An Intelligent Career Model For The 21st Century UT
An Intelligent Career Model For The 21st Century UT
An Intelligent Career Model For The 21st Century UT
1. Introduction 1
3. Conclusion 12
1. Introduction
If youre at the Careers advice historically helps clients do things like create a
stage of your barnstorming CV, practise to ace an interview, develop mind
career where blowing propositions or build a 30 sales pitch - as if they were
youre just simply goals to knock over. At Rialto, we increasingly think goals
alone are insufficient. A focus on goals doesnt seem to work that
wondering how
well in todays volatile world which is why much careers advice
you got here, isnt worth getting. So instead of goals, adopt a systems approach.
how youll get
there or have no Most of us started our careers much like balls in a pinball machine,
idea where there fired with great speed and purpose from education only to find
even is, just ourselves hit a bunch of unidentified obstacles, set off bells, pick up
keep reading some knocks and land somewhere miles from where we thought we
would. This realisation can be particularly revealing for senior people
20 years in to their careers, often when they reach out to find people
like us.
Ways in which careers develop has changed hugely in the last thirty
yeas. Rare now are traditional linear careers, where you climbed the
corporate ladder, implicitly trusting that the system would reward
you with a secure job to retirement, a pension and financial security.
Expert careers have better stood the test of time, where scientists,
doctors, musicians, lawyers and other specialists followed journeys
where they continued to hone their skills, seeing their increasing
expertise band rarity rewarded commensurately.
As you look at it, consider which of these seems most relevant to you
and whether its in fact the trajectory you thought youd be on when
you entered the workplace. This might come as a surprise. What
does it suggest about the way your career has developed and is it
time to take back control?
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Chapter one: Introduction
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Chapter one: Introduction
Scott Adams, Dilbert creator and all round good guy, is an interesting
and wise character and made some good points in a recent article
for Inc. magazine about career planning. He says:
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Chapter one: Introduction
So forget about passion. And while youre at it, forget about goals
too.
The best advice we can give clients is to think about the job after the
next one. Job seeking, like networking, is not something one does
only when necessary but should be a continuing process. This makes
perfect sense if you do the maths: chances are that the best job for
you wont become available at precisely the time you declare
yourself ready.
But do not expect your employer to do it for you. They are interested
in keeping you doing what you are doing, thank you very much,
especially if you are earning them money or freeing them from what
stuff no-one else can or wants to do.
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Chapter one: Introduction
Throughout our coaching lives weve had our antennae up, looking
for examples of people who use systems as opposed to goals. In
most cases, as far as we can tell, the people who use systems do
better.
If youre out there looking to make your first break into something
new, then systems thinking is also essential. The whole deal
clarifying who you are and what you want, targeting employers,
writing CVs, dealing with recruiters, networking for information and
contacts, interviewing, negotiating and closing all requires a system
as none of these components of a successful job search strategy
happens in isolation. If you think through this list with your own
situation in mind, you will quickly see how the last item is linked in a
dependent chain back to the first.
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Chapter two: An intelligent model for managing careers
Disruptors
Objective decisions
3. How do I CVs and messaging
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Chapter two: An intelligent model for managing careers
Stage 1 : Who am I?
Personal biography
A guided look back at significant life events, points of transition.
Who Rather than focusing on what was achieved or not, look at how
connected, fulfilled and happy you felt at different times and why
am I?
360 stakeholder data
Our view of ourselves is often different to that of others. Getting
qualitative feedback that is honest and useful requires experience,
careful judgment and facilitative skill. Putting it together in a
meaningful way that clients can understand, even more so.
Motivated skills
Clients sometimes find it hard to express what they feel good at, as
most things they do automatically. The value in structured coaching
interventions to establish core functional skills is essential, as is an
assessment of motivation in using them in future.
Values
Guided coaching conversations with experienced professionals can
help individuals unlock what matters to them more widely in life, the
extend to which they have adopted others values or felt they have
understood their own. It can be very cathartic for someone to
realise and give themselves permission to acknowledge the
importance of certain things in their lives, and how they want to
align their work to these.
Leadership profiling
Completion of a research based instrument which will identify your
potential as a future leader as well as highlighting development
requirements and priorities.
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Chapter two: An intelligent model for managing careers
Landscaping
Some organisations in your target space are pioneers, some are
laggards. When it comes to questions of market positioning,
dominance and competitive advantage it is hugely useful to be able
to landscape and articulate this comprehensively and effectively. So
what is your business plan for your future employer?
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Chapter two: An intelligent model for managing careers
Thought leadership
Consideration of how to become best in class and how to monetise
your value and profile built to date. This element needs to answer
the question as to why the market will/needs to invest in you.
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Chapter two: An intelligent model for managing careers
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Chapter two: An intelligent model for managing careers
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Chapter three: Conclusion
3. Conclusion
The call to arms is clear - careers will look different in the future and
tomorrows winners will self-drive their careers from the beginning.
If the desired end points are as described in this model, individuals
will need to better understand far earlier in their careers what will
suit them so they can establish a career system and run with it. This
requires a pragmatic and holistic view of the self whilst still at junior
levels, perhaps with some career coaching intervention to help them
reconcile their values, career aspirations, preferred behaviours and
environments
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James Parsons practises as an Executive and Career Management coach with
senior individuals from professional services, law, finance and industry.
Contact:
james@untappedtalentcareers.com
+44 7540 284586