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Pursuit and proposal innovation


Treating your career like a pursuit

Presented by: Mike Walsh, CF APMP

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Managing your career:The pursuit vs. the proposal

• Pursuit (75-80%)– Driving your own career– Building new relationships (inside and out)– Identify, develop and explore new opportunities

• Proposal (20-25%)– Application– Your resume– Cover letter– LinkedIn/online profile

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Driving your career

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Managing your career path

• Historical careers • Current and future careers

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Building relationships

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For yourself: A personal board of directors

• What is a personal board of directors?– Group of about 5 people you

consult regularly to get advice and feedback

• What are the components of an effective personal board of directors?– Have greater knowledge about

or ability at something than you – Offer diverse points of view and

think differently than you– Have a specific skill set or

strength you could benefit from– Are willing to meet with and

speak to you on a periodic basis– Can include sponsors or mentors

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5 steps to your personal board of Directors

Start with the end in mind. What is your goal?

Pick the skill sets needed. It’s important to find people who have great skills that you’d like to become better at.

Make your board diverse. The idea is to learn and grow from experiences others have had.

Make the ASK. Meet with people you want on your board in person to make the ask. Tell them exactly why you are asking them to be on your board.

Follow through. Keep a journal of your questions and issues for your board and also their feedback. Let them know what action you took based on their feedback.

-contributed to The Glass Hammer by CEO coach Henna Inam


Know the difference:Sponsors and Mentors

Mentor• Talks “with” you• Provides guidance, advice

and support• Asks you the tough

questions – drives insight into yourself

• Helps you drive your career and advancement

Sponsor• Talks “about” you• Has the power to influence

you and the organization• Provides opportunities for

growth and advancement• Asks the tough questions

for you – protects you• Expends their personal

capital to help you advance your career

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Developing sponsors

• What makes building these relationships at higher levels in organizations so difficult?

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Assume or don’t know

Uncomfortable No help

Blocked


Protégé roadmap – aka cultivating sponsors

Step 1. Embrace your dream and do a diagnostic • Assess your strengths and “value added” • Identify gaps in your skill sets and experience • Map the organizational landscape • Understand the levers of power (what “deliverables” will get

you promoted?)

Step 2. Scan the horizon for powerful sponsors • Go after the right leaders—the ones with sufficient clout to

help you

Step 3. Distribute your risk (2 Internal – 1 External Sponsor)

Step 4. Understand that it’s not all about you

Step 5. Come through on two obvious fronts • Performance

– Deliver outstanding bottom-line results – Hit targets and deadlines – Display impressive work ethic and availability

• Loyalty – Demonstrate trustworthiness and discretion – Burnish your sponsor’s brand across the organization – Grow your sponsor’s legacy

Step 6. PLUS, deliver a distinct personal brand • Bring cultural fluency or client insights • Deploy valuable technical expertise (quantitative skills,

social media savvy) • Display stand-out people skills and team leadership • Leverage your unique abilities

Step 7. Exude executive presence • Convey “polish” • Command a room with your presentation style • Project “gravitas” • Be seen as a heavy-weight with authority and influence • Leverage the power of your own difference

Step 8. Make yourself a safe bet

Step 9. Lead with a yes • Save your ambivalence for mentors – the answer to a

sponsor is always yes! Work out the how after you’ve said yes.

Step 10. Nail the tactics • Increase your internal visibility • Increase your external visibility • Get in front of target sponsors

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© 2012 Center for Talent Innovation


Understanding the decision makers/decision influencers

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Career decision makers/decision influencers

• What is the difference between a decision maker and a decision influencer?

• Who are potential career decision makers/decision influencers?– Hiring managers– Recruiters– Human resources– Coworkers/potential coworkers– VPs/Directors– C-Suite– Others?

••

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Influence

• Low • Medium• High

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Your career goalLow Medium

High


Assessing your relationship with decision makers/decision influencers

• How often do you communicate with this person?

• Have you discussed your career goals with this person?

• What was the date of your last contact?

• Does this person reach out to you (or is the communication usually one way)?

• Is this person a member of your personal board of directors?

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Your career management toolkit

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Map your current and desired relationships

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Name Role Desired outcome Method Frequency Status/Notes Last contact Next planned contact

Rick Harris APMP Executive Director

Build relationship to understand qualities of BOD members

Phone calls, emails and meetings Monthly Set up initial call via

email6 Nov 2018 (via email)

11 Jan 2019 (Phone intro Call)

Christina Lewellen

ABC Company Business Development Leader

Build relationship to learn what makes team effective –decision maker at company I would like to work

In person meetings Quarterly Met twice at local events

14 Aug 2018 (in person)

TDB within next 2-3 weeks

Peter Frank ABC Company Proposal Manager

Gain insights into their organization and potential opportunities on their team

Phone calls and in person meetings Monthly

Great rapport, we are sharing information and best practices –would like to work with Mary

15 Nov 2018 (in person at Pursuit Expo)

After the holidays

Julia Duke

My Company Business Development Leader

Have as a mentor/member of my Personal Board of Directors

Phone calls and in person meetings

Monthly or as needed

Really respect them and their career –would be a great individual to help me plot my career course

22 Oct 2018(via phone)

20 Nov 2018 (via phone)


Self assess – your personal SWOT

Your career objective: view in light of your career objective

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Strengths••••••

Weaknesses••••••

Opportunities••••••

Threats••••••


Getting it done!Action plans – 30 day, 3 month, 6 month

What Who When

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What Who When

What Who When

30 Day

3 Month

6 Month


Driving future opportunities

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Grabbing your next position: Selling yourself

Selling to clients• Addressing client needs

– Fix– Accomplish – Avoid

Selling yourself• Identifying employer needs

– Fix– Accomplish– Avoid

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The personal proposal

Proposal• Tell A Story• Cover Letter• Executive Summary• Win Themes • Right Resources• Past Performance/Quals• Concise

Resume• Tell Your Story• Cover Letter• Summary• Differentiators• Transferable Skills• Relevant Experience• Readable

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Additional resources

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Where to find more information

• Center for Talent Innovation. (2012). Sponsor Effect 2.0: Roadmap for Sponsors and Protégés

• Hewlett, S. A. (2013). Forget a Mentor, Find a Sponsor: The New Way to Fast-Track Your Career. Harvard Business Review Press.

• Hewlett, S. A., Marshall, M. & Sherbin, L. (2011). The Relationship You Need to Get Right. Harvard Business Review.https://hbr.org/2011/10/the-relationship-you-need-to-get-right

• Gallo, A. (2014). How to Write a Résumé That Stands Out. Harvard Business Review. https://hbr.org/2014/12/how-to-write-a-resume-that-stands-out?referral=03758&cm_vc=rr_item_page.top_right

• Heifetz, J. (2015). How to Use Your LinkedIn Profile to Power a Career Transition. Harvard Business Review. https://hbr.org/2015/05/how-to-use-your-linkedin-profile-to-power-a-career-transition

• Heifetz, J. (2015). Yes, Your Résumé Needs a Summary. Harvard Business Review. https://hbr.org/2015/07/yes-your-rsum-needs-a-summary

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https://hbr.org/2011/10/the-relationship-you-need-to-get-right

https://hbr.org/2014/12/how-to-write-a-resume-that-stands-out?referral=03758&cm_vc=rr_item_page.top_right

https://hbr.org/2015/05/how-to-use-your-linkedin-profile-to-power-a-career-transition

https://hbr.org/2015/07/yes-your-rsum-needs-a-summary



Treating your career like a pursuit


Presented by: Mike Walsh, CF APMP

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Relationship map

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Name Role Desired outcome Method Frequency Status/Notes Last contact Next planned contact


Personal opportunity SWOT analysis

Your career objective:

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Strengths••••••

Weaknesses••••••

Opportunities••••••

Threats••••••


Action Plans – 30 day, 3 month, 6 month

What Who When

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What Who When

What Who When

30 Day

3 Month

6 Month

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