Career Handbook 2015 v2 PDF

Home
CAREER
Introduction
Managing
your career
HANDBOOK
You are a key talent in the Johnson Matthey team and this resource is part of
Developing
capability and
our commitment to helping you make the most of your talents and capabilities.
using feedback
How to have
a career
conversation
The importance
of networking
Your personal
development plan
The role of
emotions
Appendix
Documents
HINTS & TIPS These icons are used throughout the document to give you more information or direct you to documents, videos and articles.
TOP TIPS QUESTIONS DOCUMENTS ACTION

TOP
?
A summary of Stop and Print off Find out
the key points think about the and complete more to further
TIPS to take away from questions we ask these documents. your knowledge.
each section. you to consider.
JOHNSON MATTHEY PLC | CAREER HANDBOOK

Home INTRODUCTION “ Your development within JM is very
Introduction important to us, but it has to be a
joint effort. We are committed to your
Managing
your career success and working with you to achieve
Developing
your goals. I hope that this handbook
capability and
using feedback
JM attracts and wants to retain highly talented gives you some useful advice and tips
How to have
individuals, and our objective is to support you in how to manage your career at JM.”
a career
in your career aspirations and personal development.
conversation R
obert MacLeod
You are a key talent in the Johnson Matthey team Chief Executive
The importance and this resource is part of our commitment to helping
of networking
you make the most of your talents and capabilities.
Your personal This is a shared commitment: progression in JM starts
development plan with your involvement in developing your skills and
strengths, as well as seeking out and making the
The role of most of opportunities available in the company.
emotions
Appendix
Action:
We welcome any feedback and suggestions from
Documents
you on how we can improve this career resource.
Please email natalie.murray@jmusa.com with
your feedback.
2 JOHNSON MATTHEY PLC | CAREER HANDBOOK

Home WHAT DOES IT TAKE
TO ACHIEVE YOUR FULL
POTENTIAL IN JM?
Introduction
Managing
your career
Developing
capability and The answer to this question will be different for each person,
using feedback
and it’s up to you to assume responsibility for your own
How to have career. What is the same for everyone in the company is
a career that individual growth and development is a key strategic
conversation
business need and runs through the nine building blocks
The importance that make up JM’s 3C strategy pyramid. Acting on the
of networking recommendations in this resource will make career
management and career progression part of your ‘day job’.
Your personal You will find suggestions and space for notes that
development plan
you can print off to keep track of your thoughts and ideas.
The recommendations and ideas are intended to support

The role of
emotions you in being your best, one of the pillars of JM’s success
based on our culture and values. The company will be
its best, and will reflect the culture and values we strive for,
Appendix
to the extent that our people succeed. We hope you will
recognise our values in action in the pages that follow.
Documents Each section includes ‘top tips’ and links to helpful websites
and other reference materials. Details for the books and
other resources referred to can be found in the Appendix
(Page 50).
Action:
To start thinking about yourself and your career > WATCH THIS short video on The Art of Career Management
www.youtube.com/watch?v=d6yW9IsQ00A

Home MANAGING
YOUR CAREER
TOP
TIPS
Introduction
Managing
your career
Developing
capability and
using feedback Remember: it’s your career, Clarify your development needs. Be clear about where your ambitions
so ownership and responsibility Think about where you want lie. For some people, ambition means
How to have
a career for managing it start with you. to take your career – and what continuing to move up the career
conversation
skills are needed to get you there. ladder. For others it means becoming
Make the most of opportunities
The importance the best they can be in a current
of networking to develop your capabilities, both When you’re planning to change jobs,
role and staying there. It doesn’t
technical and interpersonal. think two moves ahead, i.e. if you’re
matter what your ambition is; what’s
Your personal considering a new role; ask yourself
development plan Make sure you have a clear picture important is to understand it so that
what the move after that could be and
of your strengths – keeping in mind you can manage it.
will this role offer you the opportunity
the skills you would like to use
The role of to build the necessary skills. You can
emotions more, as well as those that are less
think in terms of general options rather
rewarding for you.
than specific jobs. Include both lateral
Appendix
Think about how to build your and vertical moves in your thinking.
strengths to a high degree of
Documents excellence that sets you apart
from your peers.

Home MANAGING “ Take control of your own career.”
Introduction
YOUR CAREER G
eoff Otterman
Divisional Director, PT
Managing
your career
Developing
capability and
using feedback Career planning
How to have
a career
Many people allow their careers to unfold rather Corporate Ladder evolving to Corporate Lattice
conversation than actively manage them. This is not a helpful or
reliable strategy, even if your career goals are vague.
The importance
of networking
Career planning is easier when you start with a set of objectives
Your personal and an idea of your next career move.
development plan
A career is no longer the traditional upwards-and-onwards
progression (the “Corporate Ladder”). Career success
The role of
emotions is measured in many different ways, including taking
on stretching projects and responsibilities within your role,
sideways and other moves from one business to another,
Appendix © Deloitte
moving locations or specialisms, e.g. research to sales,
or functional to more general management (the Action:
“Corporate Lattice”).
Documents > GO TO The Corporate Lattice
Copy and paste the link below into your web browser.
www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/
Books/us_TheCorporateLattice_Minibook_071510.PDF
Stop and think for a moment:

i. Do you spend as much time on planning your career as you do your annual holidays?
ii. Do you periodically review your options?

Home MANAGING
Introduction
YOUR CAREER
Managing
your career
Developing
capability and
using feedback Your career path
How to have
a career
Whatever path you take, your progress will depend on Personal and Career Development
conversation your ambitions, choices and the energy and actions
you put into developing and excelling at what you
The importance
of networking do every day.
Your personal
Success
Wherever your ambitions lie, focusing on being outstanding
development plan
in your present role will help you achieve them.
The actions you take to perform in your job will be followed
Progress
The role of
emotions by progress, and this is what leads to success in JM.
Sometimes this means taking a risk and moving outside

Appendix of your comfort zone. Same progress
In JM you have the freedom to push the boundaries of your – more action!
Documents role to contribute at a higher level, and doing so is your
responsibility. This is what our Freedom to Act value is about.
Exploiting the opportunity to do so will lead to recognition.
Action
This graphic shows that progress follows action, rather than the other
way around and the path is rarely as smooth as the graph suggests.

Home MANAGING
Introduction
YOUR CAREER
Managing
your career
Developing
capability and
using feedback Motivation and skills
How to have It’s important not only to label yourself as a “technologist”, Both resources below are inexpensive and will be money
a career
conversation “accountant” or “scientist”, but to have a clear picture of your skills well spent on your part.
and strengths and what it is that you uniquely bring to your role.
The importance
of networking Action:
Getting a clear picture of who you are involves understanding your: To find out more about the job characteristics that
Your personal motivate you most now
development plan skills & abilities
> TRY the Career Anchors questionnaire.
strengths & weaknesses www.careeranchorsonline.com/SCA/startPage.do
The role of
emotions motivation & drive To find out more about your personal strengths
> LOOK AT this website
Appendix Some people know themselves well, but more often than not their http://strengths.gallup.com/110440/about-strengthsfinder-20.aspx
knowledge is limited to their technical skills and weaknesses, rather than ...and buy the > book, ‘Career Anchors’
a broader understanding of their strengths and capabilities. And it is often
Documents which will give you an access code to complete
these areas that become more critical as your career progresses.
the questionnaire on-line.
Your drive and ability, and your motivation, matter and they will help you Authors: Edgar Schein & John Van Maanen,
succeed. This is why understanding them is key to planning and managing Publisher: John Wiley & Sons, 2013
your career.

Home MANAGING
Introduction
YOUR CAREER
Managing
your career
Developing
capability and
using feedback Motivation and skills
How to have What motivates you, can—and probably will—change as your life unfolds
a career
conversation and the context shifts and changes.
The importance
For example, moving from one location or country to another will be easier
of networking at some times during your life than it will at others.
Priorities and interests change over time, and this is another reason to
Your personal
development plan keep your career progression and ambitions at the forefront of your mind
and ‘check in’ with yourself from time to time. Reviewing your Personal
Development Plan at regular intervals and engaging in both formal and
The role of informal career conversations with colleagues and people close to
emotions
you will help you do this.
Appendix Print off the “What really motivates me...” table on page 56 to make notes Documents:
on what you understand to be your key motivations and what you get > PRINT OFF AND COMPLETE FORM
enthusiastic about at work. ‘iv. What really motivates me’ on page 56
Documents

i. What do you bring to what you do every day at work?
ii. Why do you do what you do?
Think about the best job you’ve ever had – what made it so good?
iii. What was it about that job that gave meaning to your work?
iv. When you reflect on that job, what activities totally absorbed you?

Home MANAGING
Introduction
YOUR CAREER
Managing
your career
Developing Manage your development anag

er
capability and ise M
rpr
using feedback E nte
Your success will depend on two things: Grou
How to have p Ma
a career nage
Your ‘fit’ with the job role and the team you work in; r
conversation 1. the match between your preferred working style and er
anag
The importance ne ss M
of networking
the job requirements; and your openness to learning Busi
and exploring new possibilities while meeting the Fu n c
tion
Man
Your personal expectations placed on you. Spec
ager
development plan ialis
t / Pr rs
oj e c nage
The skills and experiences you bring that will enable t tea f ma
2. m le
ader
M anag
er o
tor
you to do the job well and build a track record of success. ntrib
u
The role of Man l co
ager idu a
emotions of ot ind iv
hers ialist
Sp e c
Most people tend to only focus on skills and experience,
but fit is just as important. The best jobs are the ones that are lf
Appendix of Se
ager
a good fit for you and, at the same time, give you opportunities Man
© The Leadership Pipeline by Charan,
for developing your personal and technical skills. It is important Ram/ Drotter, Stephen/ Noel, James
Documents to keep this in mind, because how you manage development
within your current role plays an increasingly important part
in your future progression.
The leadership pipeline can help you think about the skills
Action:
you will need to have developed at each stage of your career You can read more about this model in their book –
progression. Created by Stephen Drotter, James Noel and Ram > READ MORE in ‘The Leadership Pipeline’
Charon, and based on their many years as leadership teachers Authors: Ram Charan & Stephen Drotter, Publisher: John Wiley & Sons, 2011
and consultants, it depicts the major transitions and changes
in a managerial career.

Home MANAGING
Introduction
YOUR CAREER
Managing
your career
Developing
capability and It’s important for you to think about where you are now, where the There is, of course, considerable overlap between these skills and many of
using feedback
business needs are now and how those fit with your own ambitions, them are more than helpful at all levels. When you leave one level for the next,
How to have and the general direction you imagine for your career. Here are some you need to take all those skills with you, as well as being able to demonstrate
a career key skills to develop and hone at each pipeline level before transitioning: that you have developed the fundamental skills necessary for the next level.
conversation
The importance From managing self From managing From managing From functional From business From group manager
of networking
to managing others others to managing managers to manager to business manager to group to enterprise
managers functional manager manager manager manager
Your personal
development plan Communication skills, Holding others accountable, Strategic and long-term Understanding each Valuing others’ success and This is the equivalent
defining work objectives, coaching and mentoring thinking and the ability function in the business, working hard to help them of a CEO or Division Director
managing conflicting skills, building effective to manage with the entire their interdependencies achieve it, ensuring legal position, and requires taking
The role of priorities, delegation skills. teams, budget and other function in mind, building and how they contribute and other compliance responsibility for a number
emotions resource management. connections with other to the organisation, criteria are upheld of internal and external
functions, clarity about the familiarity with core throughout the group, stakeholders and other
organisation’s over-arching business processes, profit ensuring corporate policy organisations, humility,
Appendix
goals, highly-developed and loss centres, is embedded in the dealing with pressure and
listening skills. highly-developed time business, maintaining strong stress, remaining informed,
management skills. relationships with other active and engaged both
Documents businesses, and balancing within the organisation and
the needs of their business externally, thinking on
with what is right for the your feet.
organisation.

i. Where are you now?
ii. Where are the business needs now? How do they fit with your own ambitions?

Home DEVELOPING
CAPABILITY AND TOP
USING FEEDBACK
Introduction TIPS
Managing
your career
Developing
capability and
using feedback To accelerate your development, seek If you’re thinking of making a career Don’t assume that all feedback is
feedback regularly. Other people will move, ask people who know what necessarily accurate; it’s up to you
How to have
a career be glad to be asked to help you and skills and capabilities are needed for to reflect on feedback you receive
conversation
willing to do so. the role you’re interested in. and decide how to make use of it.
The importance
of networking Ensure diversity in your feedback pool. Actively look for, and act on, stretch
Seek feedback from a variety of people assignments and projects in your
Your personal who’ve interacted with you under current role to build your reputation
development plan
differing circumstances to gain a true and skills.
360 º perspective on yourself.
The role of
emotions
Appendix
Documents

Home DEVELOPING
CAPABILITY AND
USING FEEDBACK
Introduction
Managing
your career
Developing
capability and
using feedback
While it’s important to know and understand your motivation Seek feedback
and use it to further your career, you also need to be aware
How to have of any critical gaps in your skills.
a career One way of finding out what capabilities you might want to develop,
conversation
whether they’re technical or personal, is through feedback. You don’t
Both technical and interpersonal—’blind spots’ or untested areas— need to use a formal feedback process; most people will be happy
The importance
of networking can get in the way of your career progression. Not everyone can and flattered to be asked to give you feedback – and it might be a
be good at everything, so it’s a good idea to know how to manage development opportunity for them, too!
Your personal any gaps and prevent them from upsetting your career plans.
development plan Some skills and capabilities are critical to JM, and you need to
What is the key to getting useful feedback?
know what those are.
The key is to ask for specifics, e.g. In that presentation, what did I do
The role of that kept the audience engaged? or My intention during the meeting
emotions
was to influence the decision without imposing my solution on the
rest of the group. How did you see me do that?
Appendix
Remember that feedback can be requested in advance of an event:
“ Ensure you keep a good network My intention for the meeting is to make it more of an exchange of ideas
rather than information-reporting, will you tell me afterwards how you
for colleagues around the Group
Documents
saw me do that and how I could have been more effective? You can ask
so you can share and learn and anybody for feedback, as long as it’s someone who’s in a position to give
keep an open mind to doing things you the information you want and whose opinion you trust and will take
seriously. Making it a part of your development plan is then up to you.
in innovative and efficient ways.”
A
nnette Kelleher
Group Director, HR

Home DEVELOPING
CAPABILITY AND
USING FEEDBACK
Introduction
Managing
your career
Developing
capability and
using feedback Get the right feedback
How to have Sometimes you will get feedback that is difficult to hear, and you will have to work hard
a career
conversation to make sense of it.
ST ST
The importance
of networking Some feedback will be hurtful, unhelpful or plain It’s no more helpful to your development to hear
wrong. Successful people take the time and nothing more than “Great job” than it is to hear
Your personal effort to make sense of whatever feedback has “That was disappointing”. One will make you feel A R AA AR
development plan been given to them – neither accepting it without good, the other will make you feel awful, but
question nor dismissing it without reflection. neither helps you to learn.
The role of Regardless of whether it is positive or In JM, we recommend specific feedback on © Development Dimensions International Inc.
emotions
developmental, the best feedback leaves the the situation, the task, what happened and the Feedback elements:
recipient feeling as though they have been results. It also includes opportunities to discuss S ituation / Task (ST)
Appendix
helped and supported rather than judged. alternative courses of action, where appropriate.
ction (A) ... or
A lternative Action (AA)
A
This approach is called STAR. esult (R) ... or
R lternative Result (AR)
A
Documents
Situation/Task Action Result Alternative Action Alternative Result
At the management meeting last You provided a great deal of detail Some of the audience had Next time, you could present less That way they will more readily
week, you did a presentation with on the technical aspects of the difficulty following you and detail and more clearly highlight commit to progress the work, and
an update on the recent work of different projects. understanding the details. They the key messages that you want will leave the meeting feeling
the Technology team. did not know what they needed to them to take away from the better informed on progress.
do next. presentation, in particular the
things that you need them to act
on.

Home DEVELOPING
CAPABILITY AND
USING FEEDBACK
Introduction
Managing
your career
Developing
capability and
using feedback Develop your skills
How to have Another way of thinking about what skills you need to develop is reflected in the diagrams below, which show the skill
a career
conversation required at various levels in the organisation.
The importance
of networking Organisation with key skills Organisation with advanced skills
Your personal
development plan
Conceptual Conceptual
Senior Senior
Strategic Strategic
Level Level
The role of Political Political
emotions People and People and
Middle Middle
Interpersonal Interpersonal
Level Level
Skills Skills
Appendix
Entry Technical Skills Entry Technical Skills
Level Task Related Level Task Related
Documents
When you set out on your career path, the key skills you need are those that equip you It can be easy to underestimate or even ignore the importance of interpersonal skills.
to do the job. As you progress, you will also need to develop more interpersonal and Even if you have no direct managerial responsibility you will need to develop and
management skills; it’s not sufficient to just be good at a technical specialism, such as refine the influencing and interpersonal skills necessary to interact effectively with
physics, chemistry, law or accounting. Whatever route your career takes, you will need others and with the organisation. You will always have to influence others and gain
to develop many other skills if you want to move ahead. their commitment, and technical excellence and strategic thinking are not enough
to do so.
Sometimes, career progression takes the shape of a technical specialism combined
with the need for strategic, conceptual and political skills, without the need for directly
managing others. This is a rare combination, so skills development along the lines of
the diagram below is very seldom a recipe for success.

Home DEVELOPING
CAPABILITY AND
USING FEEDBACK
Introduction
Managing
your career
Developing
capability and
using feedback Developing your political skills
How to have Organisational politics cannot be ignored; you are part of JM’s
a career
conversation political make-up, whether that is a comfortable thought or not!
The importance Political skills are vital to develop, especially if you want to follow According to the Center for Creative Leadership, the following are
of networking
a managerial career path. Politics in organisations can be used to critical dimensions of political skill in organisations:
good effect; people who develop strong skills in this area can achieve
Your personal positive results for everyone involved. T hink before you speak anage up and down
M
development plan
People with political skills assess situations carefully and adjust their Influence effectively bility to assess a situation correctly
A
The role of
behaviour according to individual and organisational needs. Because of
emotions their flexibility and openness to being influenced, politically skillful people etwork well
N S incerity
are generally seen as astute and “tuned in” to the organisation and are
Appendix
therefore able to generate support for their views and ideas.
Documents:
A final word of caution: many people resist developing political skills
> PRINT OFF AND COMPLETE GRID
and using them because “politics” has acquired a bad reputation in
Documents ‘viii. Skills and strengths’ on page 59
organisations. Sometimes that reputation is deserved, for example,
when people use power and influence with bad intent or to further their
own, rather than the organisation’s, interests. On the other hand, power
and influence are critical to getting things done and to achieve the
organisation’s goals.

Home DEVELOPING
CAPABILITY AND
USING FEEDBACK
Introduction
Managing
your career
Developing
capability and
using feedback Develop your capability
How to have Some of the best development comes from the job itself,
a career
conversation which requires you to look for and create opportunities,
The importance
of networking
and be willing to take them on in the interest of your
self-development.
10%
Your personal A key principle of developing capability is the 70:20:10 principle:
development plan
70% of learning and developing comes from doing the job and
working on tasks/projects, 20% from social learning with colleagues
20%
The role of and 10% from classroom and formal learning.
emotions
It is a blend of these methods that is most powerful: the 10% 70%
Appendix
provides knowledge and concepts for new skills and behaviours;
the 20% provides opportunity for reflection and feedback on how to
apply these; and, most importantly, people must have opportunities
Documents to apply knowledge, skills and behaviours and gain new insights
through practical experience (70%).
This means that the more new experiences you have, the better it is Action:
for your career. Some further suggestions are outlined in the section
For more information on the 70:20:10 principle
on Personal Development Planning (page 33) .
> READ this article
www.personneltoday.com/hr/702010-a-model-ap-
proach-for-learning

Home DEVELOPING
CAPABILITY AND
USING FEEDBACK
Introduction
Managing
your career
Developing
capability and
using feedback Put the theory into practice Get a mentor
How to have Push the boundaries of your responsibilities to take on new Finding and working with a mentor is another way to develop
a career
conversation and developmental tasks and assignments, volunteer when your capability.
The importance
opportunities arise and take the initiative to create them.
of networking People who are in a position to mentor others are usually in a more senior
Make yourself available and your development objectives known, position, and therefore have developed their own capability. Mentoring
Your personal and actively look for opportunities to further your development. can be informal as well as formal and can come from people within or
development plan outside of JM.
One great way of putting the 70:20:10 principle into practice is to think
of peers or colleagues whose work style or approach is different, but Mentors can help in particular with developing political acumen and
The role of networking capabilities. They can also help with thinking through
emotions complementary to yours. Look for ways to work with them to enhance
both their and your skills, and to JM’s benefit. Let your managers know career options and how to make informed choices. You can get more
when you are ready or beginning to think about a change of role. information about mentoring in JM from Human Resources and Learning
Appendix
& Development. Developing a strong mentoring relationship can be
a key feature of managing your career at critical points in time.
Documents For now, print off the template on page 52 and make some notes about
ways in which you can make use of the suggestions in this section.
Action:
Documents: > WATCH this video to hear how one mentoring
> PRINT OFF AND COMPLETE FORM relationship developed to the benefit of both parties –
‘iii. Personal Development Plan Template’ on page 52 outside of a formal mentoring programme at Oracle.
www.youtube.com/watch?v=iwy3KKz_WfA

Home HOW TO HAVE
A CAREER TOP
CONVERSATION
Introduction TIPS
Managing
your career
Developing
capability and
using feedback The purpose of the conversation is to Remain open-minded; the person you As much as possible, leave the
explore your aspirations and provide are talking with may have different conversation with agreed, concrete
How to have
a career you with feedback, let you know where ideas about your strengths and actions and follow up in whatever
conversation
you stand, discuss and advise you on potential. They may also have feedback ways have been agreed. Seek out
The importance your options and planning for action. that is uncomfortable to hear, but and allow others to help you achieve
of networking Make sure you prepare in advance and nonetheless valuable. your ambitions.
know what you want to find out about
Your personal Remember that your career Successful careers are built on
development plan each of these areas.
progression should help JM achieve its the common ground between
Take the initiative; if you feel the time business goals, too. Your development your motivation, organisational
The role of is right to discuss your career options, should fit with the company’s needs. opportunities and needs, and your
emotions
or even a potential move, ask to have skills. This can be a shifting landscape,
Keep in mind that your career
a conversation with your manager and so be aware of all three and create
Appendix aspirations might change as other
other relevant people. Come prepared opportunities or develop yourself to
facets of your life change, too. You
with some ideas and options. Always maintain the common ground.
should be prepared to discuss more
Documents share your agenda with them ahead of
personal issues if they are relevant.
time so that they can prepare fully too.

Home HOW TO HAVE
A CAREER
CONVERSATION
Introduction
Managing
your career
Developing
capability and
using feedback Career conversations within JM
How to have
a career
Career conversations are one of the ways in which JM helps “ Make it known that you are interested
conversation you monitor and plan your career.
in taking on new roles and experiences.”
The importance
S
imon Christley
of networking This section will give you some suggestions to help you plan and prepare
for career conversations in order to make them as effective as possible. General Manager Asian Region, Research Chemicals
Your personal Also consider the Career Interest Questionnaire (Page 61) to prepare.
development plan
In JM we believe that regular conversations about your development
and career aspirations are important.
The role of
emotions
Action:
Appendix
For a short video that reflects the purpose
behind career conversations.
Documents > WATCH this clip.
www.youtube.com/watch?v=lvq95tUbp8I
You might also want to read the book it’s based on

to give you some further ideas.
> Help Them Grow Or Watch Them Go
Authors: Beverly Kaye & Julie Winkle Giuloni,
Publisher: Bernett-Koehler Publishers Ltd, 2012

Home HOW TO HAVE
A CAREER
CONVERSATION
Introduction
Managing
your career
Developing
capability and
using feedback What’s the point of a conversation? What can you expect from it?
How to have
a career At its simplest, the purpose of career conversations is to These conversations will give you:
conversation
reconcile JM’s ambitions and needs with those of each
Helpful feedback on your performance;
The importance individual in the organisation.
of networking
Ideas on actions for your development;
Your personal
Sometimes there will be a good match but that won’t always be the
development plan case, so it’s important to have meaningful career conversations to I nformation to help you complete your
bring your development potential to the surface. Personal Development Plan (PDP); and
The role of It is important that your manager and others with an interest in your Assistance on shaping your career.
emotions
career understand your aspirations so they can support you with
The conversation should be a dialogue between you and others who
your development goals. As well as helping you achieve your goals,
are in a position to provide the support you need to progress. As well as
Appendix this will also deliver higher levels of performance for JM, both within
being helpful in planning and managing your career, these conversations
your current role and into the future.
aid communication and understanding between you and the people you
Documents
talk with.
These conversations can be specific, i.e. about a particular project or

objective that will help progress your development or stretch your skills.
Equally, they can be more general and cover broader topics, such as the
results you need to achieve to progress to the next level or the skills
needed to move to another specialisation.

Home HOW TO HAVE
A CAREER
CONVERSATION
Introduction
Managing
your career
Developing
capability and
using feedback Who should you have these career
How to have conversations with?
a career
conversation
The first, and perhaps most obvious person is your line manager. Relationships help you every day at work, and will have a considerable
The importance
bearing on what the future holds. That’s worth bearing in mind as you think
of networking She or he has a unique perspective on your work, and will be influential in about what and who you want to involve in your career conversations.
helping you progress. Bear in mind, however, that their information may
be partial or incomplete, especially if you work in different locations and Print out the ‘Feedback’ grid to map out the people who are interested
Your personal
development plan have limited contact. So remember that there are other people who have in your personal and career development, or who you would like to be
valuable insights and ideas. interested, and think about their power and influence in relation to your
development.
The role of Your colleagues, including HR and L&D colleagues and other managers
emotions with whom you interact, will also be in a position to give you guidance, Documents:
support, influence and help.
> PRINT OFF AND COMPLETE GRID
Appendix
Your ability to connect with others impacts your personal success and ’vi. Feedback’ on Page 57
ability to influence. If you build and maintain your personal networks and
working relationships, others will help you in return. You can use the grid to give focus to your efforts in managing these
Documents
stakeholders and involving them in your formal and informal career
discussions.
Action:
The section titled “Responsibility for Relationships” in this > article by Peter Drucker, highlights this point. While the language is
somewhat dated now, the entire article remains a classic about the importance of taking charge of yourself and your career.
http://my2.ewb.ca/site_media/static/library/files/413/managing-oneself.pdf
> WATCH THIS short video from Johnson & Johnson which explains more.
www.youtube.com/watch?v=Al9bKPPYaDw

Home HOW TO HAVE
A CAREER
CONVERSATION
Introduction
Managing
your career
Developing
capability and
using feedback What makes a career conversation effective?
How to have The short answer to this question is an open, two-way The before-during-and-after surrounding the conversation should
a career
conversation discussion that results in shared agreement on current issues therefore contain all of the following elements:
The importance
and next steps towards a mutually accepted objective. Self-
of networking Assessment
The most effective career conversations are those that give you positive
Your personal and lasting value, and the only way to achieve that is to develop and
development plan
build on the trust between you, your manager and the other people
who will help you develop your career.
The role of
emotions Too often, when planning for an important conversation, we spend
most of our time planning what we want to discuss and overlook the Results Presentation
importance of how to have the conversation. It’s important for both
Appendix
you and the person you’re talking with to contribute to the success
of the discussion. To do this, you both need to have a clear idea of
Documents
what you want to get out of the discussion and some idea of how
you want to get there.
There are many models of the process a career conversation could

follow. A frequent mistake made by both individuals and their
managers is to reach conclusions and make judgments without
adequate exploration. Action Exploration

Home HOW TO HAVE
A CAREER
CONVERSATION
Introduction
Managing
your career
Developing
capability and
using feedback Every conversation is an opportunity Action and result
How to have to explore the possibilities open to you The choices you make can be evaluated in respect of the opportunities
a career
conversation they provide you, their importance to JM, and how they feed into your
Rather than waiting for opportunities to come to you, you should assess
development needs. The actions that follow exploration of the possibilities
your own ambition and capabilities to be able to present them to your
The importance can range from additional responsibilities and new projects to major
of networking manager and anyone else with whom you have career conversations.
changes in your role; whatever they are, the results of your efforts will
Let’s take a closer look at the conversation cycle elements from the feed into an iterative process of the cycle.
Your personal
development plan
previous page:
This is a guideline about how to prepare for and structure the conversation.
You might find that you circle back as the conversation develops,
The role of Self assessment and presentation particularly between exploring, clarifying and developing suggestions.
emotions
Self-assessment and presenting your thoughts involve you taking the
lead. Ideally your manager will listen closely to what you have to say.
Appendix
Equally, your manager will have some ideas about your potential, both
within your current role and into the future.
Documents
Exploration
She or he should also be able to contribute to where your self-assessment
and potential, and the needs of the organisation intersect. Exploring those
options could be like a “career management brainstorm”, generating
options without either of you rushing to judgement before all options have
been considered. This helps to build understanding and trust between you,
as well as leaving you in a position to make some choices.

Home HOW TO HAVE
A CAREER
CONVERSATION
Introduction
Managing
your career
Developing
capability and
using feedback Document the career conversation Follow up with progress updates
How to have Take notes during and after your career conversations whether The initial conversation should include timelines for reviewing progress
a career
conversation formal or informal. Review your notes following the conversation and it’s important to honour them. If you anticipate being unable to meet
an agreed deadline or review point, let the other person know well ahead
and incorporate relevant elements into your Personal
The importance of time, including the reason why.
of networking Development Plan.
Be prepared to have an emotional reaction to the career conversation
We recommend the use of a personal SWOB analysis (Page 51) (strengths, and its follow-up
Your personal
development plan weaknesses, opportunities, barriers) to help you capture notes
and learnings. More about which will be discussed in Your Personal Development
Plan (Page 52). Your emotions are also useful information for you to factor
The role of into your reflection. For example, if any part of the conversation takes
emotions
Share learnings and commitments you by surprise – pleasantly or unpleasantly – ask yourself why that was.
If you think it’s appropriate, or if you have been asked to, send a copy It’s worth taking the time to understand your emotions, not just to
Appendix feel them. For the most part, you can use emotions to help you make
of your notes to the other person who was involved in the discussion.
You may want to share the outcome with other people who are important ambitious and realistic plans.
Documents to your career progression; if so, make sure you check during the
conversation what information should remain confidential, and always
get agreement from the person with whom you had the conversation
about sharing the outcome with others.

Home THE
IMPORTANCE TOP
OF NETWORKING
Introduction TIPS
Managing
your career
Developing
capability and
using feedback Make networking, within and outside If your interpersonal skills are lacking, Always follow up. Even if a
of the company, a regular activity. brush up and practice! The most conversation hasn’t been particularly
How to have
a career Be selective about where, when, important skills for networking are helpful now, the contact might be
conversation
how and with whom you network; active listening, questioning, and useful in the future. As part of your
The importance balance trying out new avenues with self-confidence. Confidence follows follow up, remind them that you
of networking the ones that offer the most likely action, not the other way around! are happy to help if there is anything
chance of making useful connections you can do.
Your personal Prepare in advance, set yourself
development plan with other people.
clear objectives, and have a planned Nurture the relationship by checking
Remember that networking is approach before a networking in frequently and maintaining contact.
The role of a two-way process and that giving activity. Above all, stay flexible People are more receptive to your
emotions
other people the benefit of your to take advantage of opportunities requests for help when a relationship
experience and knowledge is as and connections that arise. is built.
Appendix
important as tapping into theirs.
Within JM, take the initiative
Documents
to contact people who can be
helpful to you. People are generally
flattered to be asked for help,
and even more responsive if their
generosity is reciprocated.

Home THE
IMPORTANCE OF
NETWORKING
Introduction
Managing
your career
Developing
capability and
using feedback What is networking and why is it important?
How to have Networking is fundamentally about building relationships that Networking provides professional support in a number of ways:
a career
conversation provide professional and personal support and contacts.
At work, networking keeps you informed about what
The importance
of networking One of the most important features of networking is that it is a reciprocal 1. is happening and what’s important in areas outside your
activity, as much about the people with whom you network as it is part of the company;
Your personal about you.
development plan
More strategically, networking exposes you to peers and
2.
The role of Action: senior people outside your areas of expertise and specialism,
emotions creates opportunities to learn about best practice, and gives
To understand more about how vital it is to give support
you a bigger, broader business picture; and
as well as to receive it > READ Give And Take
Appendix a book by Adam Grant.
Author: Adam Grant,
Publisher: Weidenfeld & Nicolson, 2013 3. Networking enables you to meet with like-minded
professionals, sharing knowledge and experience, developing
Documents
your profile, keeping in touch with developments in your
area of expertise and opportunities that you might otherwise
not hear about.
“ Improve your inter-personal skills,
as that is not only important for your
career but also in your everyday life.” When you network at all these levels you are increasing your knowledge,
enhancing your visibility, and building your professional reputation and
L
i Min Chua
influence – all activities that are vital to developing the talent of the
Principal Scientist, JMTC
business, managing your career, and taking charge of your development
and progression.

Home THE
IMPORTANCE OF
NETWORKING
Introduction
Managing
your career
Developing
capability and At JM, we believe career progression should be ongoing and actively
using feedback
encourage individuals to pursue opportunities within their current role,
How to have as well as opportunities in other areas of the business. And because
a career networking is about making connections, it is also invaluable to have an
conversation
extensive network of external contacts that will help to recruit new people
The importance into our company. External contacts and networking will also enable you to
of networking keep abreast of what’s happening in other companies.
Your personal
development plan
Action:
The role of For further insight into the importance of business networking
emotions written by the CEO of DDI, a consultancy that JM work with.
> READ this article
Appendix www.ft.com/cms/s/2/0f680ac6-d1f6-11e3-8ff4-00144feabdc0.html#
axzz3B3H9klNG
Documents You can also > DOWNLOAD this article

http://www.dayadimensi.co.id/files/641-BusinessNetworkingbyham_wp_ddi.pdf

Home THE
IMPORTANCE OF
NETWORKING
Introduction
Managing
your career
Developing
capability and
using feedback Places and people for networking
How to have Starting with networking at work, you can use the Power/Interest Just as informal feedback and other conversations support your career
a career
conversation matrix introduced in How to have a career conversation (Page 18) management, networking can be both formal and informal, and short
to help focus your network. conversations with people from other parts of the business are also
The importance networking occasions.
of networking
Remember to include people you know who have access to people you don’t While networking should be an integral part of your professional
Your personal – facilitating mutually beneficial introductions is a key networking skill. development, it is important to be selective about where and how you
development plan
network and on what topics. Social media has become familiar and well-
Informal career conversations also referred to in How to have a career used and you should be clear about what you want to achieve when you
conversation (Page 18) are networking opportunities. Remember, others use them for professional networking support. Twitter, Facebook and
The role of
emotions will have you on their matrix as someone who is interested in their career LinkedIn and other social networking sites make it possible to follow
and who can influence opportunities for them. particular companies and interest groups.
Appendix Your responsiveness to other peoples’ requests to support their career
progression will be significant in building your reputation within JM and
elsewhere, and “collaboration” is one of the 3C’s that JM has committed
Documents to making part of how we do business.

Home THE
IMPORTANCE OF
NETWORKING
Introduction
Managing
your career
Developing
capability and
using feedback
There are many professional associations where you will be able to Action:
find out about local, national and international conferences and meetings,
Although intended mainly for graduates, this > website
How to have covering general and specific topics.
a career is a useful link to those and other social networking sites.
conversation If you have a mentor (formal or informal) they may also be a good https://intranet.londonmet.ac.uk/studentservices/careers/skills-
networking/socialmedia.cfm
source of contacts and connections. Since mentors are generally in senior
The importance
of networking positions and have considerable experience, their contacts can be varied
The > website Eventbrite lists a variety of professional and
and helpful.
semi-professional meetings in countries all around the world.
Your personal www.eventbrite.com/
development plan
To find out more about mentoring at JM and what

The role of a mentoring relationship can do for you
emotions
> LOOK AT the myJM mentoring page
https://team-myjm.johnsonmatthey.com/systems/HumanResources
Training/GroupLearningandDevelopment/Pages/Mentoring.aspx
Appendix
Please note, this link will only work when you’re online
and have access to the JM network.
Documents

Home THE
IMPORTANCE OF
NETWORKING
Introduction
Managing
your career
Developing
capability and
using feedback Make the most of networking opportunities
How to have As with most things, planning how to develop your network
a career
conversation and make the most of networking opportunities will help you
The importance
gain maximum benefit from them.
of networking
Networking is not about selling yourself, your ideas, your potential,
Your personal or your ambitions. It is about building relationships, and therefore
development plan about using interpersonal skills and building confidence. If you find the
thought of networking daunting, it’s worth spending time to prepare
for the opportunity.
The role of
emotions
Appendix Action:
To help you get started or expand your networking activities
Documents > LOOK AT The FT Guide to Business Networking,
Author: Heather Townsend,
Publisher: Pearson Education Limited, 2001
> or VISIT her website

www.business-networking.co.uk/

Home THE
IMPORTANCE OF
NETWORKING
Introduction
Managing
your career
Developing
capability and
using feedback
Here are some suggestions to keep in mind as you prepare: Documents:
How to have F ind out as much as you can ahead of the event about who is > PRINT OFF AND COMPLETE FORM
a career going to be there. Set yourself a goal of particular people you ‘vii. Networking’ on Page 58
conversation
want to meet or how many new connections you want to make;
The importance
of networking repare and rehearse a short, 20-30 second introduction
P
to yourself and your interests;
Your personal
development plan repare questions to ask others who you meet – these can
P
be general or specific;
The role of F ind out what the “hot topics” are that are likely to be discussed
emotions
at the event and plan what you have to say on those issues;
Appendix T ake plenty of business cards and write brief notes on the backs
of business cards that are given to you to remind you of the
conversation you had with that person; and
Documents
owever interesting a conversation is, don’t spend too much time
H
with any one person or group. Plan how to start a conversation
and, more importantly, how to leave one.

Home THE
IMPORTANCE OF
NETWORKING
Introduction
Managing
your career
Developing
capability and
using feedback Networking etiquette
How to have Because networking is about relationships, keep in mind that it’s as important to be interested in what other people have
a career
conversation to say as it is to be interesting to them.
The importance
of networking An oft-quoted example of this comes from Jennie Jerome, Winston “When I left the dining room after sitting next to Gladstone, I thought he
Churchill’s well-networked mother. Intrigued by the infamous rivalry and was the cleverest man in England. But when I sat next to Disraeli, I left
Your personal animosity between Benjamin Disraeli and William Gladstone, two Victorian feeling that I was the cleverest woman.” Disraeli apparently had advanced
development plan politicians, she arranged to have dinner with the two men on consecutive networking skills that Gladstone lacked!
evenings. She is reported to have described her experience as:
The role of
emotions
Appendix 1. 2. 3. 4. 5.
Offer introductions or support to Following up with people you Networking may lead to Take the initiative and move Not all networking opportunities
Documents others to help them develop their meet at networking or other opportunities to explore towards other people rather and not all conversations
careers. If you suggest putting events is always a good idea. employment possibilities in other than waiting for them to approach you have will be fruitful or
someone in touch with another Acknowledge the conversation JM businesses or elsewhere. you. It’s okay to join a group of even helpful to you. Consider
colleague or person you know, you had, send information Always ask if you can send people who are already discussing those experiences as learning
always be sure to get permission or links to articles that might someone your CV before sending something, but don’t jump into or practice opportunities.
to share their contact details. be of interest, and make it, or wait to be invited to do so. the conversation until you’ve had And remember that making
recommendations for other It’s generally a bad idea to a chance to introduce yourself. connections for other people and
networking opportunities that criticise past or current bosses When you leave a conversation, helping them with their goals is a
could be of interest to them. and colleagues; finding positive thank the person or people result for you too!
common ground that you share is you’ve been talking with and let
much more productive. them know how you intend to
follow up.

Home YOUR PERSONAL
DEVELOPMENT TOP
PLAN
Introduction TIPS
Managing
your career
Developing
capability and
using feedback There are two aspects to developing When you have a useful or insightful Don’t be afraid to challenge your ideas,
your PDP: agreeing your goals and conversation about your career, your goals, and your plans – keep
How to have
a career how to meet them with your manager, no matter how informal or fleeting, on asking yourself if your goals are
conversation
and keeping it current and up to date, make a note of what you want to add stretching and realistic – neither too
The importance which is your responsibility. to your PDP. ambitious nor not ambitious enough.
of networking
Think broadly and deeply about your Commit to yourself how frequently Never consider your PDP complete
Your personal career aspirations as you develop your you plan to review your PDP (as a or finished!
development plan
PDP; think within and beyond your suggestion, once a quarter is a good
current role and what development idea, twice a year a minimum), make
The role of is required for both. it a priority, and put the time in your
emotions
diary to do so. Otherwise it’s too easy
to put it off.
Appendix
Documents

Home YOUR PERSONAL
DEVELOPMENT
PLAN
Introduction
Managing
your career
Developing
capability and
using feedback Why bother?
How to have By now, you will understand the importance of planning
a career
conversation your career progression and what you can do to achieve your “ Personal development
career goals.
The importance
of networking
and career progression
You may also realise that unless you take the initiative and make active is a shared responsibility
Your personal
development plan
choices, you are unlikely to achieve your career goals. of the individual and
Your Personal Development Plan (PDP) is one way for you to continuously the company.”
plan and track your career goals. Feedback, skills development L
arry Pentz
The role of
emotions opportunities, career conversations, and networking are all activities
Executive Director
that will feed into your PDP and help you keep it up-to-date. This is why
we describe it as a “work in progress”.
Appendix
You will lose the value of what you have done, the experiences you’ve had,
and the feedback you’ve received if you don’t make time to reflect and
Documents build on them. Dedicating time to reflecting on where you are, getting
clear about where you want to get to, and specifying what you need,
including support from others, cannot be overstated.

Home YOUR PERSONAL
DEVELOPMENT
PLAN
Introduction
Managing
your career
Developing
capability and
using feedback What goes into a PDP?
How to have JM has a PDP template (Page 52) which is provided in the Documents section.
a career
conversation
A key objective of your PDP is to identify skills and behaviours that you need to develop
The importance to perform and grow in your current role, as well as for the future. The career transitions
of networking and skills needed were referred to in more detail in Developing Capability and Using
Feedback (Page 11).
Your personal
development plan The information you need to plan your development will come from a number of
sources, and one way to use the template is to check your thinking against the views that
other significant people hold about you.
The role of
emotions
Your PDP is a working document and once you and your manager have agreed the
content, it needs to be regularly reviewed and updated as circumstances change and
Appendix opportunities arise. Normally, your PDP should be formally reviewed with your manager
at least once a year.
Documents
i. What skills have you developed into strengths?
ii. Are the goals in my PDP the right ones? Do they need to be changed?
iii. Do you have skills that aren’t being used in your present role that you
want to continue to develop and to use in a future role?
iv. In addition to your manager, who are the people who can help you
check your thinking about these questions?

Home YOUR PERSONAL
DEVELOPMENT
PLAN
Introduction
Managing
your career
Developing
capability and
using feedback Review your Personal Development Plan
How to have Keeping your PDP up to date is your responsibility. If you find, for whatever reason, there are major changes to be made to
a career
conversation your PDP, talk them through with your manager or an HR or L&D colleague
before committing to the changes. Sometimes a different perspective
Although you will get support from others, only you truly know how
The importance serves to provide clarity, particularly in times of uncertainty or change.
of networking you are progressing against your goals, both short and long-term.
While the PDP is discussed and agreed with your manager (and others Your PDP is a “work in progress”, one that you should review at least twice
Your personal who you may choose to share it with), only you are in a position to take a year in order to check on your progress. You may find that circumstances
development plan action. As you review your development goals and strategies, some at work or home change in ways that mean your development plan will
questions you could ask yourself include: change too – this is not unusual and is also one of the reasons to keep
your PDP current.
The role of
emotions
Appendix
i. What have I achieved so far?
Documents
ii. Are the goals in my PDP the right ones? Do they need to be changed?
iii. What feedback have I received, or do I need to ask for, from others?
How will I make use of that feedback?
iv. What have I learnt about myself? About other people? About my goals?
v. How motivated and committed am I right now to continue pursuing these goals?
If my motivation is low, what do I need in order to raise it?
vi. To keep my goals on track, where do I need to focus my attention and
energy for the next three, six and nine months?

Home YOUR PERSONAL
DEVELOPMENT
PLAN
Introduction
Managing
your career
Developing
capability and
using feedback How to achieve the development objectives you’ve identified
How to have
a career
conversation Throughout this resource, we have referred to the numerous A key principle is the 70:20:10 concept referred to in Developing
ways in which your development can be accelerated Capability and Using Feedback (Page 11). Remember that 70% of learning
The importance
and enhanced. comes from learning on the job through stretching assignments and other
of networking
job-related activities, 20% from social learning, and 10% from formal
learning. As a reminder, here are some of the other ways you can take
Your personal charge of your learning and development.
development plan
The role of
emotions 70% 20% 10%
Learning through experience Learning through others Formal learning
Appendix Induction activities nderstanding business
U W ork with internal L ine manager Learning through Courses, workshops
challenges and goals, or external experts coaching & support internal/external Self-directed learning
Learning by doing aligning activities networks
new tasks I nterviewing people I nformal feedback Reading
N ew work within role, T raining and and work debriefs Peer coaching/
Documents Performance goals e.g. increased decision ”buddying” Professional
and standards mentoring others S eeking advice, qualifications
making, champion/ asking opinions, Shadow high
Stretch assignments, manage changes, A pply new learning Formal education
in real situations sounding out ideas performers/
projects pushing scope of role models
own job A pply standards C
ollaboration
Personal development and teams M entoring
planning Customer/supplier and processes
E xposure to other contact and visits C over for others
areas and roles Research and apply on leave
E xposure to best practice S econdments
management issues

Home THE ROLE OF TOP
EMOTIONS
TIPS
Introduction
Managing
your career
Developing
capability and
using feedback Accept emotions, in yourself and Understand that some emotions, such Understand that you, and
others, as valid and real and use as those that result in self-limiting others, respond more positively—
How to have
a career them as information. beliefs, work against your ambitions whatever the conversation—to
conversation
and interests, and be honest with being treated with respect and
Expressing your emotions is not
The importance yourself about how you allow them regard, and with acknowledgement.
of networking the problem, but expressing them
to impede your progress. Make it
inappropriately can be – it’s acceptable
part of your personal development to
Your personal to let others know you’re angry,
development plan turn those emotions from destructive
disappointed or elated, but think
to constructive.
about how and when is the best
The role of way of letting others know what Accept that others around you
emotions
you’re feeling. experience emotions too, and
support them in getting past their
Appendix
emotional responses so that they
can take positive action, whatever
Documents the circumstances.

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and
using feedback Take charge
How to have JM takes your career development seriously, and wants
a career
conversation you to do the same.
The importance
of networking Doing so has a number of positive outcomes. Taking charge This final section is designed to remind you of some of the less tangible,
of your development and your career will give you questions emotionally driven, factors that are very likely to affect how you see and
Your personal you could ask yourself such as: think of yourself and your career progression.
development plan
larity about the kind of work you want to do, and how it fits
C
with the rest of your life’s priorities;
The role of
emotions “ Not only do
onfidence in the choices and decisions you make;
C but stop to think.”
Appendix
nderstanding of and confidence in your strengths and ability
U P
eng Zhang
to develop; Business Development Director
Documents Chemical Technologies
Improved self-awareness and the ability to discuss your skills,
strengths, aspirations and development needs with your manager
and others, inside and outside of JM; and
otivation and energy.

M

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and
using feedback What emotions are most significant
How to have in career conversations?
a career
conversation
For decades, researchers have been seeking ways to ensure For example, if your manager does not have the opportunity to observe
that managers and organisational members always behave, you on a day-to-day basis he or she may assume you don’t do much
The importance
of networking whatever they are doing, in a rational way. coaching of your team members. In situations like this, you may react
defensively, but it’s more helpful for you to take note that this is something
Your personal that is important to your manager.
development plan It’s no surprise that none of these have worked very well; it may, however,
come as a surprise that research has recently come to the conclusion that With that knowledge, you can ensure that you keep your manager
all human behaviour is driven by both reason and emotion. informed about your coaching activities – or whatever has been discussed
The role of and that you know are important to them. There are many reasons
emotions So there is no way to avoid the reality that how we think, as well as to have regular contact and communication with your manager, and this
how we feel about situations, ourselves and other people – and the is one of the most important.
Appendix interplay of all three – will have a significant impact on how we behave
in any situation.
Documents
The perceptions you and your manager have about yourselves and about
each other will be important to how career conversations unfold. These
perceptions are based in some part on observation and experience, but
will also include assumptions or conclusions based on less evidence.

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and You might be surprised by some of the perceptions that your manager We often pay less attention to emotional preparation. There are some
using feedback
shares with you – whether you are pleasantly or unpleasantly surprised, general needs that all people have and which are particularly important
How to have take the time to ask open questions about what led to these perceptions. in career conversations:
a career If your manager’s perceptions don’t reflect reality as you see it, don’t
conversation
become defensive or argue – instead, offer examples of your behaviour T he need to maintain or enhance self-esteem;
The importance or accomplishments that provide a more accurate reflection of your
of networking achievements. If you haven’t had an opportunity to develop or E mpathy;
demonstrate specific skills or capabilities, use the career discussion as
ctive and constructive support;
A
Your personal an opportunity to explore together ways of creating these opportunities.
development plan
Include both mental and emotional preparation before your career
sense of being treated fairly; and
A
conversation. Mental preparation includes items that have been n equitable balance of ownership and responsibility.
A
The role of
emotions mentioned previously: feedback on your performance to date, options
and opportunities for development, setting realistic aspirations,
exchanging ideas for your ongoing career progression.
Appendix
Documents

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and Sometimes your emotional reactions may be related to these needs not
using feedback
being met, rather than to the substance of the conversations you have.
How to have If this is the case, give yourself time to consider a response and questions
a career so that you can help your manager understand what is giving rise to your
conversation
emotions, and what you need to progress the conversation; letting your
The importance emotions take over may result in you ignoring useful feedback and input
of networking only because it was difficult to hear.
Your personal There is no prescribed “formula” for meeting the needs mentioned
development plan previously. What you can do to help yourself is to use this list as a reminder
to help you prepare yourself emotionally, and also as a checklist during the
career conversation.
The role of
emotions
Appendix
Documents

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and
using feedback Self-limiting beliefs
How to have Sometimes your own beliefs about your capabilities and Self-limiting beliefs are inner messages that start to influence your
a career
conversation talents can be the biggest block you face to achieving your behaviour when you find yourself in situations which are uncomfortable
career ambitions. or stressful, for example, meeting someone who you’ve previously found
The importance difficult to deal with or had a conflict with.
of networking
Self-limiting beliefs (sometimes also called self-limiting assumptions) The self-limiting belief triggers an internal stress reaction (fear, lack of
Your personal are the things you take as true about yourself, without questioning confidence, etc.), which in turn will disrupt your behaviour or performance
development plan
them or without acknowledging information or experience which point in that situation. This almost guarantees that you will behave ineffectively,
to the opposite. If you don’t believe something is true about yourself, thereby reinforcing the negative belief.
The role of no amount of practice or training will enable you to give the impression
emotions that you do believe it.
Appendix
Documents

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
An example of the self-limiting belief cycle:
Developing
capability and
using feedback
THOUGHT AVOID THE SITUATION
How to have If I admit I’m not sure how to do this, I ignore the situation
a career
conversation I will lose face. and carry on as before.
The importance OUTCOME

of networking
I feel that others respect me because
I am confident and don’t ask for help.
Your personal INTERNAL REACTION
development plan
I am anxious so my breathing becomes
BEHAVIOUR
shallow, my body becomes tense,
I “tough it out”; I won’t ask for help,
The role of my mouth becomes dry, and my focus
emotions I cover up or refuse to admit mistakes
narrows. My emotions are taking over
or ask for help.
and my judgment about the situation
Appendix becomes clouded and inflexible.
Documents
Documents:
> PRINT OFF AND COMPLETE FORM
‘ix. Self-limiting beliefs’ on Page 60

i. What self-limiting beliefs do you have about yourself and/or your capability?
ii. To what extent, if any, have these beliefs hindered your career progression?

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and There are a number of ways you can break self-limiting belief cycles:
using feedback F ind low-risk environments or situations to re-experience the belief
and try out different responses and behaviours.
How to have cknowledge that it’s normal to have them, and that they are
A
a career understandable reactions to past experiences. hen you perform below your best, spend some time understanding
W
conversation
why it happened; recognising self-limiting belief cycles is the biggest
T hink about a recent situation in which you felt your performance
The importance and first step toward breaking them.
of networking wasn’t at its best or when your emotions were strongly engaged.
What feelings did you experience? What was the self-limiting belief S ome self-limiting beliefs were helpful and valid messages in a
Your personal
behind the cycle? particular situation at a specific time, but have become so generalised
development plan
that they are now restrictive and not relevant. Understanding this
eplace the limiting belief with a more positive one. For example,
R
might help you to understand where and why your negative beliefs
replace “If I ask for help, they’ll think I don’t know what I’m doing”
The role of get in the way of effective behaviour.
with “If I ask for help, they’ll respect my honesty and I’ll get the
emotions
support I need”, or replace “I always lose my nerve when presenting
to large groups” with “I got very positive feedback from my last
Appendix presentation and I know I know my subject for this one”. This can be
a particularly difficult thing to do because most people would rather
reward themselves for having made an accurate prediction (even if
Documents
it was for failure) than go through the difficulty of changing their
internal conversation with themselves.

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and
using feedback The SCARF model
How to have
a career
Neuropsychologist David Rock has devised a model to explain Action:
conversation what most people want to get out of any social encounter, For a more detailed description of the SCARF model
The importance
among them career conversations of all descriptions. > READ this article written by David Rock.
of networking www.your-brain-at-work.com/files/NLJ_SCARFUS.pdf
This model reflects some of the emotions and feelings that are important
Your personal to be taken into consideration:
development plan
The role of
emotions
Appendix
S C A R F
refers to status, is for certainty, which is is about autonomy, refers to relatedness, is about fairness, which
Documents
understanding where you the ability to make at least knowing that you have a your feeling of connection is the feeling
are and your significance some accurate predictions certain amount of freedom to and trust in the person of not being subject
in relation to others about what the future will to choose and that your with whom you are to bias or inequality
such as your peers, your hold for you actions will be directly interacting
manager, and others related to outcomes
around you

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and
using feedback Accepting emotions and reality
How to have Your emotions are as real as anything else around you, but You should always acknowledge your emotions. This is not to say that you
a career
conversation they are more difficult to address and manage because they should let them dictate your behaviour or reactions, but if you try to ignore
can be difficult to articulate and are intangible. them, they will resurface another way. As well as acknowledging them, it is
The importance just as important not to let your emotions take over and interfere with your
of networking
judgment – easier said than done! As with limiting belief cycles, managing
The same is true for everyone. When you react emotionally to situations your emotions starts with recognising them, as well as recognising how
Your personal – and this happens more frequently than you might like to admit – your they are interfering with your responses to a particular situation.
development plan
emotions are there for a reason that makes sense to you at that moment.
They are not necessarily an accurate interpretation or reflection of the
The role of situation you’re in, but they do reflect what you believe is happening
emotions and what you think the consequences are likely to be.
Appendix
Documents
Think about a recent experience at work during which you experienced a strong
emotion – it doesn’t matter whether it was negative or positive.
i. At the time, were you aware that you were experiencing an emotion?
ii. Were you able to put a name or label to the emotion?
iii. Can you recall what it was that triggered the emotion?
iv. Were you confident in your ability to deal with it?

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and There’s no doubt that managing emotions does not come easily to most During your career, you are bound to hear some things which are difficult
using feedback
people. The more you understand your emotional reactions the more you to accept – feedback, rejection of an idea or proposal, losing out on a job
How to have will recognise the patterns of your emotional reactions, understand what opportunity, being told that you are unlikely to progress beyond a certain
a career people or situations are most likely to trigger your reactions, and explore level in the company.
conversation
other and more effective ways of managing your emotional reactions.
It is inevitable that you will experience an emotional reaction to these
The importance kinds of situations, and generally it will follow this pattern:
of networking It’s always easier—for you and for others around you—to manage positive
emotions such as joy, excitement, and enthusiasm than it is negative ones
Your personal such as disappointment, anger, or fear. Managing your emotions starts with
development plan understanding where they come from: you might experience excitement
at the prospect of a challenging assignment, but you could equally
experience disappointment because you fear failing in the assignment or ANGER
The role of
E
are already anticipating what else might be expected of you if you succeed!
NC
emotions K RE
Energy
TA
OC
SI P
ST CE
SH
AN AC
CE
Appendix
Action:
Documents
Different people handle this reaction differently.
> READ this article for more detail.
www.ontargettalent.com/how-we-process-feedback/
Some research indicates that women and men

also differ in how they deal with this reaction.
> READ this blog and whether or not that
is true may give you some food for thought about
your own way of managing these situations.
www.zengerfolkman.com/meet-sara-our-emotional-response-to-bad-news/

Home THE ROLE OF
Introduction
EMOTIONS
Managing
your career
Developing
capability and There is no one right way to manage your reaction, nor is there much you If you’ve accomplished these three things—achieving your objective,
using feedback
can do to shortcut the reaction; the most important thing you can do is to maintaining or improving the relationship, and keeping your self-esteem
How to have respond to the bad news rather than react to it. In practice, this will mean and self-confidence—then you’ve handled the situation effectively
a career different things for different people in different situations, for example, and assertively. Even though the ultimate outcome might not be what
conversation
bringing the conversation to an end until you get your emotions under you had hoped for or wanted, don’t mistake that with having failed
The importance control or asking a series of questions in order to understand the decision. at the conversation.
of networking
You may also have to deliver feedback or news to someone that makes
Your personal you uncomfortable. What will work best for you, whether you are
development plan delivering or receiving tough messages, will not always be the same,
so don’t put yourself under additional pressure to put the situation
behind you as quickly as you can – in the long run, you will benefit more
The role of
emotions from seeking understanding than from seeking escape.
Appendix
Documents
A useful way of checking your responses to emotional or stressful situations
is to reflect on three aspects of the situation and ask yourself these questions:
i. What did I achieve in that conversation? Is that what I wanted to achieve?
ii. Is my relationship with the other person intact or—even better—improved?
iii. Do I feel good about the way I behaved? If not, what could I have done
differently that would make me feel better about myself now?

Home APPENDIX
Introduction
i. Books we recommend
Managing
your career
Developing
capability and The Leadership Pipeline
using feedback
Authors: Ram Charan & Stephen Drotter
How to have Publisher: John Wiley & Sons, 2011
a career
conversation
Career Anchors
The importance Authors: Edgar Schein & John Van Maanen
of networking Publisher: John Wiley & Sons, 2013
Your personal Strengthsfinder 2.0

development plan
Author: Tom Rath
Publisher: Gallup Press, 2007
The role of
emotions Help Them Grow Or Watch Them Go
Authors: Beverly Kaye & Julie Winkle Giuloni
Appendix
Publisher: Bernett-Koehler Publishers Ltd, 2012
Give And Take

Documents
Author: Adam Grant
Publisher: Weidenfeld & Nicolson, 2013
The Financial Times Guide To Business Networking

Author: Heather Townsend
Publisher: Pearson Education Limited, 2001
What Color is Your Parachute

Author: Richard Nelson Bolles
Publisher: Ten Speed Press, 2008

ii. Personal SWOB Analysis
1 AN
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IN ET
Based on what you want to achieve in your future career with JM, consider your
T E
capabilities and any feedback you might have received, as well as your goals,
OF
F
values and interests. Print off and complete the SWOB analysis to establish how
you are currently placed to achieve your career goals. The format is designed
to focus your thoughts on the four areas outlined.
Strengths Weaknesses
Factors which you have that will help you to achieve Areas you will need to improve in order to achieve
your personal goals and career aspirations. your personal and career goals.
Now
Opportunities Barriers
List any opportunities which exist, to help you achieve Are there any obstacles that you face in trying to achieve
your personal goals and career aspirations. your personal goals and career aspirations?
Future

iii. Personal Development Plan Template
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Employee name:
IN ET
T E
OF
Job title:
F
Business unit: Date: / /
Function: Time in current role: months years
SELF-ASSESSMENT
List your most recent significant achievements that helped your development. Which strengths did you demonstrate?
Focus on two or three key things.
What could you have done differently to achieve an even better result? What are your key challenges going forward?
Consider: skills, abilities, knowledge, relationships, and behaviours

iii. (continued)
DEVELOPMENT PLAN FOR NEXT YEAR
Development Goals Development Strategies Resources/Support Needed Time/Measures of Success

Prioritise 2 or 3 areas that will What development activities What resources might you need? By when will you have achieved
make the biggest difference in or strategies will help you meet Who can help you? your development goals?
your current job performance these goals? Time/access to information How will you measure your success?
Skill or knowledge gaps, changed New tasks, additional responsibility, or people/money, etc.
or new behaviours, relationships seeking feedback, training, mentoring,
stretch assignments, etc.

iii. (continued)
PLAN TO DEVELOP SKILLS AND CAPABILITIES FOR FUTURE ROLES
Which role, or roles, do you aspire in the next 3 to 5 years? What development opportunities do you require
to achieve your career aspirations?
What can you do now, in your current position that How will you track your progress?
is a step towards your long-term goal?
Employee signature: Date: / /
Manager signature: Date: / /

iii. Guidance for Personal Development Plan
This document is designed for Guidance for using the Personal Development Plan:
employees to: rioritise:
P
Identify development goals that will add the greatest value. The most motivating development goals
Self-assess their strengths are aligned to your personal career goals as well as business goals. Keep the list manageable – two or three
and development needs things. This might include addressing gaps and weaknesses, but it might also include building on your
in their current position. strengths.
Development Strategies:
Create a plan to improve or Most of your learning takes place through experience, training on the job and learning through others.
master the responsibilities Formal learning through training or education programmes can help but is only a small part of your
in their current position. development. There are a variety of strategies that may be appropriate for your needs.
Take steps to be ready for Consider including:
their next role (if appropriate). ormal training and education:

F
targeting knowledge or skill gaps. Also reading and self study.
ngoing feedback and support:
O
helping you know if progress is being made, areas needing improvement and how to improve
as well as recognition of your strengths.
ole models, mentors and coaches:
R
people identified as skilled in their profession; willing to support your efforts with their experience;
a person who can challenge you to find new ways of doing things that make you more effective.
tretch goals and assignments:
S
challenging opportunities that allow for the development of a new skill or perspective that pushes
the boundary of your comfort zone.
eflection:
R
time to think about what worked well, what didn’t work as well and why.

iv. What really motivates me...
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IN ET
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What really motivates me is...
OF
F
The best job I’ve ever had was...
What made it so good was...
What I enjoy most about my current role is...
The skills I would like to use more include...

vi. Feedback
1 AN
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PR PL
IN ET
T E
OF
High
F
Power
Low
Low Interest High

vii. Networking
1 AN
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PR PL
IN ET
Use this form to write three or four key points that should feature in your introduction of yourself and the kinds of questions that you are interested
T E
in hearing others’ views on; once you are clear on those, the conversation will flow.
OF
F
You are not alone if you feel uncomfortable at the thought of introducing yourself to people or initiating a conversation. Keep an eye out for people
who look uncomfortable, and engage them in discussion. Always remember that, no matter how comfortable it is for you, you will miss valuable
opportunities if you stay with one person or group for too long.
What I find highly motivating includes...
What I enjoy most about my current role is...
Skills that I would like to use more include...
My introduction should include the following key points about me and my career to date...
And the kinds of questions I would like to ask others I meet include...

viii. Skills and strengths
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IN ET
T E
I know that I have strengths that set me apart from others in these areas...
OF
F
Skills that I believe I need to develop in order to attain my career goals are...
The skills and strengths I have that aren’t utilised in my present role are...
The people I can talk to about my strengths and development needs are...
Opportunities to use my skills and develop other ones include...

ix. Self-limiting beliefs
1 AN
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IN ET
My self-limiting belief cycle looks like:
T E
THOUGHT:
OF
F
AVOID THE SITUATION
BEHAVIOUR: BEHAVIOUR: INTERNAL REACTION:
And the way(s) this has hindered my career progression is/are... I will replace this limiting belief with the following positive belief...

x. Employee Career Interest Questionnaire
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Employee name: Date of completion: / /
IN ET
T E
OF
Current job title: Time in current role: months years
F
This questionnaire is intended to allow you to provide the company with your personal career aspirations and help your manager and other relevant
stakeholders in your career to understand how to best utilize your knowledge and career experience, as well as continuously find ways to provide
new learning opportunities and continue your development.
Action:
ou should pass this form to your line manager as well as your local HR Manager,
Y
as a basis for a career conversation you might have with either of those two people.
If you have a mentor, discuss it with them as well.
onsider updating your profile on myJM with your interests and aspirations.
C
Background
(provide a brief summary of your experience and background, to include qualifications and first/postgraduate degrees)

x. (continued)
What skills or knowledge are you currently developing – for your current role, your ongoing professional development or in support of your longer term career goals?
If we surveyed your colleagues, managers and others you interact with in doing your job, what 3 strengths do you have that would be most frequently mentioned?
What 3 development needs do you have that would be most frequently mentioned?
If you envision yourself 3 years from now, what one contribution to company success would you be most proud of making?
If you continued in your current job what types of tasks or projects would interest you from a learning and experience perspective?
Please specify up to 3 tasks or projects.

x. (continued)
How would these tasks or projects support the business objectives of your area of the business?
For each of the tasks or projects listed, what is the most important learning or experience you would gain from that opportunity?
If you had an opportunity to move into a different job within the next 12 months, list up to 3 jobs that would interest you:
For each of the jobs listed above, what is the most important learning or experience you think that job would provide you?
If you continue to learn and demonstrate your abilities, what jobs (list up to 3) would you hope to be a viable internal candidate for over the next 3 years?

x. (continued)
For each of the jobs listed in the previous section, please indicate what important new skill or ability you will have to develop over the next 3 years
in order to be strong candidate?
If you are not currently in a managerial role at any level, are you interested in one in the future?
Yes No
If “Yes”, what learning or skill will be most important for you to develop in order to be an effective manager?
Refer to the leadership pipeline model described in Section 1 “Managing your Career” for ideas.
If “No”, what type of job would make best use of your attributes and abilities over the next 3 years?

x. (continued)
If you are currently in a managerial role at any level, do your career goals include moving into higher levels of management?
Yes No
If “Yes”, what learning or skill will be most important for you to develop in order to be effective at a higher level of management?
Refer to the leadership pipeline model described in Section 1 “Managing your Career” for ideas.
If “No”, what learning or skill will be most important for you to develop to improve your effectiveness at your current level?
Based on your education, knowledge and career experience, please list up to 3 ways this company could make better use of your talents.

x. (continued)
What is your level of mobility?
Not mobile Within my own country only Internationally Mobile
Would consider a “commuter assignment” for a period of time (staying away from home during the week)
Any comments about your mobility:

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The recommendations and ideas are intended to support

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Stop and think for a moment:

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The actions you take to perform in your job will be followed

Sometimes this means taking a risk and moving outside

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Stop and think for a moment:

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Developing Manage your development anag

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Stop and think for a moment:

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Situation/Task Action Result Alternative Action Alternative Result

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You might also want to read the book it’s based on

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These conversations can be specific, i.e. about a particular project or

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There are many models of the process a career conversation could

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Documents You can also > DOWNLOAD this article

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To find out more about mentoring at JM and what

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> or VISIT her website

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 otivation and energy.

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The importance OUTCOME

Stop and think for a moment:

44 JOHNSON MATTHEY PLC | CAREER HANDBOOK

otivation and energy.

Take steps to be ready for Consider including:

their next role (if appropriate). ormal training and education: