Pathfinder Career Dilemmas2

Career Success as a
Career Success as a Conscious Choice

Conscious Choice
Pathfinder Career System

with Dr. Shayne Tracy
Newhouse Partners
www.newhousepartners.com


To Which Camp Do You Belong ?
 Do you believe… only a few exceptional individuals born
with certain God-given talents contribute significantly to
the workplace?
or
 Do you believe… we all have certain skills, knowledge,
experiences and demonstrated behavioural qualities that
need to be identified and developed in order for us to
shine as exceptional performers?


Career Decisions and Dilemmas

 “I really hate going to work each day...I need to
re-evaluate my career.”
 “I often wonder if I made the right career choice.
It might be too late...the money is good where a I
am.”



 “I am interested in advancing my career in the
company. I need some coaching to sell myself and
my talent.”
 “I never really thought of the choices I made in
determining my career until I got a pink slip .”


 “One of our senior managers needs an Executive
Tune-up that would benefit him and the way he
relates to others .”
 “Being in the wrong position too long can be
dangerous to your health.”
 “I would like a method for validating our
organization's core competencies.”


Career Success Factors
Career Awareness and Interest
 Are you aware of a particular career or career theme and
show some degree of attention to and an interest in it?
 This is the first stage that often gives direction to the
career choices we make.
 “I am interested in finance. My Mother was an accountant and
we always talked about money matters at home. My uncle was
also good with the numbers and made some serious money in the
game...”


Career Comment
 You are what you were when!
 Family provides early subliminal role models.
 Unintentional mentors influence our career
interests.
 Intentional mentors influence our career interests.
 Significant emotional experiences affect career
perceptions.


Career Aptitude
 Do you know your capabilities, skills, attributes,
behaviours and values?
 “I would really like to be an accountant but don’t know
if I have what it takes to become one.”


IQ and
Designer
IQ and
Genes

Designer
Behaviour
(How?)
Skills
Attributes
Genes
TALENT
(What?)

Values
(Why?)


Career Satisfaction
 Do you understand the intangibles, motivation and
priorities inherent in a particular career?
 “I am really interested in Treasury Management and I
know from experience that I have the interest and
possibly the right aptitude, but I just don’t know if I
would like the travel and work environment in which I
would have to manage.”


Career Comment
 Career satisfaction is an extremely useful predictor
for productivity (quantity) and performance
(quality).
 It is the single most important predictor of
employees’ rate of absenteeism, decision to
prematurely resign or retire, or level of emotional
withdrawal from the workplace.


Career Directions Leading to Career Satisfaction

Key Traits Identified with the Pathfinder
 Problem Solving Style  Human Relations Skills
 Work habits  Coping Strategies
 Motivational Factors  Lifestyle Priorities
 Self Issues  Vocational Incentive
Needs


Career Directions Leading to Career Satisfaction

Career Themes Ranking*
 Mathematics/Statistics/Physics 85%
 Electronic/Computer Science 85%
 Financial 72%
 Entertainment 62%
 Government Services 61%
*see career path occupational options for the above on the next slide


OCCUPATIONAL OPTIONS Below are some recommended career
paths representing a broad sample of occupations which our research has found are
compatible with the Career Themes on the previous slide (continued on next slide):

 Statistician  Programmer (IT),
 Applied Information  Financial Solutions Specialist
Technology Professional  Accountant (CA, CMA, CGA)
/Consultant  Business Analyst
 Investment Funds  International Trade
Manager/Analyst Economist
 Financial Analyst  Tax Policy Research Analyst
 Actuary


OCCUPATIONAL OPTIONS Below are some recommended career
paths representing a broad sample of occupations which our research has found are
compatible with the Career Themes on the previous slide:

 Actor/Entertainer/TV  Securitization-Based
Host/Comedian Financing
 Musician/Musical Arranger/  Underwriter/Risk
Conductor/Composer, Management Officer
Director/Producer,  Electronics Engineer
 Film/TV/Stage/Broadcasting  Senior Database
 Treasurer/Senior Investments Administrator/Analyst
Analyst Principal  Consultant, Financial &
Economic


Career Performance
 Do you know the “results”, “work products”,
“performance and productivity” that are expected
of the career/position?
 “I know that every day I am in this career, I have to
move the corporate profit yardstick at least 5%.
Perhaps I am better suited for another position?”


Career Comment
 Capitalizing on an individual’s unique
competencies and talents lies at the heart of an
individual’s success and therefore a corporation’s
success.
 It is no secret that only exceptional employees
achieve exceptional results.


Career Comment
 Nor, is it a secret that when individuals find
themselves in unique situations and jobs well
suited to their strongest skills, knowledge base,
proven experience and behavioural competencies,
they consistently perform exceptionally well.


What do I want to achieve?

What do I want to do?

What kind of person do I want to be?


Subconscious Competence
Don’t know that you know
Accompanied by the “comfort of habit”

Conscious Competence
Know that you know
Accompanied by the “awkwardness of awareness”

Conscious Incompetence
Know that you don’t know
Accompanied by the “embarrassment of exposure”

Subconscious Incompetence
Don’t know what you don’t know
Accompanied by the “arrogance of ignorance”
™


The Total Person
10% of the Total Person The Other 80%
• Resume • Individual
Personal and
• Education Career DNA
• Referrals
• Appearance
• Work History
• Performance
• Productivity
• Experience


What separates CEO’s from their
V.P.’s and Middle Managers? CEO’S ...
1. Are more intelligent (IQ equivalents)
2. Have better leadership ability
3. Work harder and longer hours
4. Instill a higher sense of empowerment and camaraderie
5. Are better and tougher negotiators
6. Are more innovative and “visionary”
7. Are greater risk-takers and make intuitive decisions
8. Possess greater charisma and social presence
9. Are more motivated by money and power
10. Have a higher energy level

Ten Dynamic Dimensions of Conscious Choice
Career Success as a Career Success

Problem Solving Style Work Habits

Basic Career Interests Motivational Factors

Intelligence Self-Assessment

Vocational Incentives Human Relations

Lifestyle Priorities Psychological Coping
Strategies


Dynamic Factor Approach
 The Pathfinder captures the dynamic interaction
that is “competency”.
 Success in any given role is dependent on a unique
combination of individual behaviours/attributes
that, when exercised together, results in varying
levels of success or failure in a particular
job/position.


Personal DNA- Your Career Anatomy
 10 Problem-Solving Styles
 9 Work Habit Traits
 9 Motivational Factors
 10 Personality or Self Issues
 12 Human Relationship Skills
 12 Psychological Coping Strategies
 10 Lifestyle Priorities
 10 Vocational Rewards/Needs


10 Problem-Solving Styles
 Common Sense  Experiential Learning
 Analysis  Theoretical Reasoning
 Intuition  Linguistics
 Innovation  Quantitative Orientation
 Street Sense  Reflectiveness


9 Work Habit Traits
 Efficiency  Flexibility
 Structure  Versatility
 Conscientiousness  Profit Awareness
 Responsibility  Written
 Decisiveness Communications


9 Motivational Factors
 Drive  Stamina
 Initiative  Goal Setting
 Determination  Risk Taking
 Discipline  Competitiveness
 Industriousness


10 Personality or Self Factors
 Self-Sufficiency  Self-Acceptance
 Self-Development  Self-Fulfillment
 Self-Confidence  Self-Realisation
 Self-Respect  Self-Expression
 Self-Understanding  Self-Actualisation


12 Human Relationship Skills
 Popularity  Tact
 Visibility  Assertion
 Humour  Negotiation
 Empathy  Delegation
 Patience  Presence
 Cooperation  Political Acumen


12 Psychological Coping Strategies
 Stress Intolerance  Perfectionism
 Guilt Proneness  Workaholism
 Sensitivity to Criticism  Accident Proneness
 Constraint  Somatic
 Erroneous Beliefs  Anxiety
 Avoidance of Intimacy  Addiction


10 Lifestyle Priorities
 Health  Social
 Relaxation  Family
 Purpose  Community
 Learning  Culture
 Career  Environment


10 Vocational Rewards/Needs
 Wealth  Fraternity
 Leadership  Service
 Power  Adventure
 Security  Complexity
 Humanitarianism  Recognition


Career Themes
 Business Themes
 People Themes
 Service Themes
 Expressive/Artistic Themes
 Math and Science Themes
 Industry and Trades Themes


Business Themes
 Management
 Financial
 Marketing
 Sales
 Law & Politics
 Self Employment
 Consulting


People Themes
 Behavioural Science
 Social Science
 Education
 Religion/Philosophy
 Sports
 Medical Services


Service Themes
 Administration
 Inspection
 Personal Services
 Protective Services
 Food Services
 Home & Children
 Retail
 Government Services


Expressive/Artistic Themes
 Writing
 Librarian/Languages/Museology
 Visual Art
 Entertainment


Math and Science Themes
 Engineering
 Math/Stats/Physics
 Life/Environ. Sciences
 Electronic Science
 Medical Science


Industry and Trades Themes
 Manufacturing
 Construction
 Mechanical
 Transportation
 Farming & Ranching


Validity Scales
 Integrity
 Rationality
 Self-Honesty/Disclosure

In cen tiv es

W o rk H a b its E fficien c y 60
and
P ro d u ctiv ity
M o tiv a tio n a l S tam in a 60
F a c to rs

Accountant Profile M o tiv a tio n a l
F a c to rs
In d u strio u sn ess 60

P ro b le m S o lv in g Q u an titativ e 55
T rait D im en sion T rait Kref T rait
P ey DS ty en sion
im le T rait
O rien tatio n P ref
cou n tan t D im ension T rait P ref
in an ce / V P .F in an ce / C o p in g P erfectio n ism 55
S tra teg ies
C FO
P rob lem S olvin g A nalysis 80 W o rk H a b its P ro fit A w aren ess 50
S tyle and
W ork H ab its D ecisiveness 90 W ork H u ctiv ity
P ro d ab its D ecisiveness 90
V alid ity S cales Integrity 80
an d P rod u ctivity an dSP rod u ctivity t S elf-D ev elo p m en t 5 0
elf-A ssessm en
rob lem S olvin
D eterm ination
PM otivation al g A nalysis 88 0
0 P rob lemle m S o lv in g A nalysis en ess
P ro b S olvin g R eflectiv 80
50
SF actors
tyle S tyle ty le
S
S otivation al en t SD eterm ination
M elf-A ssessm elf-C onfidence 87 5
0
M o tiv a tio n a l
M otivation al
D iscip lin e
D eterm ination
40
80
F a c to rs
FV ocation al
actors L eadership 65 F actors
V o ca tio n a l F rate rn ity 40
SIn censsessm en t S elf-C onfidence
elf-A tives 75 S elf-Acen tiv esen t
In ssessm S elf-C onfidence 75
H u m an H ab its
W ork E fficienc y
A ssertion 76 0
0 H u m anrk H a b its
Wo A ssertion ility
R esp o n sib 70
35
an d
R elation s and
R elation s
P rod u ctivity P ro d u ctiv ity
V ocation al Leadership 65 V ocation al Leadership 65
P ro b le m S o lv in g C o m m o n S en se 30
In cen tives al
M otivation S tam ina 60 In cen tives
S ty le
F actors
M otivation al S tam ina 60 M otivation alb its SC o n scien tio u sn ess
W o rk H a tam ina 60
25
FM otivation al
actors Industriousness 60 F actors
and
F actors
M otivation al Industriousness 60 M otivation al ity
P ro d u ctiv
Industriousness 60
H um an C o -o p eratio n 20
FP rob lem S olvin g Q uantitative
actors 55 F actors
R ela tio n s
S tyle
C op in g O erfectionism
P rientation 55 C opW o rk H a b its
in g PS tru ctu re
erfectionism 55
10
SC op in g
trategies P erfectionism 55 S trategies
and
PS trategies
rob lem S olvin g Q uantitative 55 P rob lemuS olvin g
P ro d ctiv ity Q uantitative 55
SW ork H ab its
tyle O rientation
P rofit A w aren ess 50 S tyle O rientation

Accountant Profile Discriminators
ait D im en sion T rait P ref
an ce / D iscrim in ators
Prob lem S olvin g S tyle A nalysis 80
Prob lem S olvin g S tyle Q uantitative 55
O rientation
W ork H ab its D ecisiveness 90
W ork H ab its an d R esponsibility 35
an d u ctivity ctivity
Prod P rod u
P rob lem itsolvin g
W ork H ab S an d A nalysis
C onscientiousness 8 025
S tyle ctivity
Prod u
M ork H ab its al d
W otivation an S tructure
D eterm ination 8 010
Prod u ctivity
F actors
S elf-A ssessm en t S elf-C onfidence 75

M otivation al Industriousness 60
F actors

Career Success as a Conscious Choice M otivation al
F actors
S tam ina 60

H u m an R elation s E m path y 60

Manager of Finance/Controller Profile
H u m an R elation s P atience 60
P rob lem S olvin g Q uantitative 55
S tyle O rientation
,
T rait D im en sion T rait Kref T rait
P ey Wim en sionits an d T rofit A w aren ess P ref
D ork H ab P rait 50
D im en sion s T rait P ref P rod u ctivity
nin an ce /
troller V P .F in an ce /
C FO H u m an R elation s N egotiation 50
V alid ity S cales Integrity 80 M otivation al G oal-S etting 50
ork lem S olvin g DA nalysis
WP robH ab its ecisiveness 9 0 80 W F actors its
ork H ab D ecisiveness 90
anS tyle u ctivity
d P rod S elf-A ssessm en t
an d P rod u ctivity S elf-D evelopm ent 50
V ocation al F raternity 8 040
P rob lemssessm en t AS elf-C onfidence 8 0 75
S elf-A S olvin g nalysis P rob lem S olvin g A nalysis
In cen tives
S tyle m an R elation s A ssertion
Hu 70 S tyle
M otivation al D iscipline 40
MV ocation al
otivation DL eadership
eterm ination 8 0 65 M otivation al D eterm ination 80
F actors
F actors tives
In cen F actors
C op in g S trategies W orkaholism / 40
S elf-A ssessm en t S elf-C onfidence
M otivation al Industriousness 7 5 60 S elf-A ssessm en t S elf-C onfidence 75
W orkethic
F actors
H u m an A ssertion 70 H u m an A ssertion 70
W ork H ab its an d R esponsibility 35
R elation s
M otivation al S tam ina 60 R elationctivity
P rod u
s
F actors
V ocation al Leadership 65 V ocation al S olvin g Leadership S ense
P rob lem C om m on 6 530
InH u m an R elation s E m path y
cen tives 60 In S tyle
cen tives
MH u m an R elation s tam ina
otivation al S P atience 6 0 60 M W ork H ab its an dS tam ina
otivation al C onscientiousness 6 025
F actors
P rob lem S olvin g Q uantitative 55 F actors ctivity
P rod u
MS tyle
otivation al Industriousness
O rientation 60 otivation elation sIndustriousness
M H u m an Ral C o-operatio n 6 020
F actors H ab its an d P rofit A w aren ess
W ork 50 F actors
C op in gu ctivity
P rod P erfectionism 55 C op in g P erfectionism 55
S trategies R elation s N egotiation
H u m an 50 S trategies
P rob lem S olvin g Q uantitative
M otivation al G oal-S etting 5 5 50 P rob lem S olvin g Q uantitative 55
S tyle
F actors O rientation S tyle O rientation

Manager of Finance/Controller Profile Discriminators
D iscrim in ators
an ce /
H u m an R elation s A ssertion 70
V ocation al L eadership 65
In cen tives D ecisiveness 90
W ork H ab its
an d m an R elation s N egotiation
H u P rod u ctivity 50
P rob lem ab its an d R esponsibility
W ork H S olvin g A nalysis 8 035
SP rod u ctivity
tyle
M otivation al an d C onscientiousness 8 025
W ork H ab its D eterm ination
F actors

H um an A ssertio n 70

R ela tio n s
V o ca tio n a l Lead ersh ip 65
In cen tiv es
M o tiv a tio n a l S tam in a 60

VP of Finance/CFOtioProfiled u strio u sn ess
M o tiv a n a l In
F a cto rs
60
F a cto rs
rait D im en sion T rait P ref ey T rait
K CD p inen sion
o im g T rait
P erfectio n ism P5 5
ref
in an ce / V P .F in an ce / S tra teg ies
C FO P ro b lem S o lv in g Q u an titativ e 55
S ty le O rien tatio n
W ork H ab its D ecisiveness 90 W ork H abb its
W o rk H a its D ecisiveness
P ro fit A w aren ess 90
5
an d P rod u ctivity ann dPP ro d u ctiv ity
a d rod u ctivity
P rob lem S olvin g A nalysis 80 PH u m a n S olvin g
rob lem A nalysis n
N ego tiatio 5
80
S tyle
SR ela tio n s
tyle
M otivation al D eterm ination 80 P o w er 45
M o ca tio n a al
Votivation l D eterm ination 80
F actors
FIn cen tiv es
actors
S elf-A ssessm en t S elf-C onfidence 75 D iscip lin e 40
SM o tiv a tio n aen t
elf-A ssessm l S elf-C onfidence 75
H u m an A ssertion 70 F a cto rs
H u m an A ssertion 70
R elation s C o p in g W o rk ah o lism / 40
R elation s
V ocation al Leadership 65 S tra teg ies W o rk eth ic
In cen tives V ocation al Leadership 65
W o rk H a b its R esp o n sib ility 35
M otivation al S tam ina 60 In cen tives
a n d P ro d u ctiv ity
F actors M otivation al S tam ina 60
P ro b lem S o lv in g C o m m o n S en se 30
M otivation al Industriousness 60 F actors
S ty le
F actors M otivation al en t
S elf-A ssessm Industriousness
S elf-R esp ect 60
25
C op in g P erfectionism 55 F actors
H um an C o -o p eratio n 20
S trategies CR ela tio n s
op in g P erfectionism 55
P rob lem S olvin g Q uantitative 55 SV o ca tio n a l
trategies W ealth 20
S tyle O rientation PIn cen tiv esolvin g
rob lem S Q uantitative 55
W ork H ab its P rofit A w aren ess 50 S tyle O rientation

VP of Finance/CFO Profile Discriminators
an ce / D iscrim in ators
S elf- 75
S elf-A ssessm ent
C onfidence
P sycholo gical C opin g P erfectionism 55
W ork H ab its D ecisiveness 90
S trategies
an H umrod u ctivity
d P an R elationship N egotiation 50
P rob lem S olvin g
S kills A nalysis 80
S tyle
V ocational P ow er 45
R ew ards/N eeds
M otivation al D eterm ination 80
P sycholo gical C opin g W orkaholism 40
F actors
S trategies


A Career Moment-What It Is All About!
 “The Pathfinder Report is very comprehensive
with extremely accurate results. It gave me a
tremendous insight with substantial supporting
detail on a wide range of criteria that I have used
to define my career options and choices. It made
me aware of the complexity of career management.

Continued on next slide


 There were two report features I found especially
helpful. The Behavioural Traits and the Career
Themes were laid out in progressively more detail
and in graphical format. Secondly, the report
clearly differentiates but relates career interest
and career success.



 Without the coaching accompanying the report, the
messages imbedded in the report might not have
been acted upon. I needed the reinforcement and
encouragement to make the next practical step.
The experience of working with a coach has been
life changing.



 The value of the experience is hard to quantify.
What is spending the rest of your working life in
the right profession worth? Conversely, what is the
cost of spending your working life in a career
where you are not satisfied?



 The experience has been insightful and has given
me the confidence, direction and courage to take
action. I am now firmly and happily entrenched as
the CFO of a small publicly traded software
company, something I should have done a long
time ago.”
—Client Feedback


Your Career Management Mission
 Realize your full career potential
 Exercise your career options
 Remain career resilient in a rapidly changing
marketplace
 Achieve personal and business goals through
conscious continuous self-improvement
 Balance personal and corporate success
 Know your career DNA


The Pathfinder Career System
 Employment  Executive Career
Screening/Evaluation Coaching
 Improving Team  Identifying
Effectiveness Personal/Professional
 Enhancing Performance Development Needs
Management Processes  Career Development
 Identifying Organizational  Performance Coaching
Core Competencies  Transition and Right-
 Succession Planning sizing

Pathfinder Career Dilemmas2

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