ADvance USF's workplace experience
Tips for developing the whole person:
- Seek opportunities for both formal and informal learning.
- Consider experiences that would add to a resume such as awards, milestones, credentials or committee work.
- Take inventory of current skills, competencies and strengths; Then create a plan for future growth.
- Keep motivating factors in mind when planning opportunities. Two simple questions to ask are 鈥渨hat gets you excited to come to work? What drains you?鈥�
Executive Coaching: Meet our coaches!
Our executive coaches are available to senior leaders and C-suite personnel. Coaches
work one-on-one with each client to develop the right support mechanisms for each
situation. Learn more on our Executive Development page.
Whether you're seeking development for yourself or your employees, there are multiple options to appeal to all different needs and learning styles.
Self-Reflection: Competencies for Leading the Organization
Consider these competencies for "leading the Organization" by the Center for Creative Leadership (CCL).
- Strategic Perspective: Understands the viewpoint of higher management and effectively analyzes complex problems
- Being a Quick Study: Quickly masters new technical and business knowledge Skill Required Agility
- Decisiveness: Prefers quick and approximate actions in many management situations
- Change Management: Uses effective strategies to facilitate org. change initiatives and overcome resistance to change
The competencies are covered in our new Organizational Intelligence Leadership program. You can learn more about the program on our Leadership Programs page.
If you'd like to consider more personalized skills that relate to your own strengths, visit our Career Development page for guidance in identifying a path for growth. Once you've identified the skills or competencies you'd like to build, consider everyday learning opportunities in addition to formal training.
Developing and Reskilling Employees
Visit our Performance Management for Success page for guidance in development-based conversations throughout the year.
Our Career Development page may be helpful for an employee who is considering different interests, skills and planning for the future.
Have you already identified skills that an employee needs to develop?
DEVELOPMENT OPTIONS: Learn from experiences and people
Consider that a popular learning and development strategy is the 70:20:10 Model for Learning and Development.
- Taking on real-world, challenging assignments may represent 70% of learning.
- Learning from others via shadowing or coaching may represent 20% of learning.
- Formal coursework and training may represent 10% of learning.
The Center for Creative Leadership recommendations the following for on the job learning:
- Identify stretch assignments that map to aspirational competencies.
- Staff for future development, not just past performance. New project? In addition to assigning proven performers, assign new individuals who could grow from the experience.
- Create new experiences by creatively identifying everyday development opportunities such as job shadowing, teaching others or group membership.
- Enrich learning from experience by offering reflection assignments or mentoring (even peer mentoring can be valuable).
- Promote an experience-driven development culture by infusing the above into everyday work life. Recognize that learning is everywhere and does not need to be a separate activity from the job.
It may also be helpful to review our Networking Opportunities page to identify possible collaborative opportunities.