26. The Johari Window Known to self Unknown to self Known to others Unknown to others ask (feedback) open hidden blind unknown
27. The Johari Window Known to self Unknown to self Known to others Unknown to others tell (disclosure) ask (feedback) open hidden blind unknown
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
Hinweis der Redaktion
Five Reasons Why You Have to Take Charge of Your Development You have already made an enormous investment of time and money in your career. It is up to you to own, manage and develop it. Nobody else will. Change is a constant. There is no standing still for practice areas, firms or the people who run them. When situations change, strengths can become weaknesses, weaknesses that did not matter before can become central, and arrogance based upon past success can become dangerous. It is no longer sufficient for lawyers to be superb specialists in their substantive areas of practice. Clients demand that they also have good: business and management skills; and leadership skills. Always make sure that, whatever you are doing, you are running towards something rather than away from something.
Five Reasons Why You Have to Take Charge of Your Development You have already made an enormous investment of time and money in your career. It is up to you to own, manage and develop it. Nobody else will. Change is a constant. There is no standing still for practice areas, firms or the people who run them. When situations change, strengths can become weaknesses, weaknesses that did not matter before can become central, and arrogance based upon past success can become dangerous. It is no longer sufficient for lawyers to be superb specialists in their substantive areas of practice. Clients demand that they also have good: business and management skills; and leadership skills. Always make sure that, whatever you are doing, you are running towards something rather than away from something.
Five Reasons Why You Have to Take Charge of Your Development You have already made an enormous investment of time and money in your career. It is up to you to own, manage and develop it. Nobody else will. Change is a constant. There is no standing still for practice areas, firms or the people who run them. When situations change, strengths can become weaknesses, weaknesses that did not matter before can become central, and arrogance based upon past success can become dangerous. It is no longer sufficient for lawyers to be superb specialists in their substantive areas of practice. Clients demand that they also have good: business and management skills; and leadership skills. Always make sure that, whatever you are doing, you are running towards something rather than away from something.
Five Reasons Why You Have to Take Charge of Your Development You have already made an enormous investment of time and money in your career. It is up to you to own, manage and develop it. Nobody else will. Change is a constant. There is no standing still for practice areas, firms or the people who run them. When situations change, strengths can become weaknesses, weaknesses that did not matter before can become central, and arrogance based upon past success can become dangerous. It is no longer sufficient for lawyers to be superb specialists in their substantive areas of practice. Clients demand that they also have good: business and management skills; and leadership skills. Always make sure that, whatever you are doing, you are running towards something rather than away from something.
Five Reasons Why You Have to Take Charge of Your Development You have already made an enormous investment of time and money in your career. It is up to you to own, manage and develop it. Nobody else will. Change is a constant. There is no standing still for practice areas, firms or the people who run them. When situations change, strengths can become weaknesses, weaknesses that did not matter before can become central, and arrogance based upon past success can become dangerous. It is no longer sufficient for lawyers to be superb specialists in their substantive areas of practice. Clients demand that they also have good: business and management skills; and leadership skills. Always make sure that, whatever you are doing, you are running towards something rather than away from something.
Benefits of Purposeful Development Have a better understanding of your self and how you fit into your profession and your life. Empowerment: see your career as something that you own, manage and control. Leverage strengths; manage weaknesses. Set goals and reach them faster (SMART: Specific, Measurable, Achievable, Realistic and Time-limited). Create new opportunities; engage in ongoing learning Receive objective feedback in a safe and neutral forum. Be held accountable for your development by your coach. Receive ongoing support for the development of your biggest investment – your career. Have a safe, neutral sounding board for your ideas.
Components of Executive Development Self assessment (Know thyself!) Honest self-reflection Feedback from colleagues and peers Recognize your values Define your vision Honor your interests Summarize your strengths and challenges Prioritize Plan for maximizing strengths Plan for learning and development of challenge areas Execute the plan Assess on an ongoing basis Celebrate success Start over again: self assessment
Components of Executive Development Self assessment (Know thyself!) Honest self-reflection Feedback from colleagues and peers Recognize your values Define your vision Honor your interests Summarize your strengths and challenges Prioritize Plan for maximizing strengths Plan for learning and development of challenge areas Execute the plan Assess on an ongoing basis Celebrate success Start over again: self assessment
Components of Executive Development Self assessment (Know thyself!) Honest self-reflection Feedback from colleagues and peers Recognize your values Define your vision Honor your interests Summarize your strengths and challenges Prioritize Plan for maximizing strengths Plan for learning and development of challenge areas Execute the plan Assess on an ongoing basis Celebrate success Start over again: self assessment
What are your values? Why values? When setting a goal, it is crucial that you motivate both your mind (what you think you should do) and your heart (what you value). Whether you know it or not, your core values are often evident from your behavior. So it’s better to use them purposefully to manage your actions. What are values? The underlying life principles that you believe are important. Leadership and Values One aspect of effective leadership is the demonstration of your values in pursuit of something you believe in. When your leadership comes from the heart, you present yourself with integrity and authenticity. People will follow your lead when they sense you are authentic and that your integrity is real.
Work and Values What passions and motivations drive your working life? What values are most important to you when you think about your career? In what ways does your current job support or fulfill your values? In what ways does your current job detract from your values? What small, immediate actions could you take to help support your values in your current work? What long-term goal can you set to connect your values to your career?
Define Your Vision A vision statement is a personal expression that reflects our values through action. Write a vision statement. Techniques: Imagine you were asleep for 3 to 5 years and you wake up. What do you want your life/work/leadership to look like? Imagine that you live to 95 years of age, and die a peaceful death. What would you want your obituary to say? Describe the person or leader you most admire or would like to be most like. How are your values lived out in your vision?
What interests you? What do you do just for fun – something for your own enjoyment, without strings attached or responsibility for results? Focus on what gives you energy and joy, not on what other people expect of you or what you think they expect of you. Write down 10 things you love to do. Think about the values that are represented in these activities. What small immediate actions could you take to support your personal passions and your well-being? What long-term goal could you set to support your personal values? You might think that making time for yourself is unnecessary and even selfish but, on the contrary, taking care of yourself is one of the most important gifts you can give to the people who matter to you.
Assess Your Strengths and Your Weaknesses The key to professional (and life) success is maximizing strengths and managing weaknesses. Assessing your strengths List things that come naturally to you. Don’t include areas where you think you have developed a skill but have no real natural talent. Include work activities that you consider as fun. Assessing your weaknesses List things that get in the way of your performance, satisfaction with life, etc. Consider how a strength, when maximized, can also become a weakness. Ask others for feedback!
Potential Challenges and Development Areas List what you think are your most significant challenges, limitations or areas of growth, taking into account the following: The challenges and/or possibilities that are most likely to lead you to great growth and strength. The challenges and/or possibilities that, if not embraced, may get you into trouble later in your career or life. The ways that these challenges could become a serious handicap to you. The support that you could use in order to overcome the hurdles that you have identified. The most significant change that lies ahead for you in your work or career.
Elements of Effective Leadership Development Honest and deliberate assessment Desire to close gap between current and ideal self Clarity about needed changes Clue about how gap can be closed Challenge Opportunity for experimentation and practice Felt need to master the challenge Exposure to different perspectives Support Confidence in ability to learn and grow Positive value placed on change Confirmation and clarification of lessons learned
Assessing Leadership Capabilities and Competencies Self awareness Assessment instruments: Myers Briggs Type Indicator, Emotional Intelligence Assessment, performance appraisals, 360 ° tools Informal assessments: Asking friends, colleagues, and family for feedback; observing others’ reactions to your ideas or actions; being repeatedly sought out (or avoided) with regard to certain types of problems or situations; getting unsolicited feedback from your boss
The Enemies of Learning Inability to say that we don’t know. Unawareness of the phenomenon of blindness Need to be clear about everything all the time No time Not giving permission to be taught Unwillingness to learn Believing that knowing and learning are the same as having information Feeling like we have to “get it right”
Now for the Push: Setting the Goals and Defining the Action Plan You have completed the assessment process. Now what? Based on the platform of your values, vision, interests, and strengths, what capabilities are most critical for success in your career and in your life? In the short term (6-12 months) In the medium term (3-5 years) In the long terms (5 years and beyond)
Now for the Push: Setting the Goals and Defining the Action Plan You have completed the assessment process. Now what? Based on the platform of your values, vision, interests, and strengths, what capabilities are most critical for success in your career and in your life? In the short term (6-12 months) In the medium term (3-5 years) In the long terms (5 years and beyond)
Goal Setting 101 Criteria for an effective goal Commitment: Am I committed to this? Stretch: Most people work harder when it is something tough to achieve, but it is achievable. Stretch! Performance and monitoring: Increase awareness that progress is being made either through feedback, incremental visible changes or steps, etc. “ SMART” = Specific, Measurable, Achievable, Realistic and Time-limited
Goal Setting 101 Criteria for an effective goal Commitment: Am I committed to this? Stretch: Most people work harder when it is something tough to achieve, but it is achievable. Stretch! Performance and monitoring: Increase awareness that progress is being made either through feedback, incremental visible changes or steps, etc. “ SMART” = Specific, Measurable, Achievable, Realistic and Time-limited
Evidence Think about how you will know when you have achieved your goal. What will you be doing differently? What will you be saying? Behavior: I will see myself doing . . . Feedback: I will be hearing from others . . Results: As a result of this goal being achieved, I will see in business, in my work setting, in others . . .
Activities, Resources and Strategies Concretely, what will you do; what will you read; what workshops will you attend; what learning opportunities will you engage in? Examples On the job developmental activities and opportunities (e.g., PLI courses, in-house training seminars, etc.) Ask for feedback from others Observe or model others Networking
Potential Challenges and Development Areas List what you think are your most significant challenges, limitations or areas of growth, taking into account the following: The challenges and/or possibilities that are most likely to lead you to great growth and strength. The challenges and/or possibilities that, if not embraced, may get you into trouble later in your career or life. The ways that these challenges could become a serious handicap to you. The support that you could use in order to overcome the hurdles that you have identified. The most significant change that lies ahead for you in your work or career.
Completion Date Build in specific deadlines. Set a targeted completion date. Do not say “lifelong.” If it is lifelong, break the goal down into measurable and observable components with times and dates.
Support Development is hard work! Define the supports that you need to meet the challenge. Who will you count on to support you in making this change? Boss? Spouse, partner, significant other? Co-worker? Friend? Coach? Teacher? Other?
Criteria for Selecting a Coach or Mentor Do I trust the person? Is s/he trustworthy? Does s/he listen well (suspend her/his own agenda and attempt to enter my world)? Does s/he ask questions that will move my reflection to a higher level or to a deeper meaning? Does s/he recognize my growth or movement in stages? Does s/he support my growth? Is s/he intimidated by my success? Does s/he give and receive feedback effectively? Does s/he have the expertise, resources and/or networks that I seek in terms of supporting my growth and development? Does s/he have effective interpersonal relationship skills? Does s/he have time? Is s/he comfortable with not knowing and being a partner in the learning journey with me?
Celebrations If you achieve this goal, how will you reward yourself or others? Simple is good! Beware of excuses: I don’t do this kind of thing The achievement is reward enough
Development Plan Execution Principles In development, be consistent with your overall life and career vision. Your development is YOUR responsibility. Believe in what you are trying to do. The plan is NOT the destination. A developmental opportunity is NOT always a promotion. Development is not automatic. Take time . . . work hard . . . be persistent . . . and endure.
![Five Reasons Why YOU Have to Take Charge of Your Development ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)