Elements

career change ideas

Are you tired of your current career direction?

Struggling to create a list of career change ideas?

Follow master career coach, Unre Visagie as he teaches a simple process to identify career change ideas that will fit your unique situation. Career change can be a scary thing, but if you approach your career change using a simple, safe and secure system, it all just falls into place. Check out the video below to start generating some ideas for your next career!

Careerdevelopmentplan.net offers the foolproof Career Maker program. As part of this we offer a process for career change ideas to stimulate you to organize your career change ideas into segmented elements. It works extremely well when you concentrate on a specific area at a time. The idea is to move from ‘I have a job and earn money’ to where you live in a great space with everything you want and money. Only one part of us consists of work. We are also social, spiritual, and physical; we are also friends and parents. We are many things. Only a small part is work. Let’s keep that in the back of our minds.

We would like to show you how these ideas move you from your current situation to the work of your choice, the job of your choice, the company of your choice and the industry of your choice. Many people argue with me that you can’t choose them all at the same time. That’s correct. You start with choosing your work and you have a clear career aim. In order to design your clear career aim it’s a good thing to start with as many change ideas as you can. You first go wider, you explore, and then you use the explored information when you are ready to engage.

There are always three steps in each element: you explore, you prepare and you engage. Look at your past experiences, the work you’ve enjoyed doing, what you have enjoyed at school and what you have enjoyed anywhere. Look at your past and look at what may be, what you think will give you joy. I will discuss all of them at the same time but first make notes on explore. Let’s look at specific transferrable skills. People find it hard to look objectively at all their past activities, the projects they were involved with, and the teams they were involved in. The idea is to focus on specific elements related to transferrable skills. The same with aptitudes, you can see from your past involvements where your aptitudes are. You can also get feedback from the people you were involved with. We will give the specific model to ask feedback.

There are models; some published, some not yet, on the web to assist you will these tasks. When you look back at your past activities your interests become clear. Many have to look at both their past and their desired future at the same time. Know what you believe and what you value. It’s very important to know that there are no right and wrong beliefs and values, there are just beliefs and values. If you choose an area of work, job, company and industry, that align closer with what you believe and what you value, it becomes a lot easier to thrive in that environment. If your values and beliefs differ a little from your chosen environment it becomes tough. So what do you believe? It’s good to ask why you believe it, but much later in the program we’ll get back to why.

Our beliefs and what we value were often not freely chosen, they are a product of past experiences, family, community, work, etc. All of those formed what we believe and what we value and why. We encourage you to go plus plus so you expand. It’s very important to keep your roots and grow your roots and expand from there.

Lastly, one of the most valuable things is who we relate to and the relationships we have formed, who and why. These relationships were often formed out of past activities and not freely chosen. You will see that freely chosen is a very important concept that keeps recurring. What’s more, there’s a process to go about choosing freely what suits you, why you relate to people, what you add to them, how you add to them and how you build relationships.

It’s a very clear process learnt at Hewlett-Packard way back, applied in all our multi-million dollar companies that we were privileged to build. All of this comes from the people in those companies who managed them to maximum productivity. Thereafter we did a lot of pro bono work at universities, schools and communities, under social ventures. We also did a lot of professional coaching at companies and with people, to grow their careers and grow the people; this is how you grow a company.

Relationships are critically important. Very few people realize that the people they relate to relates to many more. And those relate to many more and this never stops, until we are six levels away, fifty to the power six. We assume everyone knows fifty people that we don’t, then fifty to the power six are more of less all of the people on earth. So six levels away you can reach anybody on earth. It is simply a process or a model that explain how to achieve this.

Who and why? If you look at it segmented in this way you will arrive at a very long list of where you are and what your assets are. Just like a company has assets, a person has assets. Going forward, you take this initial process and engage with the people around you. This could be at home, with friends, at work, anywhere where you know people. If you check these things with them you will find that your list grows very quickly. You understand your assets much better. We haven’t met anybody who is not pleasantly surprised when we do this segmented process and they check it with the people around them. They also prepare the message and we are very excited about the power of stories.

Take this prepared message and engage the people you’ve identified, people who do similar work, people who do similar jobs, people in the companies you have targeted and people in the industry you’ve targeted. All of a sudden these relationships explode and you will get more career ideas. Recently, Ken, somebody we are coaching, couldn’t believe how many people he knows and when he was prepared, when he approached them, he got so many career opportunities, and even job offers that could double his $100 000 plus salary. It is an amazing process; nobody goes through this without getting new job offers, university students as well. We even had younger people that got sponsorships once they’ve done this process.

The key thing to remember is to keep your career, your work and your job aligned. If your career area grows, your work area grows, your job area grows, the overlap with the company, the industry and value-add grows. You want to move up the pyramid of production, from where you were a person at entry level, you grow into the teams and you keep on growing. You have to accelerate and arrive at a strategic level.

The process applies whether you have an expert career or whether you are on a management path. The expert path is somebody that grows in expertise and is very valuable to everybody in a company; we have a very specific process to manage that path. The management path differs a little in content. If you arrive here and you are clear with your message, it’s like a beacon that shines for you. You have access to a whole bunch of new opportunities and your store is growing in this process.

If you look at career change ideas, you can change your career, change the work that you do, change the job that you want or move your job in the company, or to another company. Even consider another industry that might excite you more and grow faster. Each one of the segments generates new ideas, your experiences, your transferrable skills, your aptitudes and your interests. It’s simply a process to generate ideas. I would like to add actual ideas to stimulate your thinking. Remember another person’s ideas can never be yours; it’s only yours that are relevant. I hope it helps you to engage in this process to generate career change ideas, to apply them and to engage to create huge opportunity, grow your relationships and grow your asset store. If you have any difficulties with this please ask us below. If you have comments on this, please engage us.

You earn according to a self-driven identified and claimed results.

Basic principles

Investment in your effort, growth, team, etc.

Direct contribution paid when the money is in.

Longer term impact less cost of getting the results

Apply eclectic innovation and delivery

Grow core capacity

Deliver projects

Develop suppliers.

Develop clients.

Claim your compensation

The production loop elements included choosing, planning, identifying, delivering and claiming.

To identify and claim your slice of the results is an enriching experience in many ways. You learn what others think and you get more money!

Use the team help processes as in the performance management system of Next S. (Ask for the performance review process from Next S human development.)

Gather information:

You gather the information similar to a practical “Portfolio of evidence”.

It is discussed in the team, agreement is reached and the pie is sliced. The money is paid. CONCLUDED!

In case of differences we grow even faster by getting external views and expertise. The external uninvolved person listens, integrates to interactively give a considered solution. Typically we agree at this time.  CONCLUDED!

Should we not agree, each party get their own expertise, they listen and ask again. The three makes a final decision.  CONCLUDED!

While this exiting learning experience runs, we can already work together since the challenge moved external.

  • List your key personal passions and interests
  • Look at the past year and try to identify and describe definitive growth and performance.
  • What are your current task opportunities in the projects?
  • Industry fit: It is necessary to ascertain your position, task and goals in relation to the industry requirement.

Search for jobs that more or less describe what you are doing, or what you think you can do / want to do.  The jobs you find might be in a different industry, but the job description itself fits your skills and you can apply it in any industry.

  • Make use of jobsites
  • Put your CV up at a job search site or with a recruiter.  Go for interviews!  This is a great way of ascertaining your industry worth.
  • Especially if you are considering a mid life career change

Get the name of the position, the approximate earnings, the job responsibilities and requirements for the following questions.

4.1  Find out what growth areas are important to you (You will find this out only when you make contact).

What of the above industry related responsibilities are important for you and for growth in your job?  What other areas are important that is not mentioned in your newfound knowledge?  Discuss this with the group working with you and/or your team members.

4.2  Find out what skills and industry knowledge you need.  What are your gaps?  Make a list of the competencies and people you require.

4.3  What is your industry worth?

  • Actions:  How would your company compensate in money, personal growth and possible participation in greater returns?
  • Discuss with your co-workers and get their impressions and input.
Separate different processes using the The Order Cycle by Shapiro
Chapter 10
p.4
I sometimes feel that there is no coherent logic to all the activities in our company. Is there a method in the madness?
All the activities in the company must be focused around adding value to customers and should be regularly measured to verify their contribution.
One can separate direct value adding processes from indirect or support processes.
Below are two examples that will clarify the difference between the two types of activities.
Indirect value adding process:
Company Strategy processes
Human Resources function
Career Development process
KRA process
Skills Development Training
Other activities focusing on making us individually and as a team more effective with our contribution.
Direct value adding processes
Direct value adding processes is best described by Shapiro’s Order Cycle and relates to products and services our customers pay us for:
Planning
Demand generation
Cost estimating and pricing
Order receipt entry
Selection and prioritization
Scheduling
Fulfillment
Billing and payment
Returns and claims
Post sales service
Do you understand the steps in the order cycle in your business and your – as well as your teams – contribution to every step? What can you do to optimize every step and does it really add value to your customers?
The elements or steps of the order cycle will typically fall into the urgent and important quadrant of the Time Management Matrix, whereas support services will typically fall in the Important / Not urgent quadrant.

Separate different processes using the The Order Cycle by Shapiro

Chapter 10 p.4

w&t_question

I Ask

I sometimes feel that there is no coherent logic to all the activities in our company. Is there a method in the madness?

w&t_exclamation

I Answer

All the activities in the company must be focused around adding value to customers and should be regularly measured to verify their contribution.

One can separate direct value adding processes from indirect or support processes.

Below are two examples that will clarify the difference between the two types of activities.

Example 1

Indirect value adding process

  • Company Strategy processes
  • Human Resources function
  • Career Development process
  • KRA process
  • Skills Development Training
  • Other activities focusing on making us individually and as a team more effective with our contribution

Example 2

Direct value adding processes

Direct value adding processes is best described by Shapiro’s Order Cycle and relates to products and services our customers pay us for:

w&t_ch10_e_the_order_cycle

  1. Planning
  2. Demand generation
  3. Cost estimating and pricing
  4. Order receipt entry
  5. Selection and prioritization
  6. Scheduling
  7. Fulfillment
  8. Billing and payment
  9. Returns and claims
  10. Post sales service
w&t_binoculars

I Explain

Do you understand the steps in the order cycle in your business and your – as well as your teams – contribution to every step? What can you do to optimize every step and does it really add value to your customers?

w&t_elephant

I Advise

The elements or steps of the order cycle will typically fall into the urgent and important quadrant of the Time Management Matrix, whereas support services will typically fall in the Important / Not urgent quadrant.

Thank you to: HBS Professors Benson Shapiro and Kash Rangan