good at what I do • I don’t excel at my work
• My work is tiring
• My work is energizing
• I dread my job
• I look forward to my job
• Time drags on
• Time goes quickly
• I’m enjoyable to be around
• I treat customers, co-workers,
friends well
Source: Gallup Organization; StrengthsFinder 2.0
“A strength isn't something you're good at and a weakness isn't something
you're bad at. A strength is something that strengthens you and a
weakness is something that weakens you.”
– Marcus Buckingham
16
17. Gain or Drain?
1) I feel strong when…
2) I feel drained when…
17
19. Talent Formula
Talent
(a natural way of thinking, feeling and behaving)
x
Investment
(time spent practicing/developing your skills, and building your
knowledge base)
=
Strength
(ability to consistently provide near-perfect performance)
Source: Gallup Organization; StrengthsFinder 2.0 19
20. Misguided Maxim
Guided Maxim
“You cannot be
“You can be anything you anything you want to
want to be, if you just try be – but you can be a
hard enough.” lot more of who you
already are.”
Source: Gallup Organization; StrengthsFinder 2.0 20
21. GROUP DISCUSSION
In groups of 2 - 4, discuss the following:
•Tell about a time when you had a chance to do something you were
good at. How was it different than working against a weakness of
yours?
•Give an example of a time when you worked on something and had
the right skills and knowledge, but lacked the talent needed.
21
22. Just because you are
good at something, it
doesn’t mean you want
it for a career
22
23. With that lens
What do you believe are your top 5 strengths?
• For example, those that you have the most proficiency or enjoy the most
What are strengths you’d love to take to another job?
• For example, writing, analytics, learning, etc
23
Created from Harvard ManageMentor
24. You may be surprised…
Management guru Peter Drucker said:
“Most Americans do not know what their strengths
are. When you ask them, they look at you with a
blank stare, or they respond in terms of subject
knowledge, which is the wrong answer.“
Source: Gallup Organization; StrengthsFinder 2.0 24
About Sage Nonprofit SolutionsSage Nonprofit Solutions has been serving nonprofit and governmental organizations for more than 30 years. Sage currently helps more than 3.1 million small and midsized businesses, including more than 32,000 unique not-for-profit organizations, in the U.S. and Canada increase efficiency and more easily manage their operations through the use of technology. From fund accounting, donor and fundraising management, and fixed asset management, to online donation processing, human resources (HR), payroll, and health care, Sage offers a software product or service to meet the organization’s need.Sage is the 3rd largest ERP solution provider to businesses worldwide. Referenced to Gartner, Market Share: ERP, Software Worldwide, 2009, based on total software revenue in 200
2011Employee Engagement Poll by Maritz Research:25% of employees polled have less trust in management than they did in 2010. A mere 14% of employees believe that their company leaders are ethical and honest. Only 10% of employees trust management to make the right decision in times of uncertainty.Just 7% said that senior management’s actions are consistent with their words.Saratoga Institute Research:80% of turnover is directly related to an unsatisfactory relationship with one’s boss
Disengagement is likely to happen or has happened to each of us at some point in our careers.Our chances for disengagement are: (Click) 40% if your are ignored (Click) 22% if the focus is on your weaknesses (Click) 1% if the focus is on your strengths
How many of you heard this growing up? Are you doing today what you wanted to “be”?Can anyone tell me why this statement is misguiding?Answer: Doesn’t/wouldn’t necessarily leverage your strengths.(Click) A better approach when focusing on your strengths may be this statement.
Our talents are found in our strengths. These are the 34 leadership themes identified in your book.