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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.

The Work Environment

Earn a higher salary by understanding the systems around you in your work environment. Understanding these systems means you know where you fit in the machine that makes up your company. Understanding where you fir tin the machine enables you to participate more effectively in teams. You know which people are key people connected to you and your job in the company. Knowing which people are key people means you can communicate with these people effectively and keep them informed about the work you are doing. This in turn keeps you on the career growth fast track because you make yourself an invaluable asset.

This also means you do more and more of the work you enjoy doing, the work you are good at because your team and managers know what kind of work to pass on to you.

Learn the skills to effectively manage a business or team meeting for greater results!

It is all about the meeting’s purpose and outcomes

With out the clarity you should simply say no! Learn how to say by signing up for the Career Maker system on this site.

Manage business meetings with purpose and outcomes.

Business meetings need clarity, outcomes and purpose - else say NO!

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How to manage a business or team meeting

  1. Plan the meeting
  2. Talk about and listen
  3. Proud of session
  4. Vision and mission
  5. Action road forward and direction
  6. Further engagement
  7. Techniques to increase value flow
how to manage a meeting

How to manage a meeting

Plan the meeting

  • Keep the time and logistics in mind. Structure the meeting and keep the process of organizing in line to achieve the desired outcome / outcomes.
  • Choose a congenial place and time for all individuals involved in the meeting.
  • Who can contribute to the meeting with the best benefit and fit for the specific scenario and goal of the meeting? If you wish to take another person with to the meeting, decide on someone that will fit and cause stacking. Stacking means there is more than one direct benefit to more than one individual or entity involved.
  • Clarify the objective: what do all those involved hope to get out the meeting? Ensure that the expectations of all those involved are shared and calibrated with one another.

How to talk about & listen during the meeting

  • Listen in a structured manner
  • Share in a structured manner

Use the Carnegie method of opening or re-starting a conversation when you get stuck during the meeting:

  • In your mind walk down the street in which the person you are conversing with lives, see the brass plate next to the front door: ask questions about where the individual lives or where they lived.
  • Now walk into the house in your mind’s eye: talk about and ask about what you see on the walls, like photographs, pictures, paintings, ornaments and so on.
  • On top of the house, there is an airplane: where has this person traveled or where do they wish to travel.
  • On top of the airplane is a hobbyhorse: what type of hobbies do they practice and what other interests do they have.
  • On top of the plane, on top of the hobbyhorse sits grandma knitting: where does his/her family come from and what are they engaged in.
  • Identify the feelings, positive or negative, driving the other individuals in the meeting.
  • Positive and negative feelings
    • We are driven by what we desire.
    • This desire is driven as much by positive feelings as it is driven by what we do not want.
    • Humans appear to be more capable of stating what they do not want than what they do want. We seem to struggle with stating our observations about these negative feelings, the things we do not want.
  • The Issue is
    • Continually ask yourself: “It will be right when?”. Use The Issue Is model to assist in creating clarity.
    • Part of sharing in a structured manner is to be able to lead the other individuals on discovering when something will be right.
    • Statements like “The real issue is…” and “When will this be right…?” is typical of this type of conversation.
  • Rapport and Reflection
    • Build rapport by using encouraging body language and activator statements.
    • Reflect and mirror the other person’s statements to ensure you understand what is being said or asked. For example if someone makes a statement like: “You must remember to complete the letter.” You would then mirror that statement ensuring you understood the other person: “You would like me to complete the letter to John as we discussed previously, would you like me to mail it as well or do you want to read it first?.” This ensures there are no misunderstandings and possible challenging situations.
    • Allow the other person to complete what they want to say. Build rapport by using statements like, “Tell me more”, “Wow really!?”, “Is it really like that?”, “They do that?” etc.
  • Open or re-start a conversation using the Carnegie model above (see the book by Dale Carnegie: Winning friends and Influencing people for more resources).
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  • There is basic “stuff” any person on earth feel comfortable talking about. This includes subjects like family, hobbies, travel, interest, art, music and many more such subjects. When a conversation comes to a place where the other person or people are low on energy, in other words they are struggling to communicate with you, use the Carnegie method to re-start the conversation. This process can also be used to start a conversation.

What are the other person/people proud of?

Make the other person feel important

  • What are the other person/people proud of in home, career, business and relations?
  • What does he/she believe in?
  • Religious statements are taboo. When treading in the realm of personal belief, leave the other person to talk, you just listen without reacting. Be aware of making controversial statements or attacking the others’ statements. Use these methods to get the most out of a meeting; do not allow emotional reactions to sabotage the purpose of the meeting.
  • Where does the other spend most of their time?
  • What is on their minds? Things, places and people they have on their minds the most. Such information can be helpful in framing a meeting. Be really interested without probing.

Structure the vision & mission during a meeting

Structure and frame the exploration of the meeting

  • Keep the identified goal in mind
  • What are the other people about?
  • Where are they going in life?
  • What do they wish to achieve?
  • What are their dreams and aspirations?
  • When engaging in a vision / mission type conversations remember and share stories where applicable. It could make for very interesting conversation. Be careful to never attack another person’s beliefs. Some examples include:
  • Gandhi was about dignity and he ended with freedom.
    • Gandhi wanted dignity for his people. He achieved freedom; do the people now have dignity?
  • Madiba was also about dignity and we now have democracy.
    • Madiba also wanted the people to have dignity in being productive. The people now have the vote. Does having the vote bring about dignity?
  • Kennedy caused the USA to believe they are a super race, which caused Vietnam.
    • Kennedy made America invincible by putting the first man on the moon. America believed they could not lose in Vietnam.
  • These are strong examples to use, but if you do not understand the purpose of a meeting, the outcome for your company, project or personally might be the same!

Action road forward and direction

Ask and answer questions like:

Where will you be?

What will you do?

For whom will you do it?

What will the result be?

  • What is the direction we want to go according to the information gathered from the meeting? What alternatives do we have? Develop alternatives using methods like “Asking questions”, “Strawmen” and Edward de Bono’s PO “.
  • Ask questions like:
    • “What else?”
    • “Together with?”
  • Strawmen:
    • One can create it and then burn it, no emotions or structure attached to it. Facilitate out of the box thinking.
    • One is able to develop new ideas without having to defend; there is nothing to defend because it is a Strawmen.
  • Edward de Bono’sPO:
    • Edward de Bono’s PO works in the same manner. One asks the question: “What is PO?” PO is nothing; it can thus be anything one wants it to be. It belongs to nobody and means nothing so PO can be anything you want it to be; again without having to defend it.
  • Orders first or missionary
    • If the project must have orders to sustain it then how does one go about getting orders?
    • If the project is missionary, it is an organization or individuals personal passion, who provides the resources?
  • Are the Seven risks of businesscovered?
    • Seven risks of business, which applies to any project as well.
    • Cover each of the risk areas with co-opted STORRGIES, in other words – obtain external resources that will cover the gaps identified in the project.

Further engagement

  • Conclude and agree who does what, where, when and why?
  • Determine if Venn diagram overlaps exist or not.
  • Venn diagrams
    • A Venn diagram gives a graphic representation of the different stakeholders involved in the possible project. There where the overlap between the areas exists is where you can test the possibility of further engagement and value-add.
  • Have clear next actions .
  • What is the time and place for what needs to happen next?
  • What other people must be involved?
  • Which resource needs to be added or identified?
  • What is the desired outcome of further engagement or of the actions decided upon in the meeting?

Techniques to increase value flow

Each technique you make yours will serve you for life.

  • Continuously add value using these techniques.
  • Grow and diversify communication skills .
  • Mature listening skills
  • Practiced questioning skills

Use and learn old techniques like “Feel Felt Found” to associate with and learn from.