Transcript PowerPoint Template - Northeastern University

Your Communications Career and
The Four Stages® of Contribution
Increase Your Impact, Influence
and Value
BROADENING
Diversity
Jan Thibodeau, ABC
INCREASING
OPTIMIZING
Engagement
Development
Who We Are
 Novations is a Talent Development firm. We
enhance organizational performance by creating
environments of continuous learning and
development for our clients.
 We provide consulting, training, and
measurement services, with expertise in
 broadening Diversity
 increasing Engagement
 optimizing Development
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The Four Stages®
of Contribution
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Our Goal
Provide research-based guidelines
for increasing your
impact and influence
to help you stay valuable in your current role and
position you favorably for the next.
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Agenda
1
Brief research background
2
The Four Stages® of Contribution Model
3
Case studies
4
Implications for your career
5
Four Stages Profile
6
Q&A
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Research Background
 Gene Dalton and Paul Thompson began their research at Harvard
University in the late 1960’s
 Two major research studies done at Harvard
- 1967-1971: Engineering obsolescence (age & performance over time)
- 1971-1977: Expanding on above; origin of Four Stages model
 Dalton and Thompson moved to BYU to continue their work
- 1986: Qualitative study published around employee career needs and
organizational support
 Novations has continued the Four Stages research
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The Research Behind the Four Stages
Original Research
Mean Performance Ratings%ile Rankings
70
65
60
55
50
45
Job Assignments:
40
1.Visible
35
2. Important
30
3. Complex
25
20
21 to 25
26 to 30
31 to 35
36 to 40
41 to 45
46 to 50
51 to 55
By Age Group
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It’s not necessarily about climbing the
pyramid anymore
• Flatter
• Leaner
• Less hierarchical
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Four Stages of Contribution:
It’s About Increasing Influence and Impact
4
2
1
Influence
3
Perspective
This research-based
model describes how
all employees,
regardless of position,
can increase their
impact and
contribution.
Complexity
Impact
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Characteristics of the Four Stages®
Contributing
Dependently
Contributing
Independently
Contributing Through
Others
Contributing
Strategically
Stage 1
Stage 2
Stage 3
Stage 4
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Characteristics of the Four Stages®
Contributing
Dependently
 Willingly accepts
supervision
 Demonstrates success
on a portion of a larger
project or task
 Masters basic and
routine tasks
 Shows “directed”
creativity and initiative
 Performs well under
time and budget
pressure
 Learns how “we” do
things
Contributing
Independently
Contributing Through
Others
Contributing
Strategically
What kind of work might someone in Stage 1 be doing in
your communications department?
•
Update the data base
•
Collect information for or researching an article for the
intranet
•
Write a press release with supervision
How long can a new person in your communications
department stay at Stage 1?
Stage 1
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Characteristics of the Four Stages®
Contributing
Dependently
 Willingly accepts
supervision
 Demonstrates success
on a portion of a larger
project or task
 Masters basic and
routine tasks
 Shows “directed”
creativity and initiative
 Performs well under
time and budget
pressure
 Learns how “we” do
things
Contributing
Independently
 Assumes responsibility
for definable projects
 Relies less on
supervision; works
independently and
produces significant
results
 Increases in technical
expertise and ability
 Develops credibility and
a reputation
 Builds a strong internal
network of relationships
Stage 1
Contributing Through
Others
Contributing
Strategically
What kind of work might someone in
Stage 2 be doing in your
communications department?
•
Write articles for online media
•
Develop story pitches and
promote to target media
•
Act as editor of print publication
How long can a person in your
communications department stay at
Stage 2?
Stage 2
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Characteristics of the Four Stages®
Contributing
Dependently
 Willingly accepts
supervision
 Demonstrates success
on a portion of a larger
project or task
 Masters basic and
routine tasks
 Shows “directed”
creativity and initiative
 Performs well under
time and budget
pressure
 Learns how “we” do
things
Contributing
Independently
 Assumes responsibility
for definable projects
 Relies less on
supervision; works
independently and
produces significant
results
 Increases in technical
expertise and ability
 Develops credibility and
a reputation
 Builds a strong internal
network of relationships
Stage 1
Contributing Through
Others
 Increases in technical
breadth
 Develops broad
business perspective
 Stimulates others
through ideas and
knowledge
 Involved as a manager,
mentor, or idea leader in
developing others
 Represents the
organization effectively
to clients and external
groups
 Builds a strong internal
& external network
Contributing
Strategically
• Manage intranet
content across
the organization
• Advise and
consult on
communication
best practices
across functional
lines
• Manage
communications
staff of six
Stage 2
Stage 3
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Characteristics of the Four Stages®
Contributing
Dependently
 Willingly accepts
supervision
 Demonstrates success
on a portion of a larger
project or task
 Masters basic and
routine tasks
 Shows “directed”
creativity and initiative
 Performs well under
time and budget
pressure
 Learns how “we” do
things
Contributing
Independently
 Assumes responsibility
for definable projects
 Relies less on
supervision; works
independently and
produces significant
results
 Increases in technical
expertise and ability
 Develops credibility and
a reputation
 Builds a strong internal
network of relationships
Stage 1
Contributing Through
Others
 Increases in technical
breadth
 Develops broad
business perspective
 Stimulates others
through ideas and
knowledge
 Involved as a manager,
mentor, or idea leader in
developing others
 Represents the
organization effectively
to clients and external
groups
 Builds a strong internal
& external network
Contributing
Strategically
 Provides direction to the
organization
 Defines/drives critical
business opportunities
and needs
 Exercises power
responsibly
 Obtains essential
resources
 Sponsors promising
individuals to prepare
them for leadership
roles
 Represents the
organization on critical
strategic issues
Stage 2
VALUE
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Stage 3
Stage 4
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Stage/Role Misalignments
STAGE 2
STAGE 3
STAGE 4
CONTRIBUTING
INDEPENDENTLY
CONTRIBUTING
THROUGH OTHERS
CONTRIBUTING
STRATEGICALLY
• Asks permission on routine or
small decisions
• Very busy
• Important leadership work
never gets done
• Spends time doing hands-on
work
• Views questions as
interruptions
• Fixes mistakes rather than
teaching
• Majors in minors
• Chases in too many
directions
• Overly loyal to a function
• Talks more than listens
• Short-term focus rather than
long-term view
• Delegates too much or is
overly controlling
• Shows little confidence in
his/her judgment
• Still can’t clear jam in copy
machine
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The Four Stages® of Contribution Model:
Key Dimensions
Performance
Expectation
STAGE 1
STAGE 2
STAGE 3
STAGE 4
CONTRIBUTING
DEPENDENTLY
CONTRIBUTING
INDEPENDENTLY
CONTRIBUTING
THROUGH OTHERS
CONTRIBUTING
STRATEGICALLY
Trust
Building
Credibility/
Learning
Primary Helper, Learner
Role
Major
Transition
Issue
Recognizing need
for Dependence
Performance Support to
Leverage Others, Building
Credibility
Establishing and
Applying
Expertise
Guiding,
Coordinating,
Developing Others
Shaping
Organizational
Direction
Individual
Contributor,
Specialist
Coach, Mentor,
Idea leader, Internal
Consultant,
Project Leader
Sponsor,
Innovator,
Business Leader
Accepting
Independence
Accepting
Responsibility
(formal or informal)
for Others’ efforts
Holistic View of
Business
Making Tough
Choices
Individual
Capability,
Subject Matter
Expertise
Relationships,
Networks, and
Technical Breadth
Establishing
Organizational
Priorities, Broad
Impact & Influence
FORMAL OR INFORMAL LEADERSHIP
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Key Points
 The Four Stages describe the functions that are vital for an
organization to survive and grow
 Movement through the stages is not automatic
- It takes behavior change and psychological shifts to move between the stages
 Your stage is not defined by your job title
 You may be in more than one stage at any one time
 Job assignments are key to moving through the stages
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Mini Case Studies
1. Read each case study
2. Determine the stage(s) of the person in the case
3. Look at behavior, not necessarily job title or position
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George has held a PR Manager position in a mid-size company for the past five
years. He has two staff people. George always meets deadlines and produces
quality work. While his performance from a technical perspective is good, he tends
to do most of the work himself. He gives routine tasks to his team and rarely holds
brainstorming meetings to solicit ideas on new projects.
Recently, George was asked to give a presentation on a crisis communication plan
for the company. He became flustered when the COO asked him for industry
examples of best practice crisis communication and the risks of not having an
adequate plan. Instead of answering the questions or promoting a discussion
among the company leaders at the meeting, George brought the discussion back to
the points on the slide, which detailed how he would deal with the media.
In this example, in which stage is George behaving?
a. Stage 1
b. Stage 2
c. Stage 3
d. Stage 4
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The Stage 2 Manager Dilemma
Contribution
to the
Organization
Average Percentile Ranking
80th
65
70th
60th
50th
40th
34
30th
21
20th
17
Stage 1
Stage 2
Stage 2
Stage 3
Manager
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Susanna is a new Director of Marketing Communications for a large technology
company. She came from a pharmaceutical company where she held a similar
position. Although she brings marcom expertise that will help the company’s
newest product gain rapid entry into the market, she has limited experience in
the technology industry.
Susanna spends her first few weeks meeting with the leadership team and
product managers in order to understand the business, its products and the
possible barriers she might need to overcome to be successful. She also
learns how to use the company IT programs and gets to know her staff.
During her first few weeks, in which stage is Susanna spending most of her time?
a. Stage 1
b. Stage 2
c. Stage 3
d. Stage 4
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Sometimes RECYCLING is Necessary
Change in Technical
Knowledge/Ability
Recycle Time
New Career
Years
New Company
Months
New Job/Placement
Weeks
High
Low
(Degree of
Change)
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Maria has been a writer in the Corporate Communications department for three
years. When asked if she would like to serve on a committee to run a
company-wide Health Fair, Maria volunteers to lead the project.
She recruits employees from all over the company to help. She organizes team
leaders for different activities and makes sure they perform. Following a
successful Health Fair, she arranges a recognition reception, where the VP of
Human Resources acknowledges the volunteers for their work.
On this project, in which stage is Maria performing?
a. Stage 1
b. Stage 2
c. Stage 3
d. Stage 4
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Implications for Your Career
If you want to remain a top
contributor, you have to change the
way you contribute over the
course of your career
1
2
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4
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Internal or External Consulting
STAGE 1
STAGE 2
STAGE 3
STAGE 4
DEPENDENTLY
INDEPENDENTLY
THROUGH OTHERS
STRATEGICALLY
• Dependent on a set
of tools or techniques
• Exercises
sophisticated
listening &
questioning skills
• Helps clients explore
whether they are
working on the
right problem
• Focuses on the
solution to the
problem
using whichever
tools are needed
• Applies broader
business perspective
to the problem or
situation
• Helps clients explore
whether there is a
systemic/strategic
problem and/or
implication
• Looks for problems
where they can apply
these tools
• Dependent on client
(external or internal)
to set the direction
of the project
• May work
independently
or on a team to
accomplish
the work and/or
produce deliverables
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• May lead/manage
a team
• Uses whichever
tools are needed
• Leverages internal
or external network
and resources
• Advises on strategic
implications
• Makes decisions that
affect the
organizational
direction
• Represents the
organization to the
wider business
community or
industry
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A Novation is…
1
2
3
4
Relationships
Dependent
Independent
Interdependent
Tasks
Basic, routine
More complex, ambiguous
Perspective
Narrow
Technical
Short-term
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Broad
More strategic
Long-term
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The Way You May Think It Works
4
3
1
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The Way It Really Works
Novations Between Stages
24 months+
12-18 months+
10-20
years+
?
3-6 months
20 years+?
5 years
minimum?
8-10 years?
15 years
maximum?
1 year?
1
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3
4
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How do you novate to the next stage?
Stage 1
• Be positive about
learning, growth and
change
• Be inquisitive
• Get others’ help
when needed
• Seek challenging
work
• Seek feedback and
use it
• Deliver under
pressure
• Attend to the detail
and quality of your
work
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Stage 2
• Seek visible,
important and
complex job
assignments
• Manage
independence well;
honor commitments
& keep others
informed
• Establish solid
technical roots and a
reputation for high
level of competence
• Be a strong
colleague & team
player
Stage 3
• Go beyond original
area of expertise
• Develop people
through training,
assignments and
coaching
• Understand
business drivers and
implications
• Build strong network
of internal and
industry
relationships
• Let go of some
“Stage 2” type
activities; let others
be recognized as
experts
Stage 4
• Find ways to
influence the
organization or a
major part of the
organization
• Obtain essential
resources
• Represent the
company to external
stakeholders
• Become a “thought
leader” in the
industry
• Sponsor promising
people for key future
roles
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Focus on All Three Types of Skills & Expertise
• Technical: build your
knowledge and skills to
be effective on the job.
• Relational: build a
strong support network
of relationships based on
trust and mutual respect.
• Influential: expand your
ability to inspire, shape
or affect people and
situations.
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Four Stages Profile – Online Assessment Tool
4
2
1
Influence
3
Perspective
• Personalized Stage Profile
– online and print
• Information on coaching
and networking
opportunities
• Tips on how to avoid
career setbacks
Complexity
Impact
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http://store.novations.com/
Articles.asp?ID=132
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Summary
1
Brief research background
2
The Four Stages® of Contribution Model
3
Case studies
4
Implications for your career
5
Four Stages Profile
6
Q&A
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Questions &
Answers
Jan Thibodeau
Novations
[email protected]
401-333-1333
Profile:
http://store.novations.com/Articles.
asp?ID=132
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