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For Purchase Option: This beautifully crafted and modern 64- page slide deck can be fully adapted for your use.  It outlines the 7 tenants, 6 challenges and 3 skill sets of a modern career.  The program focuses on the 9 Star at Work Strategies by Robert Kelley and has two exercises built in.  One on StrengthsFinder 2.0 (purchased separately) and the other a personality type of exercise that can be found on  This site offers free assessments and thus no added cost to you as a facilitator.  This fully customizable slide deck will save you days of design work and can be integrated into your existing program.   The slides also have built in animation that will impress any audience. Only $15CAD:

For Purchase Option: This beautifully crafted and modern 64- page slide deck can be fully adapted for your use.  It outlines the 7 tenants, 6 challenges and 3 skill sets of a modern career.  The program focuses on the 9 Star at Work Strategies by Robert Kelley and has two exercises built in.  One on StrengthsFinder 2.0 (purchased separately) and the other a personality type of exercise that can be found on  This site offers free assessments and thus no added cost to you as a facilitator.  This fully customizable slide deck will save you days of design work and can be integrated into your existing program.   The slides also have built in animation that will impress any audience. Only $15CAD:


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Owning Your Career Workshop Slides -

  1. 1. 1 Owning Your Career Development Strategies for the Modern Career
  2. 2. About Tracie Tracie Moser brings over 20 years of design and delivery experience and expertise in the field of organizational learning and development. She specializes in 21st century leadership, team and career development solutions. Her mission is to help individuals and organizations become the very best version of themselves. She has architected a number of development programs in Canada, US and Australia that span across various industries and countries. Clients appreciate her innovative program content, candor and humour. Tracie is a certified coach from the Coaches Training Institute, trained in Organizational Relationship Systems Coaching (Team Coaching) from the Centre for Right Relationship, and has the highest designation possible in Neuro-Linguistics. All of these communication and growth-focused certifications contribute greatly to helping her clients’ make the breakthroughs they need to be successful. Tracie Moser Organizational Development About The FacilitatorOD Consultant ~ Coach ~ Facilitator of Great Experiences
  3. 3. 3 Introductions Name, Role, Professional Strength and a Personal Strength
  4. 4. Modern Career & 9 Star at Work Strategies Strengths Finder 2.0 Results & Personality Typology Research Homework for Session 2
  5. 5. Modern Career What is happening in organizations right now? What are the elements of a modern career, the skills associated and how do I develop those on and off the job?
  6. 6. Deloitte University Press
  7. 7. #1 Not knowing where we will be by retirement. #2 Not knowing when retirement will be. #3 Being able to re- train if we need to. #4 Being able to work in a variety of ways such as an employee, a consultant or as entrepreneur. 7 Tenants of a Modern CareerThe Latest Research – Richard Maun Source: Bouncing Back – Richard Maun
  8. 8. #5 Being responsible for our own money management and not the company. #6 Having job hunting skills and /or creating opportunity for yourself. #7 Knowing our own skills. Know what we like to do, what we are good at and how we had value. Source: Bouncing Back – Richard Maun
  9. 9. Stay focused on what you were hired to do versus trying to over do it and become too distracted. Do the Job There is never an end point unless you are done working. Keep Developing Career Challenges For the Modern Career Source: Bouncing Back – Richard Maun
  10. 10. Take care of ourselves and ensure we can keep up for the long term. Health and wellness are the key focus. Maintain Energy Don’t have to agree or believe in everything but you have to show that you can listen and explore.. Open-Minded Source: Bouncing Back – Richard Maun
  11. 11. Look towards the future of work versus how things used to be. Think Forward Go with your heart and gut about what your future holds. Only you know truly best. Be True Source: Bouncing Back – Richard Maun
  12. 12. Modern Career Skills – No.1Specialist Skills – Work Related Technical Language – Communicate Effectively Trade Skills – Specific Abilities Process Skills – Support Skills like Communicating Effectively Source: Bouncing Back – Richard Maun
  13. 13. P 2 P 3 P 1 Productivity On Time & Quality Standard People Skills Collaboration and Teamwork . Public Relations Talk About My Contributions Modern Career Skills - No.2 External Skills – Star@Work Strategies Source: Bouncing Back – Richard Maun
  14. 14. “We just can’t get our heads around the power of doubling every two years. At that rate, computing power increases by a factor of a million in forty years. The computing visionary Bill Joy likes to point out that jet travel is faster than walking by a factor of one hundred, and it changed the world. Nothing in our experience prepares us to grasp a factor of a million.” ― Geoff Colvin, Humans Are Underrated: What High Achievers Know That Brilliant Machines Never Will Modern Career Skills – No.3 The 6th Domain - Emotional Savvy Skills – 21st Century Interaction Management – Digital Era
  15. 15. Modern Digital Era Skills #3 Our Competitive Advantage over Technology – Interaction Management Empathy Humility Collaboration Curiosity Learning Agility Creativity Empathy is the capacity to understand or feel what another person is experiencing from within the other person's frame of reference, i.e., the capacity to place oneself in another's position. The quality or condition of being humble; modest opinion or estimate of one's own importance, rank, etc. Collaboration is a recursive process where two or more people or organizations work together toward an intersection of common sharing knowledge, learning and building consensus. Curiosity is a quality related to inquisitive thinking such as exploration, investigation, and learning, evident by observation in humans and other animals. People with strong "learning agility" can rapidly study, analyze, and understand new situations and new business problems. The state or quality of being creative. The ability to transcend traditional ideas, rules, patterns, relationships, or the like, and to create meaningful new ideas, forms, methods, interpretations, etc
  16. 16. 16 9 Star@Work Strategies Your Keys to Getting More Opportunity & Demonstrating Modern Skills Initiative Networking Self-Management . Perspective . Followership . Teamwork . Leadership Organizational Savvy . Show and Tell Source: How to be a Star at work – R. Kelley
  17. 17. Tier 1 Skill Sets 02 01 03 Initiative Blazing Trails in the Organization’s White Spaces Networking Knowing Who Knows by Plugging into the Knowledge Network Self - Management Managing Your Whole Life at Work Choose Your Own Adventure Charting Your Own Course Source: How to be a Star at work – R. Kelley
  18. 18. Initiative Seek out added responsibilities which are directly applicable to work projects they are involved in.
  19. 19. 02 Follow the Initiative Value Trail: Who Benefits? 03 Stay Close to the Critical Path. 04 Choose the Right Level of Initiative. 05 Determine if the Risk is Worth It. 01 Do Your Current Job Well. 5 Keys to Initiative Do These Well to Get Opportunities
  20. 20. 01 02 Your Efforts Critical Path initiatives are those that are considered important to your organizations well being. Organizations’ Well Being What are your organization’s priorities? Stay Close to the Critical Path Align Your Efforts With the Company Direction
  21. 21. • Choose initiatives to increase the effectiveness of the role. • Choose initiatives to increase the effectiveness of the team. • Choose initiatives to increase the effectiveness of the organization – more than one team. New to the Role Less than 5 Years More than 5 Years Choose the Right Level Walk Before You Run
  22. 22. Initiative DiscussionLet’s Get Started Share LevelCritical Path What is your Initiative? Share What does your initiative support? Critical Path What level is your idea? Role? Team? Organization? Level
  23. 23. Networking Knowing Who Knows by Plugging into the Knowledge Network.
  24. 24. Higher Quality They are better, meaning that the quality of knowledge providers in their networks is much higher than in those maintained by average performers. Speed Networks operate much faster, meaning that the response time from their high quality contacts is drastically less ( 1 hour) than those of average performers (3-5 hours) Star NetworksKey Considerations
  25. 25. How to Build a Star Network 8 Approaches Give Before Take Privilege Weed and Seed Proactive Newness Credit Lavishly HomeworkEtiquette Incredibly Respectful Highly Professional Always Appreciative Very Considerate
  26. 26. My Network Who is in My Network? Who has influence over your job.?04 03 Who tells you the good and the bad about your work? Who coaches, advises or mentors your growth? Who are supporters of your efforts and career? 02 01 Formal or Informal Titles Positive and Critical Internally or Externally Work and Home
  27. 27. The Question Who Do you Need to Add? Current Future My Initiative
  28. 28. Self-Management Use self-management to increase their productivity by focusing on critical path activities that generate the greatest amount of added value to their companies.
  29. 29. Why Self-Management Strong performers are so intent on self-managing because they want their work recognized for: Value 01 Accomplishment 02 Reputation 03 Currency 04 adding value to the bottom line personal accomplishment enhanced reputation/brand increasing their Career Currency
  30. 30. 3 Keys to Self ManagementYour New Mantra What are my strengths? Values? What types of assignments do I excel at? Do I prefer, people, strategy, execution or influence based assignments? Know Yourself Well Work You Do Best Kind of Work - Prefer Star Performers Have developed good self- management techniques and have incorporated them into the mix of traits and quirks that define them as individuals in the workplace.
  31. 31. Why Strengths? Strengths help you focus understand where your contributions can make the most career impact. Strengths help you build your reputation because when you do work that uses them, you are substantially more effective. Career Impact Reputation Your Path to Being in the Zone
  32. 32. Talent Natural Way of Thinking Investment Time Spent Developing Performance Consistent Near Perfect Performance What is a Strength? Assessment Customized to you. You could have the same strengths as someone else but because of the combination of your top 5, it will be different. StrengthsFinder StrengthsFinder measures the elements of your personality that are less likely to change...your talents Strengths
  33. 33. High Challenge Low Challenge Flow 100% 15% LowSkillModerateHighSkill Strengths and Flow Challenges presented are perfectly matched by your skills, often resulting in heightened states of awareness, confidence and performance. Understanding your strengths and self managing the work you do, can put you in this category. Moderate 30% Control Relaxed Alert Bored Anxiety Worry Apathy Interested
  34. 34. The Strengths Executing Influencing Relationship Building Strategic Strong at making things happen Help their team reach a broader audience Essential glue that holds the team together Focused on what could be STRENGTHS Achiever Arranger Consistency Deliberative Discipline Responsibility Restorative STRENGTHS Activator Belief Command Communication Competition Focus Maximizer Self-Assurance Significance Woo STRENGTHS Adaptability Connectedness Consistency Developer Empathy Harmony Includer Individualization Positivity Relator STRENGTHS Analytical Context Futuristic Ideation Input Intellection Learner Strategic
  35. 35. 02 04 01 03 05 Strengths Exercise Provide an example when you use that strength. Connectiveness I use this when I am coaching people one on one and designing my workshops.
  36. 36. My Strengths Strength Shows Up When I…
  37. 37. Tier 1 Discussion Wrap Up Table Top Discussion Networking Why is it important to have a solid network in the context of your career? Initiative What is initiative and why is it important? Self - Management Why is self- management important in the grand scheme of things?
  38. 38. Tier 2 Star Performer StrategiesTaking it up another notch Perspective Getting the Big Picture Followership Checking Your Ego at the Door to Lead in Assists Teamwork Getting Real About Teams Leadership Doing Small-L Leadership in a Big-L World Source: How to be a Star at work – R. Kelley
  39. 39. Perspective Star producers always look at projects or problems from a larger than normal perspective -- that combines the viewpoints of customers, competitors, co-workers and managers. They also leave a little room for creativity to be blended into the mix.
  40. 40. Creative Make breakthrough progress by applying ideas from outside their specialist field Colleague Familiar with your field but who are not part of your immediate work group can provide worthwhile feedback Company Find out what their manager’s goals are and what their company’s vision for the future is. Competitive Keep an eye on what competitors are offering and objectively assessing. Customer See their work through their customers eyes, and taking into account the customer’s needs and motivations 5 Keys of PerspectiveYour Great Idea Needs to Run Through These Hoops
  41. 41. 41 Impact AnalysisWhat is Your Impact? With a partner, discuss how your initiative impacts the 5 C’s of perspective. Mandatory: • Colleagues & Company Optional: • Customer, Competitor, Creative
  42. 42. 42 Ten Years of Experience Far too many people, ten years of work experience is merely the first years experience repeated 10 times; there is no learning to move in and out of the basic environment, no leap to the perspective ability that defines expertise. More than Pattern Recognition Pattern recognition isn’t enough, performers incorporate their pattern recognition ability into the kind of perceptive and strategic thinking that leads to expert judgement. Last Word on Perspective
  43. 43. Followership Look at work as an opportunity to become actively involved in helping the company succeed by exercising their independent judgment to work cooperatively with their leaders
  44. 44. 44 • Have the ability to work cooperatively with a leader to accomplish the organization’s goals even when there are personality or workplace differences. Cooperate • Plan courses of action and in implementing them in the field. They use other productivity- model skills to choose the manner and timing.’ Take Action • Actively engaged in helping the organization succeed while exercising independent, critical judgment of goals, tasks, potential problems and methods. Actively Engaged Brain Powered Followership3 Keys to Greatness
  45. 45. Types of Followers Aaron Alienated • Independent Critical Thinking • Passively Engaged Sasha Star • Independent Critical Thinking • Actively Engaged Patricia Pragmatist • Independent and Dependent • Active & Passive Sam Sheep • Dependent Uncritical Thinking • Passively Engaged Yves Yes • Dependent Uncritical Thinking • Actively Engaged For each type of follower, describe the behaviour you would see from them in meetings and give an example of something they might say.
  46. 46. Teamwork Series of skills that encompass creating joint ownership of achievements, contributing positively to team dynamics, dealing with problems or conflicts and assisting others to solve problems.
  47. 47. 47 3 Keys to Performing on TeamsMore than being nice Purpose DynamicsRole Making sure the team knows its purpose and helping to get the team’s job done. . . Team Purpose Knowing the role that you play. Practicing self-management. My Role Paying attention and contributing to group dynamics Group Dynamics
  48. 48. The Analysts “ARCHITECT” INTJ Imaginative and strategic thinkers, with a plan for everything. “LOGICIAN” INTP Innovative inventors with an unquenchable thirst for knowledge. “COMMANDER” ENTJ Bold, imaginative and strong- willed leaders, always finding a way – or making one. “DEBATER” ENTP Smart and curious thinkers who cannot resist an intellectual challenge.
  49. 49. The Diplomats “ADVOCATE” INFJ Quiet and mystical, yet very inspiring and tireless idealists. “MEDIATOR” INFP Poetic, kind and altruistic people, always eager to help a good cause. “PROTAGONIST” ENFJ Charismatic and inspiring leaders, able to mesmerize their listeners. “CAMPAIGNER” ENFP Enthusiastic, creative and sociable free spirits, who can always find a reason to smile.
  50. 50. The Sentinels (Lookouts/Guards) “LOGISTICIAN” ISTJ Practical and fact-minded individuals, whose reliability cannot be doubted. “DEFENDER” ISFJ Very dedicated and warm protectors, always ready to defend their loved ones. “EXECUTIVE” ESTJ Excellent administrators, unsurpassed at managing things – or people. “CONSUL” ESFJ Extraordinarily caring, social and popular people, always eager to help.
  51. 51. The Explorers “VIRTUOSO” ISTP Bold and practical experimenters, masters of all kinds of tools. “ADVENTURER” ISFP Flexible and charming artists, always ready to explore and experience something new. “ENTREPRENEUR” ESTP Smart, energetic and very perceptive people, who truly enjoy living on the edge. “ENTERTAINER” ESFP Spontaneous, energetic and enthusiastic people – life is never boring around them.
  52. 52. Paying Attention to Team DynamicsTaking it to the Next Step Type Groups Go to your type chart and answer this question. The thing you need to know about working in a team with me is….
  53. 53. Small ‘l’ Leadership Tend to be more accomplishment motivated, and view workplace leadership responsibilities as an opportunity to bring a group together, to secure the necessary resources and to guide a project through to completion
  54. 54. Knowledge Quotient • respected expertise and proven judgement in areas relevant to the group’s goals. People-Skills Quotient • care about your colleagues and that their goals area as valued as your own; as a result your coworkers are moved to work voluntarily with you to accomplish the goal. Momentum Quotient • that you will do those leadership activities that help the group actually achieve the goal. Knowledge People Momentum Formula For Small ‘l’ Leadership3 Factors for Success
  55. 55. Org. Savvy Show & Tell Using Street Smarts in the Corporate Power Zone Persuading Your Audience with the Right Message Tier 3 – Star Performer StrategiesCrossing the Finish Line
  56. 56. Organizational Savvy Tend to be more accomplishment motivated, and view workplace leadership responsibilities as an opportunity to bring a group together, to secure the necessary resources and to guide a project through to completion
  57. 57. Relationship Building Organizational Etiquette Creating a Niche Managing Conflict Developing Credibility Heart of Organizational Savvy
  58. 58. Tapping into Your Humanity The 6th Domain – Emotional Savvy
  59. 59. Stay Current Collaborate Network 1 2 SAVVY
  60. 60. Drive Your Growth Lead Initiatives 3 4
  61. 61. Show and Tell Star producers realize the ability to articulate a viewpoint persuasively and with impact is an important way to become associated with high visibility projects, both internal and external.
  62. 62. What is known about the listener situation that is relevant to your proposal? This could be current goals, opportunities, key changes, or specific problems and concerns. Your description should act as a hook into the conversation as it is highly relevant to the listener(s). Company Situation What issues (changes, pressures or demands) are affecting the situations that you just described that are creating problems for the listener(s). Challenges Selling Your IdeaContext and Path Forward
  63. 63. What are the consequences to the listener if he or she fails to act on the issues described in the problem? This answers the “so what” question and provides a logical transition to the next part of the conversation. You could discuss how others might react, possible financial impact and how customers might react. Consequences What do you believe is the solution to address the listeners’ needs? You could also ask what he or she thinks will solve the problem. Ideas
  64. 64. What actions will you take in order to move your ideas forward or verify your ideas before implementing. Who will you talk to? Action How does the actions provide a valuable result the addresses the listener’s situation or pain points. This could be time savings, cost or quality improvements. It should address the consequences you brought up earlier. Value