Making the Most of
Career Possibilities
June 10, 2010
Presented by Ann M. Johnson, Catalyst & Career Transition Coach
The P-I-E Model
Based on book by Harvey Coleman …
“Empowering Yourself - The Organization Game Revealed”
P = Performance
I = Image
E = Exposure
What is the impact on career advancement?
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Strategic Approach
Conventional
Coleman
P = Performance
1
10%
I = Image
3
30%
E = Exposure
2
60%
Breaking away from the pack … differentiate!
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Performance
 Entry ticket
 Common denominator in
the promotion process
 Confirms your ability to
take on more responsibility
 Must grow to stay above
the bar as it is being raised
Don’t get the wrong idea,
Top performance is Critical
Lack of performance
will derail you
Performance alone
won’t separate you
from the pack
Always deliver
Performance from my experience …
Results
Behaviors

Ability to set and articulate goals

Quantify results and context

Consistently meets commitments

How do you collaborate?

How do you demonstrate you are
a team player?
Your performance is key
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Image
 What is the message you
send before you speak
Know your audience
 Includes many areas …
walk, dress, demeanor
Every encounter is an
interview – make the
most of it
 Answers the question
“I’m ready” or “I’m not”
 The language of serious
players at or near the top
is conservative and
traditional style & dress
Be energized / energizing
Image is a tool in your
professional toolkit
Emulate leaders
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Image from my experience …
Body Language



Be engaged in the conversation
Eye contact
Sit where you can be seen

Conservative, yet contemporary

Pressed … even for casual events
Hair and makeup
Cleanly shaven or bearded


Appearance
Firm handshake
Good posture in meetings


Your image is your brand … manage it!
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Exposure
 Greatest impact on your
career
 Internal and external
opportunities
 Makes you visible to those
who can influence your
career
External things:
 Volunteer
 Maximize special project
and “fire drill”
experiences
 Can be enhanced by
networking with others
Develop sponsors
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Exposure from my experience …
Get Involved


Stakeholders


Task forces and councils
Networking
Who’s who and why
Active leaders and influencers
Mentor

Develop a mentor relationship
— Formal or informal
— Mentor someone else
Sponsors

Sponsors are critical
— Know if you have one
— Work on relationships
Exposure takes action from you
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Performance
 Entry ticket
 Common denominator
in the promotion
process
 Confirms your ability
to take on more
responsibility
 Must grow to stay
above the bar as it is
being raised
Image
 Is the message you
send before you speak
 Includes many areas …
walk, dress, demeanor
 Answers the question
“I’m ready” or “I’m not
ready”
 The language of serious
players at or near the
top is conservative and
traditional style & dress
Exposure
 Greatest impact on your
career
 Internal and external
opportunities
 Makes you visible to
those who can influence
your career
 Can be enhanced by
networking with others
Always Deliver
Emulate Leaders
Develop Sponsors
You control all three elements!
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Critical “Who’s” of Networking
Huggers
Mentors
Role Models
Connectors
NETWORK
Peers
Sponsors
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Critical “Who’s” of Networking
Huggers
Mentors
 Trusted advisors; usually close to you
 Well connected, examples of excellence
 Act as catalysts to move you from one
phase to the next
 May select you
 Provide foundation of support,
stability and emotional balance
 Usually, huggers are loved ones,
close friends, colleagues and
extended family
Peers
Role Models
 People you wish to emulate
 Traverse age, station in life
and profession
NETWORK
 Sometimes watched from afar
 Selected by you
Connectors
 Current or past
teammates
 Contemporaries who
support your
performance
Sponsors
 Friends or acquaintances who have
resources and are ready, willing and able
to share them
 May be known or unknown by you
 Shakers challenge you to take action on
your goals
 May take overt or covert action to
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help you achieve your goals
 Are willing to put their reputation
on the line for you
Your Professional Wheel of Life
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Your Personal Board of Directors
Creating Your Board
 Change members
 Utilize “outside directors”
Peer
 Always make room for one more
 Strive for ‘conflict’ on board
College
Prof
Manager
CEO, “You, Inc©”
Your Role
 Remember your board is volunteer
 Listen to and accept their feedback
Friends
Formal
Mentor
 Ask questions for clarification
 Avoid being defensive or
argumentative
 Thank them, whether you think
they are right or wrong
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Choosing Your Personal Board of Directors
Pick PBOD Members Who ...
 You can be honest with
 Will be honest with you
 See you differently than other
PBOD members
 Can commit to the time you need
CEO, “You, Inc©”
 Are results-driven; support tangible actions
and deliverables
 Can help you support the “whole you”
Invest the time to understand where you stand
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Mentoring
Myths
Realities
 Quick … easy
Long term process
 One key leader
Several and changing
 Always formal
or assigned
Often informal
 A superior
Boundary less
 Constantly positive
Constructive
 Available
Contract on timing
Mentoring evolves over a lifetime
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Critical “Who’s” of Networking
Huggers
Mentors
 Trusted advisors; usually close to you
 Well connected, examples of excellence
 Act as catalysts to move you from one
phase to the next
 May select you
 Provide foundation of support,
stability and emotional balance
 Usually, huggers are loved ones,
close friends, colleagues and
extended family
Peers
Role Models
 People you wish to emulate
 Traverse age, station in life
and profession
NETWORK
 Sometimes watched from afar
 Selected by you
Connectors
 Current or past
teammates
 Contemporaries who
support your
performance
Sponsors
 Friends or acquaintances who have
resources and are ready, willing and able
to share them
 May be known or unknown by you
 Shakers challenge you to take action on
your goals
 May take overt or covert action to
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help you achieve your goals
 Are willing to put their reputation
on the line for you
Questions?