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Build your Career: Tools of the TradeStanley Quek Theatre, TBSI, Trinity College21 September 2016@30percentclubiewww.30percentclub.org
Ms Siobhan McAleeerCommercial Director, IMI1@30percentclubiewww.30percentclub.org
Ms Geraldine RuaneChief Operating Officer, Trinity College Dublin2@30percentclubiewww.30percentclub.org
4 Leadership Seminars 2016/17 Build your Career EffectiveCommunicationfor Leaders3@30percentclubie Leadership &ChangeManagement1234 Ethics, Values &CorporateResponsibilitywww.30percentclub.org
Build your CareerBuildyourCareer:Tools lubwww.30percentclub.org
Build your CareerConfidenceSelf-AwarenessDon’t be Afraid to AskLifelong tclub.org
Dublin’s Creative Incubator6@30percentclubiewww.30percentclub.org
Collaboration– Trinity’s location is particularly significant because Ireland isEuropean headquarters to:– 9 of the top 10 global software companies,– 9 of the top 10 US technology companies;– 15 of the top 20 MedTech companies and,– 7 of the top 10 industrial automation companies.– The World Bank lists Dublin as one of the top 10 places in the worldto do business.– Trinity is at the centre of a growing European innovation hub whichhas great advantages as it enables us to partner with some of theseorganisations and ignite real change.7@30percentclubiewww.30percentclub.org
“Create a vision and never let theenvironment, other people’s beliefs,or the limits of what has been donein the past shape your decisions.”Tony Robbins8@30percentclubiewww.30percentclub.org
Thank youemail: ruanege@tcd.iemobile: 01 896 27899@30percentclubiewww.30percentclub.org
Dr Janine BosakDirector of ResearchLeadership & Talent Institute, DCU10@30percentclubiewww.30percentclub.org
Women in Management:The Leadership Pipeline@30percentclubiewww.30percentclub.org
Where are the women leaders? Gender Bias Lack of Role Models Catch 22 Social Capital Deficit Maternal Wall entclub.org
Sample DescriptionRespondents n rcialstate/semistateOtherwww.30percentclub.org
Sample DescriptionSectorFinancial servicesProfessional 18.2www.30percentclub.org
Sample DescriptionCompanyNumber ofemployeesFrequency% 5004735.3500-10003526.31000-50004533.864.5 500015size@30percentclubiewww.30percentclub.org
Managerial LevelsCEOExecutive DirectorManager level 1Manager level 216@30percentclubiewww.30percentclub.org
Survey FindingsGender breakdown across management grades% Female65.734.3Manager Level 217@30percentclubie70.529.5% Male77.422.6Manager Level 1 Executive Director85.714.3CEOwww.30percentclub.org
Women in management by organisation typeSurvey Findings50Manager Level 245Manager Level 140Executive Director% e companyCommercial statewww.30percentclub.org
Women in management by sectorSurvey Findings50Manager Level 245Manager Level 1% Female4035Executive ufacturingwww.30percentclub.org
Women in management by organisation sizeSurvey Findings50ManagerLevel 2ManagerLevel 1ExecutiveDirectorCEO4540% Female35302520151050 50020@30percentclubie500-10001000-5000Number of employees 5000www.30percentclub.org
Women in management by functionSurvey Findings80Manager Level 270Manager Level 160Executive Director% ub.org
Survey FindingsWomen in management and gender of CEOCEOfemaleExecutiveDirectorManagerLevel 1ManagerLevel 2CEOmale022@30percentclubie102030% Female4050www.30percentclub.org
Summary Data relies on responses from 133 organisations 200,000 people (10% of the total labour force) Interested respondents Results may give an overly optimistic picture inplaces23@30percentclubiewww.30percentclub.org
Does the Glass Ceiling still exist?!24@30percentclubiewww.30percentclub.org
Lean In.1. Expect career impediments that are different from andmore difficult than those for men2. Be aware of the catch 22 and counteract it3. Ask people to advocate for you4. Build social capital and social support networks5. Proactively manage the family-work interface6. Have confidence in yourself and your abilities!!25@30percentclubiewww.30percentclub.org
Organizational changes.Buy-in to the business case; engage in the diversity challenge!1. Acknowledge that cultural stereotypes, organisationalculture, and work practices contribute to gender inequality2. Lead initiatives to tackle unconcious gender bias andpromote gender-fair practices:Diversity initiatives as core element in business strategy;Transparency and accountability underpinning selection andpromotion practices; Selection quotas and talent promotionprograms; Mentoring and networking schemes; Flexible workopportunities; Leave entitlements; etc.26@30percentclubiewww.30percentclub.org
A FIRST STEP.For questions, please emailmelrona.kirrane@dcu.ie; club.org
Mr Peter CosgroveDirector, CPL Resources28@30percentclubiewww.30percentclub.org
How to Network Effectively21 September 2016
WHY WE DON’T
I don’t have time
What are your major interrupters?Other peopleEmailIrresistible internet linksSocial mediaComplianceInterruptionsPhone alertsUnproductivemeetings
Turn off Social Alerts
Sitting is the new smoking
What’s the objectiveWhy networkIt is not clear what the goal issometimes
What we dread about networking I have nothing to say I don’t know the subject matter I don’t know how to go up to people I feel a but stupid I am not a natural conversationalist I am shy I get stuck with the loser every time No one talks to me I find it awkward/ false
What is/ is not networkingWhat is/ is not networking NOT Selling What is it:The ability to create and manage professionalrelationships
Why networkWhy network Information and opportunity Build visibility and relationships Time to listen and reflect Access other peoples knowledge and network
The Biggest problemswith networkingBiggest Concerns People are in the wrong roomand People do not work the room
WHERE TONETWORK
Where to Network
Reticular ActivatorIf you do not know what you are looking for,do not be surprised if you do not find it.
Who are youtheretomeet?Starting Point – who would I like to meet? Make a list of people you want to meet/ whocan help you NOT “Anyone who can help me in business”
HOW TO NETWORK
First stepsPreparing to network Plan your route (when to arrive, who to sitwith etc) Research the group and the dress code Business cards Read newspapers
GoalPreparing to network Choose an objective – make it activity based
The fear Never compare your inside to someone else’s outside- because you will always lose.
Entering the room How to start networking Pause and survey the room Eye contact and smile Maintain Distance Ask Permission – Please may I join you? “Hi I am FIRST NAME – make it easy
.so look for open groups.Ref: Book - The Jelly Effect, Andy Bounds
Picture this
Be interested before you areinteresting
Remember .You are not talking to oneperson. You are potentiallytalking to everyone they know.
Help othersWhat you give out comes back tenfold – if you wantreferrals – start giving them to others.”
Takeaways You will always be busy so accept invites Know who to meet and what you want Have an objective Prepare to have something to say Help others first
Email and online communication miss out on thatall important non verbal communication
“A bad day on the road can bebetter than a good day in theoffice”
Thank youemail: peter.cosgrove@cpl.iemobile: 087 6200836twitter: org
Ms Orla NugentMBA Programme Director, UCD64@30percentclubiewww.30percentclub.org
‘When people tell me they've learned fromexperience, I tell them the trick is to learn fromother peoples experience’Warren Buffet65@30percentclubiewww.30percentclub.org
66@30percentclubiewww.30percentclub.org
How?Informal Initiated without organisationalsupport Driving force usually similarityand attraction Mentor and mentee self-select Initial emotions positive Unstructured meetings as needed May be no explicit goals Longer-term in durationTom William Short, (2013),’Workplace mentoring, an old idea with new meaning (part1)’Development and Learning in Organisations Vol. 28 Iss 1 pp 8 - 1167@30percentclubieFormal Initiated by the organisation Driving force usually organisationalagenda Mentor and mentee usually matchedby a third party Initial emotions often apprehension,awkwardness Meeting schedule structured byprogram facilitator Explicit organisational goals Usually short-term, with a predetermined end pointwww.smurfitschool.iewww.30percentclub.org
Why?For the individual - developing potential Judgement Drive InfluenceFor the organisation Enhanced leadership capability Knowledge transfer Role modelling/credibility Access to experience Improve communications Employee retention/engagement68@30percentclubieTom William Short, (2013),’Workplace mentoring, an old idea with new meaning (part1)’Development and Learning in Organisations Vol. 28 Iss 1 pp 8 - 11www.smurfitschool.iewww.30percentclub.org
Stats and Outcomes 91% consider mentoring critical to career advancement 60% prefer formal mentoring to informal mentoring – many say theywant the added structure to stay focused 57% say current organisations doesn’t offer formal mentoring Almost 50% have access to a ‘professional development’ budgetthrough workWXN Womens Executive Network Canadian Survey Helps people to cope with the pressures of employment (well being) Draw's knowledge and insights from multiple disciplines, theories,multigenerational diverse workforces Female role models Life stages & Career Transitions Sponsorship69@30percentclubiewww.30percentclub.org
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‘Own your own career, don’t wait for someone to tapyou on the shoulder and present an opportunity’Lynne Doughtie US Chairman & CEO Elect KPMGThank school.iewww.30percentclub.org
Ms Cathriona HallahanManaging Director, Microsoft Ireland72@30percentclubiewww.30percentclub.org
My Story
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Professor Andrew BurkeDean, Trinity Business School75@30percentclubiewww.30percentclub.org
Thank you76@30percentclubiewww.30percentclub.org
Corporate Responsibility Effective Communication . - 15 of the top 20 MedTech companies and, - 7 of the top 10 industrial automation companies. . office" 63. @30percentclubie www.30percentclub.org. Thank you. email: peter.cosgrove@cpl.ie. mobile: 087 6200836
