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- 1. Transitions: Handling Change Toni R. Leeth, MPH Assistant Dean for Strategic Planning and Administration
- 2. There is nothing permanent except change. The only constant in life is change. This is a new year. A new beginning. And things will change.
- 3. Change
- 4. Change
- 6. Change is what happens to us. Transition is what we do in response.
- 7. • Change: Minor changes in your role and/or responsibilities • Transition: Build on what you know. Understand the new expectations of you. Identify and learn the skills necessary in your new role. Transition – Your Response to Change
- 9. Change
- 11. • Change: New career path Transition – Your Response to Change • Transition: Seek counsel. Merge your passion and values with your skills. Define your career vision and mission.
- 12. Sometimes change calls for us to be transformed.
- 13. • The same behaviors accepted early on won’t be accepted at later stages of your career. • Initially, results alone can make you successful. Later, it’s about coupling results with leading people to get things done. • You can’t be the same person all your life. Life is not stable. Transformation
- 14. The Unspoken Expectations of Navigating the Promotional Pyramid Keers C and Mungavan T. Seeing Yourself As Others Do.
- 15. Making Your Mark - Task completion - Individual contribution - Navigate the cultural and political landscape - Begin to take on more responsibility - Develop interpersonal awareness The Unspoken Expectations of Navigating the Promotional Pyramid Keers C and Mungavan T. Seeing Yourself As Others Do.
- 16. Collaborate - Have to develop the ability to enlist the support of others rather than doing it all alone - Influencing cross-functional change - Speaking up early and with confidence - Self-discipline - Effective team leadership - Learning new skills The Unspoken Expectations of Navigating the Promotional Pyramid Keers C and Mungavan T. Seeing Yourself As Others Do.
- 17. The Crossroads Period - Judgment - Realization that there is no perfect solution - Ability to craft a vision and align people behind it - You have to learn to influence rather than control The Unspoken Expectations of Navigating the Promotional Pyramid Keers C and Mungavan T. Seeing Yourself As Others Do.
- 18. Harvesting Your Hard Work - Moving larger groups to successful outcomes with value-based integrity and wisdom gained through impeccable listening - Requires a big-picture, strategic view The Unspoken Expectations of Navigating the Promotional Pyramid Keers C and Mungavan T. Seeing Yourself As Others Do.
- 20. • Your instincts are to do things the way you always have. • But as you rise in your responsibilities as a leader you are expected to adjust. Transformation
- 22. We are all constantly learning. Derailment is not inevitable, but without attention to development it is probable. Tim Erwin’s Derailed.
Notas do Editor
- Thousands of books have been written on change because change is something we all experience in every area of our life, and our professional life is no exception. I’m sure you’ve read about and heard speakers present on how to manage organizational change. That is important, and as a leader you need to know how to lead and support others through organizational change. But we aren't going to focus on that today. Instead we are going to spend this time talking about changes in your professional life. From a change in responsibilities to starting a new career altogether we are all going to face change in our jobs.
- This is the ideal career trajectory A step-wise progression on a direct path to career advancement.
- When LaKisha asked me last year to participate in the Leadership Development Seminar Series, I asked her what I should speak about. She said, “Tell your story.” I feel like I need a map, a compass and a GPS to tell my story. I have worked in clinical service as an OR tech, in research doing bench work in an HIV research lab statistical analysis in a clinical research program research coordination for a division, I’ve worked in administration, building a research administrative infrastructure then in broader administration leading clinical, education and research support operations for a department, and now am responsible for ensuring organizational alignment for the medical school. That's the short version. My career path has been defined by change and what I did with it.
- Transition is what we do in response Using pieces of my story we'll talk about how to transition in your professional life
- Most of us do however have to deal with changes in our roles and responsibilities. You were a team member and now you are leading a team; you were responsible for one residency program and now are leading all residency and fellowship programs in your division; you were the finance lead and are now the unit administrator Your accomplishments in your prior role are why you were given these new responsibilities. You demonstrated to others your capacity and earned the trust that you could serve in an elevated role. Lean on what you know. Having worked in a research lab and in a clinical research program helped me be a successful research administrator, developing resources to support investigators and their staff. Having spent time in a clinical environment and in research environment helped me be a successful department administrator, valuing all aspects of our mission as an academic medical center and understanding how the each connected to support each other. Having connected those components of our mission and building support services that recognized the balance of those components helps me today identify opportunities for improving organizational alignment.
- I didn’t plan this career path (who could). I had a plan. I was going to be a doctor.
- Not just disappointed because I had failed but lost as to what I would do next. My plan had changed. I had to transition.
- Friends and mentors are valuable at helping you figure out how to handle change I received some great council from a friend and mentor who helped me see how to merge my core values and what I was passionate about with what I was good at to find a new path.
- It is important to know this about yourself. 4 years ago I was at a crossroads of sorts. I was dissatisfied with my work in research administration. I had just initiated a year-long leadership and professional development program, and a side-effect of this program for all of us participating was a long, hard look in the mirror. Is this where you want to be? Is this taking you where you want to go? I was on a plane back to Minneapolis, and I took out my phone and just started typing. Who am I? What do I desire? What am I passionate about? This wasn’t about job title but about who I am and what I have to contribute and the characteristics of my work environment. I got home and talked to my boss and my mentor and began a journey that year that would change my career. I frequently look back at that list to remind myself of my core values, what is important to me, and the value I can bring to any role. So ask yourself….What are you committed to? What do you stand for? What keeps you up at night? What are you passionate about? What about your work brings you joy? **be grounded in your character because character trumps competence. The key to balance is to be sure that your exterior activities are congruent and in alignment with your internal values. With this known you can craft your career vision. How you want to impact the world. A culture in academic medicine that values, delivers and holds itself and those within it accountable for excellence in teaching, research, clinical care and administration.
- Moving back to UAB I assumed I could ease my way into this role in the dean’s office doing the same things the same way I'd done before. I was hired because of my prior success, so continuing as is made sense. I was wrong. This new role called for me to do things differently. I needed to transform.
- The same behaviors accepted early on won’t be accepted at later stages of your career. The characteristics you may have been rewarded for early in your career can easily become obstacles later. Initially, results alone can make you successful. Later, it’s about coupling results with leading people to get things done. The overall focus is a shift from task orientation to a relationship orientation because the further you advance in your career the less “hands on” you are, so your relationship skills are what keep you achieving as you move ahead. Bottom line – As Bridges talks about in his book Transitions, you can’t be the same person all your life. Life is not stable.
- let’s talk about these universal and mostly unspoken expectations at each stage of your career.
- Early in our careers it’s about successful execution of the tasks assigned to you. Your individual contribution. As you achieve you begin to take on more responsibility. One task turns into prioritizing and executing a number of tasks. You are also learning to navigate the cultural and political landscape while developing a self-awareness.
- The next stage is about collaboration. You are expected to develop the ability to enlist the support of others rather than doing it all alone. This requires motivational skills, conflict management skills, and influence. You also learn self-discipline, speaking up early and with confidence, and goal orientation.
- This stage is called the crossroads because you’ve hit the half-way mark in your career. You can break out or burn out. If you have too much project-orientation at this stage, you lean toward knocking off tasks because that’s in your comfort zone. Instead you have to learn to influence rather than control (because it’s too big for you to control anymore). You have to develop your ability to craft a vision and align people behind it.
- The pinnacle of your career is about leadership rooted in shared values, communication and relationships. Moving larger groups to successful outcomes with value-based integrity and wisdom gained through impeccable listening Requires a big-picture, strategic view
- Do you know the difference between transition and transformation? Pain It isn't easy. Your instincts are to do things the way you always have. But as you rise in your responsibilities as a leader you are expected to adjust, frankly you have to in order to be successful. That doesn't mean be something you aren't. That means be your best self, transformed for the culture and role you are now in. So what am I doing now that I learned this lesson? I'm transforming.
- Do you know the difference between transition and transformation? Pain It isn't easy. Your instincts are to do things the way you always have. But as you rise in your responsibilities as a leader you are expected to adjust, frankly you have to in order to be successful. That doesn't mean be something you aren't. That means be your best self, transformed for the culture and role you are now in. So what am I doing now that I learned this lesson? I'm transforming.
- My biggest transformation right now is that to a mother of two What I learned with my first daughter I certainly apply to raising my second, but I can't do it the exact same way. The environment is different. There are different expectations of me. I have to be mommy for Emma while also being mommy to Virginia.
- I leave you with this quote from Erwin’s book Derailed. I commend you on your commitment to development and not being derailed by change. Thank you for the privilege of sharing my story with you today in talking about how to handle change in your own career.