resilience, transformational personal branding and
TRANSCRIPT
Learning network Three
Resilience, Transformational Personal
Branding and Progressing Career Pathways
Thursday 13 February 2020
Learning Network 3Resilience, Transformational Personal
Branding and Progressing Career Pathways
The Skills for Care welcomes you to:
Moving up –
BAME leadership programme
1. What’s been happening for you since the last session
2. What are you more aware of about your leadership as
a consequence of the last session?
3. What do you need to be doing more of and what do
you need to do less of?
Taking Stock and building momentum
Workshop Outline
09:30 – 10:00 Check-in
10:00 – 11:00 Resilience
11:00 – 11:15 Break
11:15 – 12:30 Transformational Personal Branding
12:30 – 13:30 Lunch
13:30 – 14:45 Career Anchors
14:45 – 15:00 Break
15:00 – 16:15 CVs, Recruitment and Interviews
16:15 – 16:30 Review and Homework
16:30 Close
Focus
▪ This learning network critically explores Resilience,
Transformational Personal Branding and Career Anchors.
▪ Focus is also given to CVS, Recruitment, Interviews and Career
Progression
Aims for today…
▪ To explore the nature of your resilience
▪ To consider your personal branding
and what you stand for
▪ To consider the significance of career
anchors, cv, recruitment and interviews
in enhancing career pathways
▪ To support navigation of the system
and career progression.
Objectives for today…
By the end of the module participants will:
▪ Explore the nature of your own resilience and the value of “resilient
leadership”
▪ Identify ways to understand and share your personal brand and what
you stand for in inspiring ways
▪ Recognise how career anchors can influence individual behaviour and
career choices
▪ Use action learning methodology to explore CVs, grow in awareness of
recruitment processes and enhance interview performance
▪ To consider how best to navigate the system and manage career
progression
How we work together today
▪ Be ‘self-managing‘ – in the best sense of the term!
▪ High challenge – both of self and others – be
open!!
▪ Readiness to change and a commitment to do
what you say you’re going t to do
▪ Take yourself seriously – it’s going to be
DYNAMIC WORK!
Resilience
What is resilience ?
▪ “Resilience is a process of adapting well in the face of adversity,
trauma, threats or even significant sources of stress” American Psychological Association
▪ (being resilient does not mean we do not feel stress, pain,
sadness – the road to building resilience can be strewn with
emotional distress)
▪ “ Resilience is not only about overcoming, it is also about the
ability to enhance the positive aspects of our lives. …. A Shatte “the Resilience Factor”
Why Resilience matters
Increasing resilience is one strategy for overcoming much of life’s calamities
and trials
▪ Makes it possible to turn trials into triumphs
▪ To grow, extend and change in directions that open new avenues
▪ Cast off harsh self image and others unfair perspective
It is a key capability to ‘overcoming’, breaking through systemic and social
barriers to success
▪ Resilient people are more tenacious - confound conventional wisdom - take chances , embrace life
▪ Better able to ‘think outside the box’
▪ Creative in achieving goals in spite of environmental barriers
A tool for ‘bouncing back’ from difficult experiences, trauma, loss, life
challenges
Understanding resilience
Amygdala Hijack
Watching for it in inappropriate situations, enhancing self
awareness to enhance management & control▪ The amygdala – is located above the brain stem - one half on each side of the
brain. Its primary role is the service of emotions - generates emotions, stores emotional memories, provides emotional meaning
▪ The amygdala – makes it possible to experience joy, sorrow, fear, rage , passion
▪ When our emotions totally override the ‘thinking ‘ part ie cognitive - we react to how we feel rather than think - responding to the rage we feel, the fear, anger, the joy, the excitement ---our response happens really quickly eg road / air rage , fly off the handle , loose it despite planned intentions to stay calm
▪ We let the richer information , important and detailed facts get side stepped in an emotional reaction
▪ Interventions , strategies needed – to manage extreme emotional provocation, stimuli to shift out of Amygdala mode to rational thinking mode - resilient thinking a tool to assist
Thriving
‘STEP UP’
Resilience
‘BOUNCE
UP’
Succumb
‘GIVE UP’
Diminished
‘PUT UP’
Disruption(Overwhelmed)
Flourishin
g
Focused,
Flexible,
Flowing
Floundering
Failure
Homeostasis
Stressful
Situations
Thinking traps - you are most vulnerable to?
Thinking trap Resilient strategies
Jumping to conclusions – thinking errors
from making assumptions without relevant
data
Gather more information, delay action, think
back
Tunnel Vision – sampling not taking in
whole picture, selective noticing i.e. the
negatives, miss the peripherals, blind sided,
screen in data consistent with our beliefs
Strategies to broaden radar ie scanning
more widely for unexpected data ie
observing, noticing. Being more curious
Magnifying and Minimising – extreme
pessimists and optimists listen to the stories
you tell, and over and under valuing takes
place.
Take stock of the situation, appraise it
accurately – use others to help balance
perspective & focus
Aaron Beck – father of cognitive therapy
Thinking traps - you are most vulnerable to?
Thinking trap Resilient strategies
Personalizing – tendency to attribute
problems to one’s own doing. See internal
causes & ignore external skewing
assessment
Consider the whole causal bag, identify
behaviours/mindset that you can alter, skills
to build to succeed next time shift
conclusions/reframe ‘I failed on this one but
I’m not a failure … so can practice and do
better next time ‘
Externalising – flip side of personalising ,
also skewed assessment of situation.
Problems seen rarely as your fault, self
protecting, blame oriented. Fail to identify
areas for growth
Gather self data increase self awareness
and act on development gaps
Aaron Beck – father of cognitive therapy
Thinking traps - you are most vulnerable to?
Thinking trap Resilient strategies
Overgeneralising – eg assassinate
own/others character by attributing
momentary lapse to serious personal
character flaws
Ask – is there a behaviour in here causing
the problem that can be addressed – mine
or another’s
Mind reading – leads to making
assumptions, projections, jumping to
conclusions that may be inaccurate and
behaviour/reaction that frustrate success.
we expect others to know how we feel /think
and respond – they are not mind readers
Ask, communicate how you feel , are , think,
feedback observations to check out what,
why others are behaving, acting rather than
risk interpreting inaccurately
Emotional reasoning – inaccurate
attributing of emotion ie euphoria at end of
presentation attributed to good performance
when really due to relief from heightened
anxiety
Self honesty & reflection that informs action
and growth
Aaron Beck – father of cognitive therapy
Resilience - capability that can be developed
▪ The good news is that Resilience can be grown and developed – its not
genetically fixed, you can boost your level of resilience
▪ “Resilience involves behaviours, thoughts and actions that can be
learned and developed in anyone …”A Shatte “the Resilience Factor”
▪ Some are just better are drawing on the inner and external resources to
develop strategies that increase resilience
▪ enable to deal with setbacks
▪ Embrace challenge not shirk
▪ We may be more resilient in some areas than others
▪ Most of us get no or very little coaching in ‘how to handle adversity’ -
though some are born into tough environments that require the development of
resilience very early, many others however have to learn it along life way - with
practice, we can
Resilience – Critical capability to have
▪ To profoundly change how well we handle set backs, blocks and failure
▪ To affect how able we are to take risk, approach challenges
▪ To think keenly when embroiled in conflict - negotiate and strategise
effectively
▪ To listen to our inner voice/ thought to ensure they shore us up not drain
▪ To handle the stressful times of life, to bounce back and grow
▪ To make tough decisions in moments of chaos
▪ To stay ‘on course’ in spite of derailing
▪ To flourish not simply minimise damage - be more productive, excited ,
energised in life
▪ To negate impact of inaccurate thinking - non resilient thinking - leads to
holding inaccurate/limiting beliefs , leads to unproductive approaches and
solutions
Identify the adversities that are most
challenging to you ?
Activity 1 (A)
▪ What are the adversities you really battle with
▪ In work
▪ In life
▪ Select at least 2
▪ Typically how do you handle, respond
▪ What impact on outcomes /consequences ie on emotions and behaviour
Activity 2 (B and C)
▪ What
▪ is your thinking style
▪ are the ‘in the moment beliefs’ directing how handle the situation
▪ what you say to yourself when confronted with that adversity ( ticker tape messages )
▪ What ‘Thinking traps ‘
▪ What strategies and approaches would help build greater Resilience
ADVERSITY, BELIEFS, CONSEQUENCES (ABC)
Leadership Theories
1. Trait Theories
2. Behavioral Theories
3. Contingency or Situational Theories
4. Power and Influence Theories
Some Leadership Theories
Since the early 20th century, 4 main groups of theories have emerged.
1. Trait Theories – What Type of Person Makes a Good Leader?
Trait theories argue that effective leaders share a number of common
personality characteristics, or "traits”. However, none of these traits, nor
any specific combination of them, will guarantee success as a leader.
2. Behavioural Theories – What Does a Good Leader Do?
Behavioural theories focus on how leaders behave. For instance, do
leaders dictate what needs to be done and expect cooperation? Or do they
involve their teams in decision-making to encourage acceptance and
support?
Some skills and traits to develop
7 Factors of resilience▪ Emotion regulation – ability to stay calm under pressure, self regulate
▪ Impulse control – ability to delay gratification now for longer term gain
▪ Causal analysis – ability to accurately identify the causes of your problems, thus avoid
making same mistakes again
▪ Empathy – key navigation skills, how well you are able to read other people psychological
and emotional states i.e. interpreting accurately non verbals
▪ Self Efficacy – response to challenge is faith in your ability to succeed, not broadcasting
self doubt
▪ Realistic Optimism – believe that things can change for better, have hope for future,
motivates to search for solutions to improve situation
▪ Reaching out – to others, not fearful to risk engaging more deeply with others or to
develop intimacy, not failing to act
Andrew Shatte research
Personal Branding
Personal branding is about
packaging of self. It is less
about developing skills and
making oneself a valuable
asset and more about
being perceived in a way
that is desirable by people
you want to desire you
There are loads of books
written about it. Here are
two:
▪ If you want to get ahead, don’t wait for a fairy godmother or
father.
▪ Get working.
▪ Take responsibility
▪ Your branding is part of your professional practice & has a
direct impact on your effectiveness – so devote time to it!
If you don’t brand yourself – OTHERS WILL
Be Proactive
Brand association
Action Centred Leadership
▪ Short term:
▪ Need to get a job
▪ Long term
▪ Need to have a great life and a great career
You need people to know about you
▪ You need to become and tell a story about you that helps
you be the person that you want to be
▪ If you want to get ahead, don’t wait for a fairy godmother or father.
▪ Get working.
▪ Take responsibility
▪ Your branding is part of your professional practice & has a direct impact
on your effectiveness – so devote time to it!
If you don’t brand yourself – OTHERS WILL
Be Proactive
Branding activity
Personal Branding consists of three elements:
▪ What you stand for
▪ What makes you stand out
▪ What makes you compelling
ActivityJot down on a piece of paper your response to these
questions:
▪ What you stand for?▪ What’s important to you you in your life & professional practice
▪ What makes you stand out?▪ What’s different, special about you?
▪ What makes you compelling?▪ Why should the people that you want to want you find you a
compelling proposition?
Career Anchors - Overview
33
• Career Anchors help people uncover their real values and use them to make better career choices.
• Career Anchors - include talents, motives, values and attitudes which give stability and direction to a person’s career – it is the ‘motivator’ or ‘driver’ of that person.
• People select a career for all the wrong reasons and find their workplace incompatible with their true values. This results in feelings of unrest and discontent and in lost productivity.
• Career anchors help people avoid these problems and is the one element in your self-concept that you will not give up, even in the face of difficult choices.
Career Anchors – Themes
34
• Schein identified 8 career anchor themes that enable people to recognize their preferences for certain areas in their job.
• For example a person with a primary theme of Security/Stability will seek secure & stable employment over, say, employment that is challenging & riskier.
• Understanding your preference will help you plan your career in a way that is most satisfying to you. People will be more fulfilled in their careers if they can acknowledge their career anchors.
• People tend to stay anchored in one area & their career will echo this in many ways.
Stages of a Career
• Pre-career choosing of a field and educational preparation
• Formalized training
• Entry into the occupation
• Learning, apprenticeship and socialization
• Full use one’s talent (licensure, tenure, etc.)
• Productive employment
• Becoming a leader
• Disengagement, retirement
The 8 Career Anchors
Technical/Functional Competence
– Are “turned on” by the exercise of their talents and the satisfaction of knowing they are experts
– Build a sense of identity around the content of their work
– Preferred type of work – must be challenging to them and test their abilities and skill or it will become boring
– Administrative and managerial work are tolerated as long as it enables them to get the job done
– Rewards – typically want to be paid for their skill
The 8 Career Anchors
General Managerial Competence
– Management, per se, interests them
– View specialization as a trap
– Motivated by advancement up the corporate ladder, contributions to success of the organization, high income
– Requires analytical, interpersonal/group and emotional competence
– Work is valued based upon its importance to the success of the organization
– Identity rests on having an organization to manage
– Rewards – seek promotion, greater responsibility
The 8 Career Anchors
Autonomy/Independence
– Overriding need to do things their own way, at their own pace, against their own standards
– Find organizational life to be restrictive, irrational and intrusive
– Gravitate toward autonomous professions
– Enjoys clearly defined goals, but not defined method of accomplishing them
– Terrified of “Golden Handcuffs”
– Promotion/Reward = more autonomy
The 8 Career Anchors
Security/Stability
– Organize one’s career so he/she feels safe and secure.
– Seek jobs in organizations that provide tenure, avoid layoff, good retirement plans, etc.
– Welcome the “Golden Handcuffs”
– Give job/career responsibility to their employers and identify with their employers
– Rewards = consistent and steady, seniority based
The 8 Career Anchors
Entrepreneurial Creativity
– Overriding need to do create a venture of their own = new organization, new products an services.
– Career fulfillment is premised on creating a venture closely identified with her own efforts.
– Will sacrifice autonomy and stability for this opportunity
– Rewards = ownership, accumulation of wealth
The 8 Career Anchors
Service/Dedication to a Cause
– Focused more on values than talents or competence. Desire to improve the world in some way.
– Helping professions.
– Want work that lets them influence their employing organization in the direction of their values.
– Rewards = external equity, fair pay
The 8 Career Anchors
Pure Challenge
– Prove over and over that they can conquer anything
– Success is defined as overcoming impossible obstacles, solving the unsolvable, winning out over opponents.
– Can be very competitive – “naval warrior”
– Reward = constant opportunity for self-tests.
The 8 Career Anchors
Lifestyle
– Seeks balance between career and their total lifestyle.
– Seek flexibility in their career choices
– Prefer to work for organization with flexible attitude toward family and flexibility
– Typically will not more geographically if it conflicts with lifestyle demands
Common Questions
• Are there other anchors?
– Generally everyone has a “true” anchor, but each person is unique.
– No need to force yourself into one anchor
– Important issue is to determine the one thing you would not give up
• Can you have more than one career anchor?
– Generally people have only one, but your particular career/position may allow you to operate in or fulfill other anchors
Common Questions
• Do anchors change?
– Generally anchors do not change
– Major midlife career changes may be an attempt to actualize what the person’s career anchor was all along
• Can one have more than one anchor?
– No. Career anchor is defined as “the one thing a person would not give up if forced to make a choice.”
– If no anchor emerges clearly for you, another possibility is that you have not had enough life experiences to develop priorities that determine how to make those choices.
Co- Coaching
• In pairs, ask the following questions:
1. Where have you scored highest, and does that resonate?
• 2. What does that mean for your long term future/ career aspirations?
46
Career Anchor Categories Traits
Technical/functional
competence
This kind of person likes being good at something and will work to become
a guru or expert
They like to be challenged and then use their skills to meet the challenge,
doing the job properly and better than almost anyone else
Managerial competence These people want to be managers
They like problem-solving and dealing with other people
They thrive on responsibility
To be successful, they also need emotional competence
Autonomy/independence These people have a primary need to work under their own rules and
'steam’
They avoid standards and prefer to work alone
Security/stability These people seek stability and continuity as a primary factor of their lives
They avoid risk and are generally ‘lifers’ in their job
Career Anchor Categories Traits
Entrepreneurial creativity These people like to invent things, be creative and most of all to run their
own businesses
They differ from those who seek autonomy in that they will share the
workload
They find ownership very important, get bored easily and Wealth is a sign
of success
Service/dedication to a
cause
Service-orientated people are driven more by how they can help other
people than by using their talents
May work in public services or in areas such as HR
Pure challenge People driven by challenge seek constant stimulation and difficult
problems that they can tackle
Such people will change jobs when the current one gets boring, and their
career can be varied
Lifestyle Those focused on lifestyle look at whole pattern of living; rather than
balance work and life; they integrate the two
They may even take long periods of time off work in which to indulge in
passions such as travelling
Co- Coaching
In pairs, ask the following questions:
1. Where have you scored highest, and does
that resonate?
2. What does that mean for your long term
future/ career aspirations?
50
Career Anchor Categories Traits
Technical/functional competence This kind of person likes being good at something and will work to become a guru or expert
They like to be challenged and then use their skills to meet the challenge, doing the job properly and better than almost anyone else
Managerial competence These people want to be managers
They like problem-solving and dealing with other people
They thrive on responsibilityTo be successful, they also need emotional competence
Autonomy/independence These people have a primary need to work under their own rules and 'steam’
They avoid standards and prefer to work alone
Security/stability These people seek stability and continuity as a primary factor of their lives
They avoid risk and are generally ‘lifers’ in their job
51
Career Anchor Categories Traits
Entrepreneurial creativity These people like to invent things, be creative and most of
all to run their own businesses
They differ from those who seek autonomy in that they will
share the workload
They find ownership very important, get bored easily and
Wealth is a sign of success
Service/dedication to a cause Service-orientated people are driven more by how they can
help other people than by using their talents
May work in public services or in areas such as HR
Pure challenge People driven by challenge seek constant stimulation and
difficult problems that they can tackle
Such people will change jobs when the current one gets
boring, and their career can be varied
Lifestyle Those focused on lifestyle look at whole pattern of living;
rather than balance work and life; they integrate the two
They may even take long periods of time off work in which to
indulge in passions such as travelling
Realising my PotentialWhat is potential?
▪ Latent qualities or abilities that may be developed and lead to future
success or usefulness
▪ Having or showing the capacity to develop into something in the future
▪ Capable of being but not yet in existence
Realising my PotentialHow do I develop it?
▪ “The trouble with many career plans is that they are based on the
way things are now. To be successful, your personal plans must
be based on what you want, not what you have…We all have great
potential inside us to do many things that you would have never
thought possible”
Nido Quebin
▪ “But it must be based on something you’re ‘passionate’ about…
“Those who build their life around their passion will more than
likely accomplish success”
Richard Branson
How do I define success?
- key questions
▪ What does the word success mean to me in relation to my career?
▪ What am I really passionate about – or at the very least ‘really
interested in’?
▪ What potential do I see inside me and what have others told me about
my potential in the past?
▪ - Think about your full potential, not just in terms of where you are
today…
The Recruitment Process
Review of Job
VACANCY
Advert
Search/Head Hunting Process
Receipt of Application
Assessment Centre/Other Pre-interview Tests
Longlisting
Interview
Offer of Job
Recruitment firm make 1:1 contact
Recruitment firm make 1:1 contact
Recruitment firm make 1:1 contact
You may wish to contact firm
What qualities are modern
recruiters looking for?
▪ Attitude, behaviour, personal qualities
▪ ‘Organisational fit’
▪ Experience, skills and ability to make the difference
▪ Motivation to work for the organisation
▪ Identification of your ‘uniqueness’
Contact with Recruitment firms
▪ It is generally useful to make contact when interested in
their position, but think carefully about the information you
need beforehand
▪ Recruitment firms are there to provide support and you
should be able to ask them ‘anything’. Get as much
information as possible, but be sensible. Remember – you
are potentially being assessed
Contact with Recruitment firms
▪ Once the process begins – e.g. application/CV is sent in,
contact initiated by you should only be about the process.
Avoid the temptation to ask them about the number/quality
of other candidates, or commenting in an informal nature
on your views of the organisation
▪ If the firms don’t know you – get to know them, send them
your CV and meet with them outside of the recruitment
process
The Assessment Centre
▪ The Assessment Centre is designed to maximise the range
and depth of evidence made available on each candidate
▪ Provides a more comprehensive assessment of the
candidate than the traditional selection interview
▪ It enhances the selector’s ability to make a more accurate
assessment of the candidate’s capability in relation to the
post
The Assessment Centre
The best thing about an assessment centre is that no one part
of the day is taken in isolation. So if you mess up one
exercise, forget it and move on. If you do brilliantly in all
others, the employer will probably allow it
Nobody is perfect
Assessment CentreExercises – some examples
▪ Group discussion
▪ In-tray exercise
▪ Strategic management thinking exercise
▪ Case study
▪ One to one interviews
▪ Psychometric tests
Preparing for the interview
▪ Related work experience
▪ Reason for changing jobs
▪ Why you applied for this job or what you can offer to this
post
▪ Consider the job description/job requirements
▪ Practice beforehand
▪ Think about questions for the interview
▪ Know your skills and abilities
▪ Know your strengths and weaknesses
Themes that are often explored at
interview – senior level roles
Before you go to an interview, think of some good
examples of :
▪ Communication
▪ Decision-making
▪ Planning and organisational skills
▪ Financial/budgetary management skills
▪ Work in politically sensitive environments
▪ Managing complexity
Tips when involved in
Group Exercises
Your interpersonal skills are key…so be:
▪ Diplomatic
▪ Supportive
▪ Challenge & support
▪ Involved
▪ Involve others
▪ Problem solver/solution orientated
What is psychometric testing?
Psychometric testing falls into two main types:
▪ Ability testing
measures your potential to learn the skills needed for a new
job.
▪ Aptitude tests
Also known as cognitive, ability or intelligence tests. Tests
your critical reasoning skills
Personality testing
Questions focus on a variety of personality aspects
such as:
▪ How you relate to other people
▪ Your work style
▪ Your ability to deal with emotions (your own and other
people's)
▪ Your motivation, determination and general outlook
▪ Your ability to handle stressful situations
How should I answer the questions?
Many employers want candidates with a balance of
personal qualities: i.e.
▪ ability to get on with people
▪ take charge and organise
▪ being focused on achievement
Don't try and second guess the answers just be yourself
Presentations
▪ You'll be asked to talk through a particular topic in a
clear and structured way
▪ You may be offered equipment (e.g. an overhead
projector or PowerPoint). If you are, then you are
expected to present a more professional presentation
Presentations tips
▪ Practice presenting to people that you know will be
positive to you
▪ Get them to give you feedback and help you improve.
This will help you feel more comfortable when you
have to present to other people
After the interview
On the way home, try to think objectively about
the Interview:▪ How would you have rated your performance if you were the interviewer?
▪ What could you have done differently or better?
▪ Did you feel as well prepared as you could be?
If you don't get the job, learn from the experience and use it to improve your
future performance.
Most employers are willing to give feedback; this will help you at your next
interview.
After the interview
▪ May have to wait to know the outcome
▪ If you get the job – well done!
▪ If you don’t – seek feedback
▪ Don’t necessarily take failure personally
▪ What should you do if you feel the decision was unfair e.g.
based on your race?
Self Awareness
Be the change
you want to be
Taking Leadership of
our Learning
▪ What two actions can I take after today that will build on the models we
have discussed and the conversations I have had?
▪ How will I know I am making progress?
▪ What impact will those actions have for me, my team, the organisation?
Next Steps and Action
Planning
▪ In taking leadership of my learning, between now and Learning Network
4, I commit to…
▪ (SMART objective)
Your Between Module
Challenge…
▪ Research and Apply for Dream Job
▪ Prepare presentation on your project and achievements
▪ Focus on your objectives, be prepared to report back!
Thank you