Career Development Topics
Informational "Snapshots" and Information Available on the Web
- Most people have a hard time saying "no", primarily because they feel that it casts them in a negative light. They feel that it will make them seem like less of a team player or that they are trying to avoid work.
- Saying a mindful "no" is actually a positive action, as it allows you to work toward your own purpose and allows others the opportunity to step up to the challenge.
- It is important to be assertive in your behavior, and not aggressive. Being assertive will allow you to get your message across without invoking a negative emotional response from the listener.
- Be clear, concise and consistent in your message.
How to Say No http://www.wholeliving.com/134990/how-say-no
Nine Practices to Help You Say No http://blogs.hbr.org/bregman/2013/02/nine-practices-to-help-you-say.html
Say "No" For Work Life Balance http://www.youtube.com/watch?v=8y8ju7jCD3c
Assertive Communication for Better Relationships http://www.youtube.com/watch?v=BHk_S54ZAH8
- Take personal responsibility for understanding what you hear.
- Concentrate and make a good effort to focus on the person speaking.
- Listen without interrupting, disagreeing, or offering explanations.
- Use body language (nonverbal gestures) to show that you are involved in the conversation - nod your head, keep eye contact, lean toward the speaker.
- Ask questions to be certain you are interpreting the message correctly. You can also summarize and paraphrase what you heard.
- Take notes as necessary. This will help you remember and/or document what was said.
Active Listening: Hear what People are Really Saying http://www.mindtools.com/CommSkll/ActiveListening.htm
Active Listening Study Guide http://www.studygs.net/listening.htm
Active Listening Clip 1: http://www.youtube.com/watch?v=aP55nA8fQ9I
Active Listening Clip 2: http://www.youtube.com/watch?v=TA-RaDNVKpw
Getting to Know Introverts
- 25% - 40% of the population is oriented to introversion, with more who have introverted "tendencies"
- Being introverted is not the same as being shy
- Introverts gain energy from spending time alone, while extroverts become energized by being with others
- Introverts tend to be deep thinkers, great listeners and are very creative and detail oriented
- Introverts prefer to have deep, meaningful conversations with a few close friends than having superficial, small talk with acquaintances or large groups
- Before making decisions or verbalizing opinions, introverts prefer to have time to think about & process information
- Famous introverts include President Obama, Meryl Streep, Mahatma Gandhi, Eleanor Roosevelt, Stephen King, Albert Einstein, J.K. Rowling, Harrison Ford, Tom Hanks, Rosa Parks, David Letterman & Jane Goodall
Extraversion vs. Introversion http://changingminds.org/explanations/preferences/extravert_introvert.htm
Introverts No Longer the Quiet Followers of Extroverts http://www.forbes.com/sites/karlmoore/2012/08/22/introverts-no-longer-the-quiet-followers-of-extroverts/
Faking it: How introverts succeed http://www.youtube.com/watch?v=QJWA2MARNxk
Introvert vs. Extrovert: A glimpse into the challenges of an introvert http://www.youtube.com/watch?v=BfZatw7B5_I
Critical Thinking and Mentoring
Mentoring is a learning opportunity for both the mentor and mentee. One of the best ways to create this reciprocal environment is through critical thinking. According to Dictionary.com's 21st Century Lexicon, critical thinking is "the mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion." By being reflective about their own experiences, mentors can gain perspective while sharing lessons learned with their mentee. Here are some other ways that critical thinking can be helpful:
- Figure out the "who", "what" and "when" while dealing with issues
- Mentoring pairs can utilize critical thinking to help navigate through change and alleviate the stress that can accompany it
- Critical thinking can encourage "what else" thinking, allowing innovative problem solving
- When tasked with meeting a goal, critical thinking can help clear the path to achieving desired results
- When reflecting on a completed tasks, don't just consider what worked and what didn't work, but also how the process of completing the task was created
- Critical thinking enables you to be aware of how emotions affect your decision making process
Becoming Aware: Mentoring & Critical Thinking - http://mentoring-works.com/becoming-aware-mentoring-and-critical-thinking/
Developing Skills in Critical Reflection Through Mentoring Stories - http://www.heacademy.ac.uk/assets/hlst/documents/resources/ssg_tomkins_mentoring_stories.pdf
Critical Thinking Exercises - http://homeworktips.about.com/od/paperassignments/a/Critical-Thinking-Exercises.htm
Critical Thinking Skills - http://www.youtube.com/watch?v=09krCGboqzw
Do You Think? - http://www.youtube.com/watch?v=-85-j7Nr9i4
Behind the Medicine: Critical Thinking - http://www.youtube.com/watch?v=IsVqxWXyGp0
- Most women do not negotiate salary, promotions and
other advancement opportunities that men commonly and aggressively pursue.
- Failure for women to advocate for themselves is
often the difference between climbing the career ladder at a healthy pace and
not climbing it at all.
- The negotiation skills men and women use to achieve
their goals at the bargaining table differ in subtle yet important ways. Women tend to be more indirect when asking for
things. Many women will merely imply what they want, but not come out and ask
of the mistakes women make in negotiation happen before entering the
conversation. Think about: what do you
want? What do they want? Is it really important? What would you do if you
didn’t get a resolution? If nothing,
then why negotiate for this – put your energy elsewhere. Establish
in your own mind what alternatives and trade-offs you might be willing to
women set lower goals and are satisfied with less than men, but it’s not clear
why. Experts often say that one theory is that women compare themselves to
other women and they don’t include men when comparing salaries, benefits, or
are more likely to take “no” for an answer, whereas men might make a
Women Must Ask (The Right Way): Negotiation Advice From Stanford's Margaret
Harvard Law School
Program on Negotiation: Blog
Free report Negotiation Strategies for Women:
Secrets to Success
Negotiating Salary 101: Tactics for Better Compensation:
- Research your value
- Don’t be the first to disclose a number
- Prepare a counteroffer
- Remember to negotiate for things beyond base pay
Women Don't Ask:
Negotiation and the Gender Divide Linda Babcock and Sara Laschever
Ask For It: How Women
Can Use Negotiation to Get What They Really Want Linda Babcock Sara Laschever
Lean Out: The Dangers for Women Who Negotiate
syndrome" first appeared in an article by Pauline R. Clance and Suzanne A.
Imes who observed many high-achieving women tended to believe they were not
intelligent, and that they were over-evaluated by others.
- The feeling that,
regardless of your accomplishments, you’re still about to be unmasked as a
- Sometimes called the
imposter phenomenon or fraud syndrome, the imposter syndrome is a psychological
phenomenon in which people are unable to internalize their accomplishments,
despite external evidence of their competence.
Proof of success is dismissed as luck, timing, or as a result of
deceiving others into thinking they are more intelligent and competent than
they believe themselves to be.
High-Achievers Suffering from 'Imposter Syndrome'
Faking It: Women, Academia, and Imposter Syndrome
Women Feel Like Frauds They Fuel Their Own Failures
Imposter Syndrome: Are You Fooling Everyone?
The Imposter Syndrome, or, as my Mother told me: “Just
Because Everyone Else is an A******, it Doesn’t Make you a Fraud.”
An Academic With Imposter Syndrome
Chris Lema: The Imposter Syndrome
Clance IP Scale
Clance, Pauline R.; Imes, Suzanne A. (1978). The impostor phenomenon in high achieving women: Dynamics
and therapeutic intervention
Langford, Joe; Clance, Pauline R. (1993). The Imposter Phenomenon: Recent Research Findings
Regarding Dynamics, Personality and Family Patterns and Their Implications for
and Developing a Personal Mission
Who you are and what you value.
What you want to become.
the mission and vision guide strategy development and inform goals and
objectives set to determine whether the strategy is on track.
Personal Mission Statement Development:
- Identify Past Successes – write down 4-5 work,
community or home examples in recent years.
Identify common theme(s)
- Identify Core Values - Develop a list of attributes that identify who you are
and your priorities. Narrow the list to the top 5-6. Finally, choose your most important value.
- Identify Contributions. List the ways you could make a difference – how could
you contribute best to: the world in general; your family; your employer or future employers; your friends; and your community
- Identify Goals. Use your priorities to make a list of your personal short- and
- Write Mission Statement. Based on the first four steps and a better understanding
of yourself, begin writing your personal mission statement.
Vision Statement Development:
Reflect on your
core values, passions and review your mission statement. Envision
what you aspire to become and achieve in the next five years. In terms of the
categories below, describe as specifically as possible what you hope to see,
hear and experience.
i.e. physical surroundings, communication with others, financial resources
Who are your collaborators; colleagues; and students.
& reputation: what will others say about you and what you do?; What will
your roles & contributions be on the local, national and international
level? What will you be known for?
a sentence that describes your vision of the future.
aside some time annually
to review your career, job, goals, and mission statement -- and make
adjustments as necessary.
Having a Vision for Your Life Matters More than Individual Goals
and Life Vision
and the Vision Thing