REALITY CHECK: We are hired for our skills – and fired for our behaviors.

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Reality Check: We are hired our skills and fired for our behaviors hosted by HRDQ-U and presented by Dan Parks and Barry Phillips. My name is Sarah, and I will moderate today’s webinar. The webinar will last around one hour. If you have any questions, please type them into the question area on your GoToWebinar control panel, and we’ll answer as many as we can during today’s session.

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The foundation of today’s webinar is based on the Career Roadblocks Finder Assessment. Found at HRDQstore.

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The Career Roadblocks Finder is an eye-opening assessment that helps managers and executives spot the barriers to career success and make research and evidence-based information available to the general supervisor, manager, or leader, learn more at www.hrdqstore.com.

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I’m excited to introduce two authors at the Career of Blacks Binder, Dan Parks and Barry Phillips. Dan is a business and economic development strategy strategists with over 30 years of experience consulting with sectors including corporate, manufacturing, banking financial services, small to mid-size high growth companies and government and economic development organizations.

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Dan has co-developed a series of web-based products including the Business Smart Suite Group Lead and the Career Roadblocks Finder. Across the US.

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Dan has led strategic planning for the National Association of Small Business Development Centers and has helped develop strategic plans in 20 different states for small business development centers.

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Barry is co-owner of Archetype Learning and is an associate of the Institute of Bankers and Unite in the United Kingdom. He spent 33 years as a career banker, including establishing branch offices and coordinating multi-million-dollar credit facilities for multinational organizations. In the US, he worked for over 20 years for the North Carolina Small Business and Technology Development Center as a business consultant.

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Very is a co-developer of a series of assessments designed to assist individuals to understand critical choices and career decisions and personal development and assist organizations to identify and Rectify Business processes and group behaviors. Thanks for joining us today, Dan and Barry.

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Oh, good day to you.

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I know we have some international people on the call, so what, over time, it is good for you.

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Dan Parks and I ought to be able to talk to you about the Korea. Roadblock is fine.

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There are other assessments that put a more positive spin on developing one’s career.

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But we believe there is a real value in understanding behaviors that can hold us back from promotion involves, in other words, career derailment.

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This webinar is called a reality check for a good reason because it recognizes that we are hired for our skills, but we’re fired for our behaviors.

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Dan and I will describe and explain key elements of this self-assessment, the road, the Career roadblocks Finder.

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And, if you choose to take the assessment, you will receive a report that evaluates which of the three categories of the Rayleigh staller accelerator.

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you demonstrate 11 scales.

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Now, these scales are split into two domains: Work related domain, self-management domain, and the 11 behaviors we’re going to describe, the report gives you examples of behaviors in each of these categories for each of the 11 scales.

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So, it’s pretty comprehensive, whether you explore this for yourself, or use it as a guide for people to report to you, the development plan will be a useful, practical guide as to how to address behaviors.

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Now, during our presentation, there’ll be opportunities for each of you to take pause at a short poll, the result of which will be quickly showed.

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This poll will give you a sense of how your responses fit into those of a wider audience.

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So let’s get started on the webinar. And that is the deal with the first few slides.

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Thank you very.

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Just to build on what Barry said about career and roadblocks, one of the key reasons we chose to develop the Career Roadblocks Finder is that first bullet, research is pretty clear.

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one of the sources we use a lot is the Center for Creative Leadership.

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So global firm tends to be headquartered in North Carolina, where I live, but that that first launch pretty startling 40% of new leaders or new executives fail.

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Within a chain much, the irony is, as the second bullet, introduces, failure is present.

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So in today’s session, we’re going to talk about those preventable measures that can that can be pursue.

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We’re also going to talk about the research that underpins the Career Roadblocks Finder, and importantly, will balance the roadblocks and the derailleur, with what we call accelerate.

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And this gives a little more sense of today’s quick session, we’re going to focus on those potential barriers.

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But, I think a key takeaway of our time today is an early warning.

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Depending on where we might be in our career as early warning, as we can get.

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Of the skills, behaviors, and mindsets that we need.

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Certainly, if we look at a next level and our career.

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So, the bottom line, as it says there, is knowing what to sell right, in terms of our behaviors and what can cause problems.

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In addition, we pay attention to where each of us might be and our career we have worked a lot with teams and remote workers and the like as certainly that have emerged during the pandemic.

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But, wherever we might be in our career, be that an individual contributor, a manager, who might be wanting to transition to a more strategic level role, hypertension leader, understanding where they might struggle.

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It’s important for each of us to have that sort of checkpoint: where are we in her career?

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There’s a series of learning points that come through the session today.

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Those learning points really include, as Barry introduced levels of behavior.

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That may include accelerator, staller, or blocker, which we will go into detail as well as signals of derailment, you know, current signals that we might get in our career derailment and the importance of self-management.

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So those are key learning points that we’ll go through today.

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In addition, we will look at how self-management, especially that bottom bullet, works with our work-related behaviors and how problems may develop.

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So another key takeaway is what we call a value proposition.

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And probably, the best way to articulate this value proposition is the following: Knowing Agenda Item five.

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What might be troubling?

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Derailer or blockers in our career and beginning to understand how to minimize, limit them, remove them.

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So that is really the value proposition.

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Knowing what might be problems for us, and then knowing how to deal with them.

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Then, I’ll mention in some detail, and then I’ll introduce Barry again.

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Introduce in some detail what we’ve researched in terms of signals of career derailment.

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And you see them on the screen. Some of these are obvious.

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It could have happened to us or someone we know loss of position, demotion, or volunteering, raison.

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those can be more evident or audience, perhaps less obvious, more insidious Are behaviors that show up that relate to these signals.

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Might be proceed.

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Is lacking patients being ineffective with change, lacking political savvy, you might say interpersonal savvy as well.

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Those tend to be some core areas of problem. But these problem behavior behaviors are knowable and manageable, especially if we catch them.

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Rather than ignore them early in our career, Barry is going to look more specifically at these three levels of behavior Back then.

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Yeah, we need to know, I think, Type Annotation to those three levels. We talked about them a little already.

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Derailing, stalling, and accelerating.

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And you will see, on the screen a little definition of each of those.

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And I think the point, I would like to sort of emphasize is that the behavior is the differentiator between those three levels of activity.

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In other words, it’s how you behave is how it’s differentiated between your seed. Is it the Rayleigh? Staller or Accelerator?

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The bottom line? Blue tab at the bottom there?

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Just to emphasize it, we’ve gotta know, what are these that could accelerate our career add.

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We also need to know what can cause problems as we try to climb, climb that ladder of advancement. So next slide.

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The research Dan just talked about, we’re lucky to have that resource here in our state.

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But we’ve also done secondary research to see how the items that we’ve identified hold up when compared to other data that’s available.

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So we have studied over a period of time the sort of research in this area of management effectiveness derailment.

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And the domains which we’ve come up with we think, are essential to the effectiveness you’re going to need in advance your career.

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Next slide if you would, please.

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Now, more on the research, we found this very strong common elements to this, and you will see them highlighted here.

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I’m going to read these out for a moment because they’re all important diversity of experience.

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Emotional stability and composure.

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Add to those how you deal with and handle mistakes. Because mistakes that happen.

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Interpersonal skills, how you relate to other people.

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What level of integrity does a person show when holding the position?

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And last, but certainly not least, least, what’s sort of technical, cognitive skills, are brought to bear.

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So, these six-research save’s, underpinned the find the assessment.

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Now, I’m going to hand it back.

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I’ll just pick up on that, Barry.

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I think the key takeaway here is that many assessments that we encounter, that many of us have used, may focus on strengths.

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The different perspective here is that we’re really focusing on where problems may arise, at the same time trying to look for those accelerators so where were most likely to fail and achieving promotion or that national level.

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That’s the different research perspective that we’ve pursued.

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And when we started talking with HRDQ, about the efficacy of this product, we offer assurances, as you see towards the bottom of this slide, The research is scientifically sound. This is a research-based tool.

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We’ve really tried to do pursue the highest ethical standards.

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And then the, what you see is that in the blue box at the bottom, in addition to Barry and myself, our third author is Roger Pearman.

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Rodger has extensive experience in research and development, these kinds of instruments.

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So, combine the three of us have a lot of experience and knowledge to bring into this.

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Now, we’re going to move into the actual design.

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The career roadblocks Finder.

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There are two domains as you see on screen.

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Work related behaviors and self-management behavior.

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Now, associated with each of these two domains, you see on the screen, there are around work-related behaviors.

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There are five scales, beginning with work focus, working with others, team sensitivity, relationship building, political savvy.

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So those five scales comprise the work-related domain.

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On the right-hand side, you see the self-management behavior with actually six scales, career mindset, patience, information management, growth orientation, empathetic, and future oriented. We’re gonna go into these in some detail.

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There is going to start with the work-related behaviors.

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So you’ll see in the bullets, the definitions of each of these behaviors factor, as Dan mentioned, we’re going to look at the five work related behaviors in more detail now.

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And on the screen, you’ll see that each of these are going to be headed up as work related behaviors. But then the scales are measured by name, but below that, you’ll see three little bullets that will start to give you a sense of a definition of this.

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So, underworked focus, I summarize this by saying, how do we organize and evaluate work?

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That’s the essential part of what we’re looking at when we look at it work focus.

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Next slide, then.

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Now, the second scale looks at working with others, and here, I think I put this definition to it, how we maximize others, talent.

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So the feedback, then what other into that?

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How do we use new problem-solving tactics where we have to address you issues?

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So those are work related behaviors.

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The third slide, we’re going to look at sensitivity.

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Now you’ll see here three bullets talking about the building of teams, communicate with them, how to achieve collaborative opportunities, Now, I would summarize that by saying how we create, support, and grow team activity.

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The fourth want to look at, its relationship building.

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Now, the behaviors we’ve identified here are showing interest in others, creating networks, making time for conversations, I think we can summarize that by saying how we encourage and develop relationships, and then how we use our time within those relationships.

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Now, the fifth and final of the work-related behaviors is, in fact talking about political savvy.

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You’ll see here, three bullets about conflict, political environment, how to read it, how to operate with it.

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Then lastly, but certainly not least, engaging in strategy, and again, I summarize that by saying how we recognize and deal with strategic and personnel issues.

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Aye.

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Basically, how we need to deal with those items that evolve and show conflict.

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Back to time to talk about self-management behaviors.

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Yeah, very covered. The first five I’m going to cover the remaining six.

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And these six fall under self-management behavior.

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The first is having a career mindset, and we could also articulate that as a mindset of performance.

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A willingness to seek advice, to be adaptable, and that may, well include things like delivering work on time, which is a performance matter.

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Using mentors, which is a key part of are the items, as you, as you look at this assessment, ways in which mentors are used.

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Then adapting to get things done. So that mindset of performance seeking advice being adaptable makes up the career mindset.

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The next one, sorry, the next one is patients.

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Now, patience is really the ability to see, in part, through the lens of others to be able to listen, to ask questions and hopefully remain as unbiased as possible and dealing with situations with other people.

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And it does relate to, certainly, planning and the patient nature.

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That is required when we, when we do plans for our division, or departments, or four, our organization.

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Planning doesn’t always have an immediate result, or metric, or achievement.

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So being patient and being able to manage over time as part of that.

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Dealing with others, certainly not interrupting, again, trying to shoot through their lens, and the ability to be somewhat resilient and to respond during pressure that makes up the patient’s behavior and aspect.

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Number eight has to do with information management as a self-management behavior, and it’s not just using information, it’s sharing information, engaging others in information, and increasingly, information management is highly utilized, uh, and helping us to understand the level of risk and how we might want to share that risk information is revealing and encourage others on our team and other colleagues in that risk.

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Now, the next 9 to 11, these behavioral scales are growth orientation.

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This is also a kind of mindset, a performance mindset.

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It’s a mindset of stretching a mindset of being able to deal with complexity and essentially being strategic.

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And our approach, and it might result in things like taking stretch assignments, as one is, given that invitation.

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And, again, dealing with complexity, that is only increasing and our environment, and really continuing to seek information, and look for that information that indicates the future amur growth may occur.

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And speaking of the future, how we actually, excuse me, one second.

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Yeah.

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How we recognize, now, and into the future, this notion of empathy or being empathetic.

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This gave me a little pause as we were creating this scale.

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And what we learned about the empathetic scale, it is now being recognized more and more through research.

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And it’s a vital leadership competency.

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Really the ability to understand the needs of others.

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Being aware of others, thoughts, and feelings.

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So it’s not just a soft skill.

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As we’re familiar with that, that term, it’s becoming more of a performance indicator and really seeing how leaders, and we can be more, more people focused to have that ability to work with people.

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Varying teams be inclusive, work across a versatile culture and backgrounds.

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This notion of empathy, and the empathetic scale seems to be rising and important. So, you see the bullets and includes certainly fulfilling promises, honoring, others’, influencing.

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Now, the final scale, 11 is in fact, the ability to really be future oriented.

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There is no question that our environment is now volatile, uncertain, and chaotic, that is much burned arm.

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So, we have two operate in this environment, but to be future oriented in terms of or what are alternative shorter future pathways where might growth occur, where my successor curve for our careers, as well as our organizations.

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So, so again, advice, being strategic.

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This behavior includes you know, seeking variety, planning ahead, enjoying ambiguity, ambiguity, uncertainty, if not enjoying it, certainly being able to deal with it and that complexity.

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Now, let me turn it back to Barry.

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We’re going to offer some poling opportunity.

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Thanks, Dad. I think, Sarah, you, you, I’ve got the ability to put this poll in front of our audience, but we’re going to put the questions up here on the on the screen.

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And you’ll see that there are four of them. And, perhaps, Sarah, you can take it from here.

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Yes, so, we have launched the poll. So, if you want to take a moment here, read the questions, submit your response, and then we can share those results out with the audience. We’ll give you about some responses coming in already. We’ll give you about 20 more seconds or so to submit your answer.

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And the boats are shrinking in.

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We’re still going to give you another 10 minutes, here.

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OK, great, and we will get those results now, up on the screen.

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So, we have 16% saying: Work focus, or quality of work, 60% say political savvy managing conflict, Reading the political environment, 16% say information management, Managing and sharing flow of information, and 9% say growth orientation, taking stretch assignments, Sarah gives us an idea how many people were able to respond in that short time.

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Let’s see, here, we had, we had a nice chunk of people, people, oh, we actually had about 75% of the audience today, Vogt. Excellent, thank you.

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So the qualitative work, under work focus, your rose to the top on that, I’m here.

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Well, political savvy is the one that really hits home, which is, I think you see that if you’re on that path, you’re coming more and more into grips of what it means to be around people who are baby. Competitors certainly influences in your career.

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Very good, Sarah, shall we move on?

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Yes, OK, let’s talk a bit about how the report is organized.

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And, uh, HRDQ is set up to send each version a sample report, but we’re going to hit the highlights of the report, as well as virtually gather on the webinar.

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What we’ve really tried to accomplish with this report is to keep it lane and straightforward, it ends up being only about 14 pages for most people, and the report provides those things that you see on the screen and certainly provides scores. We’ll talk more about scores in a moment.

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Most important developmental work. It provides interpretive results and tips.

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And we’ll give you a sample of those.

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anemone, gives each person a chance to reflect and look at suggestions that might work, and there’s also a pretty guided developmental template that’s part of this.

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We do want to emphasize, I think most of you have been through assessments like this, this is a self-report, it’s not a multi rater, it’s not …, it’s simply what each person indicates as you go through the.

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the, the items online shows what each of us indicates, and that will result in the scores.

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So, let’s get a sense now, Which, of how the Find Your report shows those scores.

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You see on screen, the work focus domain, and the, the behaviors, the five behaviors under neath, that work related behavioral domain, And, you see work focus, working with others.

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Team sensitivity, religion is going to say then, what we see in the middle column, it’s a score.

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An hour further delineates that in a moment, but what shows up for the learner is OK, Underworked focus. I scored 19 that indicates a stalling category.

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A score of 19.

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Working with others Wow, there’s a score of 13.

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For me, as a learner, that would indicate of blocker category.

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Now, the other three are in the installer category, so that that’s informative.

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So, we’ll go to the next, next one.

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Here are sample scores that would appear under the shelf management behavior.

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First, being work related, this is self-management.

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We see the six behavioral scales underneath shelf management behavior.

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Look down at future orientation, the very last one we see that shows up as a blocker for me, as a learner, if, if being future oriented, is important for me, and my position, and my role for my organization, I might want to pay attention to that.

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I might want to pay attention to developmental tips that will come through in the report, in terms of that blocker behavior.

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Now, it’s also showing up for me, as a learner that every other item there, from career mindset, patients, all the way down to empathy.

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I’m showing up as installer.

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So there’s no real accelerator showing up for me, and how I have responded to this survey, this assessment online. What I’ve said about myself.

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These categories are showing up.

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A little more information, uh, we see here, the interpreting results Now for, and just so, you know, when you go online, this is a five-point Likert scale.

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It’s a, it’s an agreement scale from, from strongly disagree, all the way to strongly agree.

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So it’s a five point Likert scale, and each of those items are posed in a way.

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For me, as a respondent, I’m saying the degree to which I agree with that behavior that is shown, for example, as seek mentors is one of the items. Is that something I agree with, that, you know, strongly agree, rid, of, always done, or is it something I’ve never done?

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Should we have a chance to respond on that five-point liker agreement scale.

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And what that shows that hasn’t shows up in the results.

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And we did see that, by the way on the previous slide where we had it read 18, 19, 18, 21 and so forth, that shows up for each of us who Che.

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The Career Roadblocks assessment blocker category would be those totals that are 16 and below.

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And that indicates that the behaviors not sufficiently demonstrated can lead to derail Mudge.

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So that, that’s a troubling category.

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And then we come down to staller, which is a 17 to 21 range.

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That indicates behaviors that may contribute too. Not getting where we wanted to be as quickly as we would like to get there.

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Behaviors are, let us say, we may indicate at times, more positive or accelerator behavior.

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At other times, we may, we may, we may exhibit more of a blocker behavior. So, there’s a mixture.

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There may or may be some inconsistency in terms of how others experience us.

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And the third and final category is accelerator.

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And that’s where we’ve, we’ve scored 22 and above, 22 to 25 in the category.

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These are behaviors that can certainly contribute to our being more effective.

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It can lead to promotions, career opportunities, perhaps a little more readily.

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Let me show you an example as well of the detail that’s in the report.

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This really highlights, where are we score?

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And it provides us a descriptor.

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So for me as a learner, as a respondent to the survey, I’m looking at work focus.

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Early work-related behavior and there’s the definition of work focus followed through work quality, distribution of work, among others.

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Then you see three levels of descriptor, blocker, Stall, or accelerator.

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I’m showing up as a as staller behavior, underworked focus.

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If you look at where that shaded category appears, two bullets are quite descriptive, it says to me, usually, on time with projects, I’m comfortable with some level of multitasking.

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Um, deadline prompted. I use deadline pressure as motivation to complete projects.

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That’s not quite the same as an accelerator.

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You look at the far right and accelerator rarely ever connects.

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Meet deadlines, enjoys multitasking, or I should say, is energized by multitasking.

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Can start early anticipating how to organize.

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So you see the different level of interpretation and description of the behavior.

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Now, for me, if this decision is my result, looking at the working with others at the bottom there.

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Dealing with feedback, employing new problem-solving tactics, and so and so on.

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I’m showing up as a blocker, if this is me, we’re not demonstrating a concern for others, I’m missing clues from others.

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I don’t see how others that I’m not reading people, not reading expressions, body language, voice, intonation, I’m not reading a group as well as individuals are missing clues.

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And I may dominate.

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close off discussion.

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So, we’re getting a sense of pretty much a clear sense of what we’ve said about ourselves, and this, uh, questionnaire does this assessment.

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So, let’s move on to the next show.

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Once we get the scores and the scoring ranges, and we get a sense of the interpretive results that are showing up for us, now we have an opportunity to reflect on the report, on the results.

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And we can work for things, as it says, on screen, suggestions here.

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Are there particular themes in their behavior?

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If I’m insensitive to others, is that showing up?

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or I’m not listening if I’m not patient, if I’m not delivering on deadline, if I’m not being strategic, Are those themes showing up across, you know, several behaviors?

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That’s one area of reflection, but most importantly, as it says in item B there on screen, it’s what resonates with you with each of us.

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The implications that are coming through in the report be they blocker, staller, or Accelerator, implications, results.

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What’s important to you, what resonates with you at your point in your career?

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We really encourage additional feedback.

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It is really helpful.

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If we have a colleague, or two or a team or someone in our personal life that we can uses checkpoints, maybe run this information by them, and see what the implications have those implications online.

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With our perceptions, read their perceptions.

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That additional feedback is often quite revealing. Quite helpful.

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At the bottom of the screen and Item D, what we also provide is a kind of template, a developmental plan worksheet that any of us can follow.

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You could even translate it to a Word document or an Excel document if you wanted to and really begin to focus on a plan to perhaps overcome career roadblocks.

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Perhaps to really accentuate.

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The accelerators that may be coming through and or, and moving onto, just a few more comments about the report, we can’t emphasize enough, this is a self-report There are recommended ways to go through a self-report online.

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We, you may have heard as we often suggest.

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Take a shoe off approach, you know, when you go through an online survey or online assessment like this relax, do deep breathing as you go into it. Try to do it in a time of stress.

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Try to go through the assessment online When you’re really busy otherwise be relaxed and you know sometimes the first answer.

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The first impulse might be good so perhaps not scrutinized too much Most importantly don’t take the assessment with how others will view this in mind. first and foremost.

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This is a report for each of us. This is a self-report this report for us, so we don’t want to do it for someone else You want to do this for us.

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It’s our opportunity for learning our opportunity to address things that resonate with us.

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The next bit of advice and in the in the middle bullet here is really knowing that while there are potential derailer out there for us that may show up in our report.

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The stars are also important for us to, to ponder because they can easily become what’s called career status. They can create stead or problems and our career with our relationships, and our role.

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So the derailleur sort of hit us, you know, right, run the face. Those are those are, can be kind of stark and away.

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The scholars are also important, too, for reflection and to balance this out.

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As we said earlier, we did an approach, this report from the standpoint of strengths.

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But we did keep in mind that accelerators are important as a balance here.

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So, there are, in fact, except the levels of accelerator, the level of staller, and the level of derailer as we’ve seen through this report.

38:01

So, often, it’s important to note.

38:05

Now, the accelerators may be used as leverage or as ways to pave the way.

38:11

And in terms of our career track, let me turn it back to Barry and consider some of the aspects of the development plan that’s in the report.

38:23

Thanks, Dan.

38:24

And I think by now, you’ve probably picked up that we were using the word blocker and derailleur just two descriptions of the same thing. It’s a question of language, what might be more appropriate in different parts of the world, for example, but they are indeed the same thing.

38:41

So, development plan.

38:43

I’ve got to change gears slightly here, actually, read the thing through with you, because they’re all important, and they are all takeaways from this exercise.

38:52

So, we said, we need to suggest you keep additional questions yesterday in mind. And now we list out some ideas where you would go to form these questions and seek out suggestions.

39:06

So, what’s your behavioral goal?

39:08

What is it you want to achieve?

39:10

And if you don’t know that, it’s still difficult to get to any goal unless you identify what it is. So, that’s an important number one.

39:19

The second one up is shows, what are the benefits and resources with the emphasis or resources necessary to get to that goal?

39:27

And once you’ve identified those, if you don’t have them immediately to hand, where are you gonna find them?

39:34

Is a subordinate, or some people or … part of your organization. But in fact, is a mind where you can go to say, well, I’d like to know more about this, I can find it, and then start to think about how I change my behavior.

39:50

Third, one.

39:51

Now, that’s sort of talked about this earlier, our little wave, that having a partner, someone that you can trust to go to, that will give you a fair and honest opinion, that’s an important facet of how you are going to achieve any change.

40:06

For very cool. Yeah, if I may interrupt shown on the accountability partner.

40:11

Barry and I have worked together for 25 years.

40:14

And, and we’ve been each other, I would say, we’ve been each other’s accountability partner at times.

40:21

But, there are times, especially an accountability partner, can be a real-time resource.

40:29

It’s not just someone that we would go to for feedback at an appointed time, or, no, kind of shoes off session, but, uh, have someone, if we’re in a meeting, and we’re sitting around a table together, and we’re talking too much, or we’re not listening, are we being too dominant or controlling which? The traits of some one’s accountability partner might just sort of kick you under the table, or lightly tap you on the shoulder.

41:01

So, this accountability partner if it’s a close colleague, can be a real-time resource as well as feedback regional.

41:10

fact that that’s a really nice segue to the next bullet, which is, how will you know if you’ve achieved your goal? Well, if you’ve got a good accountability partner, they’re going to let you know, if you haven’t, for sure, then you can do a debriefing perhaps, after that sort of session that Dan has just described. and get some honest reaction. You know, how did it go, what might I do differently? Where do you think, I might’ve missed out in that whole interchange? that was going on?

41:37

So, next bullet down, talks about resource groups.

41:41

And it’s really going back to what I said earlier on, where do you find the resources? It really depends on your organization and how you’re structured.

41:49

But think about putting together a resource group to discuss references and get their feedback on where do they go to for books or websites, and what do they look at for trends and patterns and how might they suggest to you, you could re-assess your behavioral patterns and then the last bullet is talking about brainstorming.

42:12

Brainstorm ideas for how you monitor your progress.

42:16

How you strategize.

42:19

Have you got a plan and are you able to?

42:23

expand on that from your first ideas by getting other ideas from other people as to what might really work for you? What sort of timescale would work for you?

42:33

As we’ve done throughout the slides, you occasionally put in a blue line at the bottom, which is going to be important.

42:41

So, let’s say you can use these are the worksheet attached template. We said you to put some sort of flesh around the bones that I’ve just been describing.

42:54

Now, our next slide please that thank you.

42:58

On the same lines, I’m not going to try to re-interpret these four bullets. I think they’re all important.

43:04

They all will help us when we’re thinking about where do we find resources and how we use it.

43:11

The first was we provide this already talk to someone you’ve identified is very effective in that particular behavior. Who has it within your group that you see exemplifying the way it should be done?

43:25

I’d say, well, can you give it a clue? What is it that I’m not doing that you are that would work perhaps for me?

43:32

Next one is talking about keywords, Phrases.

43:36

If you’ve got some form of sort of block covering down ideas that occur to you that you look them up later, this is quite an interesting and valuable way not to lose ideas when they occur to you. Just jot down that word or phrase, go back to it later.

43:54

Google it. Search it. See what it is that what it means for you. That’s what we mean by say, entry keywords or phrases.

44:03

We know there’s a lot of resources out there, we know there’s Ted Talk, says the Khan Academy’s YouTube this level. That particular bullet could probably be extended more and more as time goes on.

44:15

But the reality is a lot of people a lot of research and prepare to share the examples, and we could learn from those just by listening and seeing how other people have handled it is going to be valuable to us.

44:30

Then finally, this goes back to something that that Dan stressed earlier on, there is real value in having a mentor, someone that has agreed to keep an eye on what you’re trying to achieve with your goals.

44:43

I’ll give you some feedback as to what progress you’re achieving, so those suggestions are all valid. They’ve all been tested, and we recommend them strongly.

44:54

Thanks very. We’re about to turn it back over to Sarah and just a moment for any Q&A that might occur in a final item.

45:04

Just a couple of capsule comments with the Career Roadblocks find or, we’ve really endeavored to create something that is a quick lean instrument to provide valuable information for each of us in terms of where we are in and with particular behaviors, they research behaviors that can make a real difference in our career.

45:32

So ultimately, it comes back to a bit of what each of us would like to see.

45:38

Going forward in our career, we’ve talked about whether one might be working as an individual contributor or on a team, or a management role, looking at maybe the next level, more strategic level, also looking at a potential leader role as certainly as sought after, wherever we are.

46:04

What’s next, and what we’d like to see next.

46:06

So we hope this is one of those tools that you can pretty quickly and effectively take, that we gave you some valuable information now, again, serve as potentially an early warning.

46:23

And you might take it and then at a point in the future, take it again and compare your bench, little personal benchmark.

46:32

How that, how does it compare to what I took in the past?

46:35

So, those are a bit of our intentions, our purpose about this, we believe a lot and personal performance and, and striving to do well to improve.

46:49

So, Sarah, I’d like to toss it back to you for any Q&A, any other closing.

46:56

Yes, so if you have any questions. We have some time today to answer those for you, so you can just type that into the questions box, and we’ll share some of those comments with Dan and Barry to respond to.

47:09

We did have a question come in earlier and the question is. How do you deal and work if you’ve been demoted from your position?

47:17

Yeah.

47:20

How do you do with and work? If you’re demoted in your position?

47:26

That is, it’s remote It Can’t be emotional.

47:31

Uh.

47:33

The more one knows oneself in times like that.

47:37

The more potential energy strength can come.

47:42

Trusted colleagues, brands, that can help.

47:47

I think the starting point for that is that I would ask myself, is, what was my role in that, can I be self-effacing?

47:59

Can I be introspective. And that would be my starting point, what was my role in being demoted?

48:05

Then, I would look at the other conditions that may be surrounding.

48:09

They could be interpersonal relationships.

48:12

It could be disagreements with a boss, or a supervisor, it could be different.

48:23

Vision, let’s say, or difference of opinion on mission.

48:27

So, the quick answer, is, I’m looking at my own behavior first, and then I will start looking at the other factors that went into that.

48:35

Ultimately, where I would like to get that, if that happened to me is, what can I, what can I leverage to help my resiliency to come back from that?

48:49

And some that may come through the day interpretive content of the of this particular tool, and some of the tips 4, four for how to improve.

49:03

So, that’s my thinking on it.

49:07

I can just, before, my, put it in here, that I think once you get past the emotional shock of that, it would be good to ask for January reason, why, what was it I’m doing wrong?

49:21

Or have not done that you expect me to do Subsequent?

49:26

You might ask, check whether there’s indications that Paul says that pain, some less than stellar performance reports in the role that you had isn’t a big surprise to you.

49:42

Go away and learn from that. I mean, essentially, yes, it sounds like a setback.

49:46

But maybe it’s an opportunity to re redirect your career, go into a slightly different direction.

49:56

Great. And we had another question come in as well.

50:02

From Stephanie and Stephanie asked this, is this something it’s able to be used globally or are these specific to U S Rs?

50:12

I’ve we have confidence that there can be a global application.

50:18

Baron Beach been sensitive, very being growing up in the UK, working around the world, along with our other partners.

50:28

Working in different countries, being aware of different cultures, are quite sensitive to how these items might work across cultures.

50:37

No, we’ve also had a lot of experience with, with other inventory’s assessment, certainly including Myers Briggs Type Indicator, and probably 12 others, and we, we, we understand, to some degree, the world of assessments.

50:56

And we also understand the, the, the, the health.

51:01

That these be cross cultural.

51:04

Now, balances over to vary because we are very, also do some work with students from different continents.

51:13

Thanks, Dan! Did actually maybe reach down and pick up a book which I’ve used in the past. and I think it’s back to the concept of culture differences.

51:23

The book’s called riding the Waves of Culture and it’s by a Dutch also called …, rather than knows it.

51:34

Does look at the way in which culture and modes of operation differ from country to country.

51:42

What Dan and I have done, and Roger putting this together, so, try to keep the languages, as general is universal, was we could make it.

51:53

And two, as that is said, be aware that there could be cultural differences, but we think that these items that we’ve identified a pretty generic, and we will, certainly, if we saw evidence that there was a misunderstood by different cultures, we take that into effect. But we haven’t seen that to date.

52:15

I would just add Beri brand-name on, on the, on the webinar, and we know that some of you are from other countries, other continents.

52:25

And as you go through the questions, the items, my memory is there 50, 55 items, along the, along the, each of these 11 scales, so 55 items.

52:40

We would really like to know if any of those questions are items, don’t cry resonate with you and your culture? We’d love to know that.

52:52

Yeah.

52:54

And we have another question here, so you can always, you know, you can type the, you know, the response to Dan’s question, A questions box, and while you’re doing so, we have another question here. How do you gain credibility again if you feel like you’ve lost it?

53:14

How do you gain credibility, again, if you think you’ve lost credibility?

53:24

Well.

53:28

The self-reflection, again, as I mentioned earlier, is key, but gain credibility is, is an action.

53:36

It’s in the public arena.

53:38

It’s we hope that, if we’ve had a setback, we can regain our confidence, regain some of the equilibrium and the sort of mindset that has that helped us get to where we are, where we’ve been, if we have a setback.

53:59

So I think that the first step is going through these kinds of assessments are kind of feedback and developmental ways that we, that we’ve suggested trusted colleagues, trusted mentors, and that sort of thing.

54:16

But at a certain point, all of that work didn’t translate to the public arena, because confidence is more internal. Credibility is more external.

54:27

I would try to find assignments, roles, tasks, or give a great example.

54:35

We do a lot of strategic planning work, where we’re facilitating teams, and this is in the public sector, and private sector work a lot with government, as well as commercial corporations.

54:49

Uh, we’ve seen examples where a person may use a setting like that, meeting, a retreat, to put themselves out front.

55:04

To start to demonstrate some skill in terms of being a speaker of …, It can get more subtle and more real time and ascension gaining, gaining back credibility, or championing others, not just championing ourselves and demonstrating that we’re competent.

55:29

And that we can, we can regain some of that credibility, but also being seen that we’re not, it’s not just about us, is the willingness, and taking the time and giving thought to championing others and that can have a sort of cascading result.

55:48

I’d like to respond to that as well, if I may, I think one of the ways in which you gain and keep credibility is two.

55:59

Face your arguments or discussion, or your suggestions on facts, rather than opinions.

56:05

That might not be true.

56:08

So one way that you might regain it is to spend a little more time working on your information and check it out before it’s put forward to other people.

56:19

And we’ve offered ways in which there are resources available to you, what are the ways you might use those resources too.

56:27

Look at woertz in the public domain, what is known, what it is factually correct?

56:33

And tend to include that exclude opinions that may be bought out for all or less provable.

56:44

Great, and we have time for one more question today. And that question is, how do you achieve political savvy when you are not allowed to interact with executive level staff, but are expected to present information or data before them?

57:01

Every few to go first on that one barrier.

57:05

Yeah, it’s not an easy one, but I think if I had the question correctly, the situation is, you are big.

57:14

They encouraged us to make presentations.

57:17

I think the key to this starts right there.

57:19

If those presentations have heft, if they, if they have value to the audience, they are going to sell it to recognize what you have to say, what you are giving them as information is valuable.

57:34

At that point, you will start to have that political influence that you’re seeking.

57:40

So I think it starts with when the opportunity is made available to you, make the most of it, make it as valuable as you can for the audience.

57:50

And hopefully, I would predict it will happen, that will encourage further interaction. And through that interaction, you will get that political influence that you’re seeking.

58:03

And I think a lot of times, to Bill, and you say, Barry is, how meetings are run interaction, or Managed Human Resources, HR, maybe, help our partners?

58:15

Or, it might just be a conversation with your, with your boss, with your team.

58:21

Sometimes, in meetings, interactions, especially if we’re not invited to the table readily analytically, we’re trying to force their way in if a meeting is run well.

58:37

Each person is given a chance for input.

58:40

So, sometimes that’s in writing. Sometimes, it’s, it’s and, as well as expressing the thought idea.

58:48

So I would say if there’s an opportunity to have conversation with one’s boss, HR, whomever, about ways for our meetings to be more inclusive, and some of what we do, by the way, we facilitate political, where there’s political tension and political conflict, between Democrats and Republicans in this country, when we’re facilitating a governmental body.

59:13

And we’ll put the Democrat and Republican together and have them engage in conversation together, and a guy who kind of way.

59:20

That requires an agreement that the meeting is going to be run, so that we have opportunity for different ways, interacting, instead of just being dominated at the meeting.

59:32

Yeah.

59:34

Great. And that will conclude the Q and A for today. Dan, Barry, I’ll pass it to you for any concluding statement. Yeah.

59:43

Just a quick thank you to HRDQ-U the webinar.

59:47

And it’s just really effective efficient, as many of your webinars are, in terms of the Career Roadblocks Finder, we would dearly love to support your use of this by way of HRDQ.

1:00:02

We’re always available, if we can, be of help.

1:00:06

So please reach out.

1:00:08

Yeah, I’ll just echo what Dan said. Thank you again for putting it together.

1:00:14

Great, and as we mentioned, today’s webinar was based on the Career Roadblocks Finder assessment that you can find at the HRDQstore. You can learn more at www.hrdqstore.com, and make sure you check your inbox for a special webinar discount along with a sample report. That goes along with that Career Roadblocks Finder. That is all the time we have for today. Thank you so much for joining us and thank you all for participating in today’s webinar training.

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