Group items tagged

"Interruptions at work, from email and phone calls to co-workers dropping by your office to talk, can complicate the juggle, extending your workday and draining personal time. But how far would you go to eliminate them? Would you book a conference room? Turn off your e-mail? Put up police tape outside your cubicle, to keep your co-workers away?"

Managers concede that favoritism plays a big role in deciding who gets promoted, however few will admit to playing favorites.

What are the advantages of guiding workers to collect stories directed at organizational career management? Expressing accomplishments in story form is a huge advantage because a compelling, engaging story is memorable to the manager making a promotion decision, while people who aren't telling stories may be forgotten. The decision-maker gets to know and trust employees through their stories, which may also help establish an emotional connection that inspires investment in their success. (And, by the way, the same storytelling principles that work for other employees also work for your own career progression.)

"4 Leadership Styles to Master It's not enough to have just one way of leading: Different circumstances require separate management styles."

"To succeed in upper management, consider walking in the shoes of your lower-level workers"

"In an effort to school senior executives in technology, social media and the latest workplace trends, many businesses are pairing upper management with younger employees in a practice known as reverse mentoring. The trend is taking off at a range of companies, from tech to advertising. "

Hope is related to optimism. Snyder (1998) described hope as "the perceived capacity to derive pathways to desired goals, and motivate oneself via agency thinking to use those pathways" (p. 249). In Career Flow (Niles, Amundson, & Neault, 2011), hope is at the centre of a career development model and essential to each of the stages (i.e., self-reflection, self-clarity, visioning, goal-setting, action-planning, implementing, and evaluating). Without hope, clients are unlikely to be motivated to engage in career planning activities or ongoing career management.

"You finally got that promotion and now you're the new boss. Things might not feel much different in the beginning, but managing former peers requires a major adjustment on both ends. How you handle the change at the outset can affect the long-term harmony and productivity of the group."

"Starting at a new workplace can be stressful for anyone, whether you have years of experience or are just beginning your career. The first few weeks are also the most crucial to leaving a good impression on your managers and peers."

"In 2003, Career Development Alliance (CDA) was challenged to provide quality career services to the diverse, geographically dispersed workforce of the Transportation Security Agency (TSA)-and to do so on-demand and at a reasonable cost. We met this challenge by designing a dynamic system of telephone and Internet services provided by over 30 career counselors across the U.S., supported by a state-of-the-art website, streaming video, podcasts-tech tools. At the seven-year mark, we have provided career counseling, training, and executive and management coaching to thousands of clients and have worked within budget while garnering consistently strong feedback."

"At 29, Wes Swank has several friends entering full-time M.B.A. programs. Mr. Swank, a managing director at the hedge fund Hayman Advisors LP in Dallas, isn't joining them. He earned his M.B.A. from the Stanford Graduate School of Business at age 24, matriculating just a few months after completing his undergraduate studies."

"Employers who snapped up top talent on the cheap in the depth of the recession should start worrying about defections, recruiters and management watchers say."

"Working adults sometimes assume that career development means going to classes or undertaking developmental roles outside of their jobs. They may even believe that development is only for those interested in promoting up the management ranks or for those on the "fast track." However, it is critical to both the individual and to the organization that employees continue to grow in knowledge and skills regardless of rank, tenure, or career movement."

"People in the midst of a career reinvention don't have the luxury of a manager who sets priorities for them. The most difficult part of making a career change is starting it, especially with only your desire to propel you. As an independent filmmaker, Adrian Belic, 40 years old, is accustomed to making things happen. The first film he made with his brother, "Genghis Blues," won a Sundance award and received an Academy Award nomination. But despite this success, he found it difficult to get a second project off the ground."

"Later this year, a marketing manager will sit down for his first day of work at HomeAway, a company that helps people rent their vacation homes online. In the firm's sleek Austin, Texas, headquarters, a glass-wrapped building decorated with travel souvenirs, the marketer will flip on his computer and do his job - a job no one has done before. This, you see, will be a brand-new job, one of the most coveted commodities of economic recovery. "

With today's stale job market limiting employees' mobility, executives have a unique opportunity to boost the motivation and productivity of their top talent without spending lots of money. Unfortunately, many companies are missing the mark - especially when it comes to managing their emerging leaders, or "high potentials." Here are the five biggest mistakes companies are making with high-potential talent:

"Companies plan to raise their salary budgets a median of 2.8% in 2011 after giving median 2.4% raises in 2010, according to a survey by management consulting firm Hay Group."

"While working as a spa coordinator at a luxury resort in Stowe, Vt., Laura Crandall got a sense that her boss was unhappy and thinking of moving on. So Ms. Crandall trained for her boss's job by volunteering for more work, pursuing mentorships and attending management seminars."

"In 2003, Career Development Alliance (CDA) was challenged to provide quality career services to the diverse, geographically dispersed workforce of the Transportation Security Agency (TSA)-and to do so on-demand and at a reasonable cost. We met this challenge by designing a dynamic system of telephone and Internet services provided by over 30 career counselors across the U.S., supported by a state-of-the-art website, streaming video, podcasts-tech tools. At the seven-year mark, we have provided career counseling, training, and executive and management coaching to thousands of clients and have worked within budget while garnering consistently strong feedback."

"Recently, I said goodbye to a beloved coworker and former boss who left to pursue new career interests. She was here for less than three years-I've been here for 10-but during her short tenure, she made a very big impression on me. Her management and editing style was stronger and more inspiring than that of anyone I had reported to previously, and under her guidance, I saw my career ascend to a much greater level."