This section contains the most important issues for you to consider as you explore different careers. These issues are likely to determine how happy and successful you are in your career.
Interests
You have a notable interest in two core elements of business work:
• Counseling and Mentoring
• Theory Development and Conceptual Thinking
You are strongly interested in Counseling and Mentoring, one of the elemental activities in business work. You enjoy developing relationships -- and people -- and view this activity as an integral part of business work. A strong interest in Counseling and Mentoring is expressed by helping people reach their fullest potential. The emphasis is more on relationships than achieving concrete goals, and on relationships with individuals rather than with groups. That said, a strong interest in Counseling and Mentoring does not imply that you want to be a psychotherapist or a counselor as such. This interest is clearly to be expressed in a work setting.
With this core interest, you're likely to be highly attuned to your company's mission and culture. You may also gravitate toward organizations that:
• place a high value on developing employees
• reward managers who focus their energy on developing and retaining people who report to them
• "do good" through their products, services, and mission
You'll probably also prefer work environments in which you feel you're adding value to the business endeavor specifically through teaching, mentoring, and coaching fellow workers and others. In addition, you may feel pulled toward working for not-for-profit organizations at some point in your career.
You also have a notable level of interest in Theory Development and Conceptual Thinking, one of the fundamental activities in business work. You enjoy solving business problems by taking a conceptual "big picture" approach, exploring abstract ideas and the "what ifs" of a business or industry, and considering broad economic and social trends.
You're likely to enjoy work activities such as:
• creating a model that explains competition in an industry
• analyzing a company's competitive position in a particular market
• considering the value proposition of a merger or acquisition
• designing a new process for product development or distribution
• developing economic theory
Of course, having strong interests in Counseling and Mentoring and Theory Development and Conceptual Thinking doesn't necessarily mean you have the skills you need to succeed in a career in which those activities are a predominant part of the work. But people often develop abilities where their interests lie. So don't let a lack of training or prior experience as a coach, counselor, or mentor or with theoretical work keep you from gaining the knowledge or strengthening the skills you'll need to express these interests.
Your interests strongly resemble the interests of entrepreneurs that distinguish them from other business professionals. This doesn't necessarily mean that an entrepreneurial venture you're involved with will succeed. Nor does it mean that you should run right out and start a new business. However, it does suggest that you would be happiest in an organization (or in part of a larger organization) that has a decidedly entrepreneurial culture -- even if you aren't the founder. (Many CEOs of entrepreneurial companies didn't set up those companies, but they are most definitely entrepreneurs.) Remember: there is no such thing as one "entrepreneurial type;" different entrepreneurs exhibit different styles in leading their organizations.
Your interests are the single most important factor in your happiness
and success.
Organizational Culture
You would fit best in an organizational culture characterized by an aggressive "rough and tumble" give-and-take in daily activity and by a high level of activity overall. In companies, departments, and teams like these, "pushing" an agenda to get things done (but not to dominate someone else) is seen as a good thing. People who thrive in these cultures view meetings, discussions and negotiations not as distractions from the "real" work but rather, as the work. And they have no qualms about making a little noise in order to get their ideas heard. Your tendency in this direction is relatively strong, so pay close attention to this aspect of any organization you consider working for. For tips on how to examine an organizational culture in this regard, click here.
You would feel most comfortable in a culture in which people take a structured approach to their work and where they value disciplined attention to detail. Such companies, departments, and teams are marked by predictability in processes, systems, and scheduling. People in these work environments value the efforts of a perfectionist -- not someone who lives by the "80-20" rule. Such cultures exist in many industries, but you can find particularly good examples in science and engineering work. You can also easily find this kind of culture in certain areas of operations and production management (for example, "just in time" inventory management, the scheduling of freight deliveries and airline flight patterns, or the back-room operations side of financial services). Your tendency in this direction is relatively strong, so you'll want to pay close attention to this aspect of any organization you consider working for. For tips on how to examine an organizational culture in this regard, click here.
You would feel most comfortable in an organization that places a premium on trying new approaches: "If it isn't broken, see if you can make it better anyway." People who work in such companies, departments, or teams are willing to take risks in the service of possible improvements. They're intellectually venturesome and greatly appreciate new ideas and creativity. These are typically relatively "flat" organizations, where a person's job title matters far less than the quality of his or her ideas. Your tendency in this direction is relatively strong, so pay close attention to this aspect of any organization you consider working for. For tips on how to examine an organizational culture in this regard, click here.
You would be happiest in a work culture marked by a spirit of cooperation, interpersonal sensitivity, a tendency to assume the best of people, and perhaps a degree of altruism in the organization's mission. In such organizations, departments, and teams, people tend to make decisions by consensus (when possible) and to minimize conflict and internal competition. Your tendency in this direction is relatively strong, so pay close attention to this aspect of any organization you consider working for. For tips on how to examine an organizational culture in this regard, click here.
Abilities
You have a number of strengths, including:
• Ability to Compromise: able to compromise when the situation calls for it.
• Comfort with Risk: takes risks when appropriate, isn't afraid to innovate and experiment.
• Conflict Tolerance: able to be effective in an environment where strong and opposing views are being expressed.
• Flexibility: adapts easily to changing situations and is able to adopt new approaches when necessary.
• Gaining Trust: inspires other people's trust.
• Leadership: comfortable taking a leadership role.
• Listening Skills: listens to other people in a way that they feel understood.
• Motivational Ability: understands how to motivate different kinds of people to do their best work.
• Multiple-focus: able to juggle many projects and responsibilities at once.
• Oral Communication: a skillful public speaker, good at presenting ideas and plans in a persuasive manner.
• Power-orientation: comfortable asserting authority and using power.
• Projection of Confidence: projects self-confidence, even in uncertain and difficult situations.
• Recognition of Opportunity: recognizes new opportunities and acts to take advantage of them.
• Respect for Others: respectful of other people's points of view, as well as their time and priorities.
• Self-control: does not act or speak impulsively; does not easily lose composure.
• Work Ethic: has a strong work ethic, willing to make sacrifices to achieve important goals.
You have a large number of strengths. To help you determine which abilities are your strongest, you may want to solicit feedback from other people.
You don't have any obvious weaknesses that you know about. However, feedback from others may help you to uncover an ability where you could improve.
You have a weak interest in Creative Production but put a high estimate on your ability to be creative. How is this possible? This is a great example of the difference between an interest and an ability: we can all do many things that we have little interest in doing. (For example, perhaps you're great at coming up with new marketing plans and advertising ideas, but you're far more passionate about the investment business.) Don't fall into the trap of pursuing a career you're not interested in just because you could be good at it!
Motivators (i.e. Work Reward Values)
You place a very high value on these rewards:
• Lifestyle (the position allows ample time to pursue other important aspects of my lifestyle -- family, leisure activities, etc.)
• Prestige (the position is with an organization that is prestigious in its field)
These are your most powerful motivators in work situations. You won't be happy for long if you find yourself employed in a position where you can't earn these rewards. Likewise, you'll want to avoid reporting to a manager who won't provide you with opportunities to earn these rewards.
You're also motivated by:
• Altruism (the position offers the satisfaction of regularly helping others with their individual or business concerns)
• Financial Gain (the position provides opportunity for exceptional financial reward)
• Intellectual Challenge (the position offers consistent intellectual challenge)
• Positioning (the position offers experience and access to people and opportunities that will position me well for my next career move)
• Security (the position offers a great deal of security in terms of predictable salary, benefits, and future employment)
These are significant motivators for you. However, you may be willing to trade one or more of them for something else that a particular work opportunity offers (such as a desirable geographic location).
Finding the right organizational culture is about more than being happy. It can determine whether you succeed or fail.
Things to Be Alert For -- On the Job and In a Job Search
An analysis of several common personal/career dynamics didn't point to any specific dangers you ought to watch out for. This is great news. But we still want to alert you to several pitfalls that present a danger to everyone, and that have derailed more than one career:
• Walking into a mismatch between you and your organization's overall culture. A cultural mismatch can lead not just to unhappiness, but also to outright career failure.
• Basing career decisions on what you're good at, even if you're not all that interested in it. Your interests, not your abilities, are your long-term competitive advantage -- and they're the "energy" that powers your career. If you're not really interested in the work, the people who are will ultimately pass you by.
• Failing to develop and maintain a professional network within and outside the organization you work for. An internal network is helpful for understanding the unspoken norms and politics of any organization. Your external network can be especially valuable if you decide to leave your current employer. It can also help you compare compensation and learn how people doing similar work in other companies deal with the challenges you both face.
These are things that can lead to success at one time (or place) and failure at another. Read carefully!
After assessing your business-relevant interests, motivators, and abilities, CareerLeader® compared your unique pattern of all three factors to algorithms representing the "perfect match" for each of 30 different business careers. Below you'll see those career paths that are at the top of the list of careers that could make good matches for you. These are careers whose demands match your abilities, that offer rewards you value, and -- most important -- where you'll find the work interesting and engaging.
All of these careers match your interests and abilities and will give you the rewards you want -- so choosing one or two may be difficult.
Learning More
As you consider the career matches below, some may seem obvious to you, while others may strike you as surprising. Likewise, you may feel that a career that doesn't appear on the list should be included, because you've often thought about it in the past. We encourage you to learn more about careers that fit into any of these groupings. Use links below to find out more about the careers listed. As you learn more, you may find that a career you hadn't considered earlier is more appealing than you expected. Likewise, a career you thought would be wonderful may not hold as much appeal on closer examination.
Career "Beacons"
It's best to think of the careers listed below as beacons. They signal a good direction in which to "sail" your career -- rather than as the destination you should reach tomorrow. It takes most of us many years to reach our ultimate career destination -- regardless of where we're starting out. But knowing that this is your ultimate destination, you can chart a course that will land you there (or someplace close by) in five or ten years. Remember: a career is a path, not a point!
YOUR MOST PROMISING CAREER PATHS
Click on "Go..." to learn more about the career.
Human Resources Management
HELLO Rashida!=Management Consulting, Lol
Training and Organizational Development
These are careers whose demands match your abilities, that offer rewards that motivate you, and -- most important -- where you'll find the work interesting and engaging.
Think of these as beacons or career "destinations" -- not as the very next job you should get. Remember: a career is a path, not a point.
You've learned a lot about yourself and the kind of work you'll find most satisfying. So how might you begin working toward your career goals? Think about career exploration as comprising four steps:
• 1. Knowing yourself
• 2. Knowing the career marketplace
• 3. Planning your strategy
• 4. Putting your strategy into action
1. Knowing Yourself
With the help of CareerLeader®, you've already taken this step -- learning about your interests, key strengths and weaknesses, motivators, and the organizational culture you'll fit best in.
2. Knowing the Career Marketplace
In addition to knowing yourself, you need to understand the function (finance, marketing, operations, etc.) you're considering working in -- as well as the industries and companies that interest you. CareerLeader offers these great places to start:
• industry sketches
• tips on how to choose an industry
• career profiles
In addition to what CareerLeader provides, there are loads of electronic resources that can help you research different industries and companies. The more you can learn from all of these sources like these, the more capable, efficient -- and impressive -- you'll be when you conduct informational interviews.
Once you've researched the market, generate a list of informational interview leads. Consider your friends, their friends, acquaintances and friends of your family -- anyone you've ever met who could talk with you about the work world. Don't forget about faculty and alumni of the college or graduate school you attended (or are attending).
When you approach people to schedule informational interviews, keep the conversation brief.
Tell them:
• how you got their names and contact information (unless you already know them personally)
• what you're looking for from them (information about a particular industry, ideas for getting your foot in the door at a specific company, etc.)
• and that you need just a few minutes of their time, completely at their convenience
Consider sending an email before telephoning, so the person can instruct his or her administrative assistant to schedule time for you on the phone. (If you have someone's office phone number, you can also try calling at night and leaving a voice message.)
Remember these are informational interviews. When talking to someone, make it clear that you are not asking for a job. (If one of your leads knows of a position and is interested in hiring you, he or she will certainly mention it.) And try to get at least one new lead from every call you make.
If you feel somewhat unnerved by the thought of calling up strangers, prepare a short script ahead of time. As you gain experience, you'll feel more comfortable with the process.
Also, if you're lucky enough to uncover a "star" contact in the right department of a company you'd most love to work for, don't call him or her first! Instead, talk to people farther out from your "career bull's eye." That way, you'll gain practice with your lower-risk contacts. And by the time you call your star, you'll be that much more confident and knowledgeable.
3. Planning Your Strategy
Based on your knowledge of yourself and the career marketplace, define your career goal. Then plan a strategy (or more likely, strategies, plural) for getting there.
Think about how to leverage your assets -- not only your work experience, personal contacts and relevant abilities, but also your strongest interests (as assessed by CareerLeader). Communicating a passion for a particular kind of work isn't enough to get you a job, but it can certainly help. Also look for ways to minimize your weaknesses. If your abilities assessment showed any important weaknesses, you'll find on-line recommendations for strengthening those abilities.
Be patient, and think -- and act -- strategically. If you want to change what you do functionally (moving from your current role into finance, marketing, sales, etc.) and change the industry you're working in, you may not be able to make both changes in one career move. Consider changing one or the other (so you're in your preferred function, but your less preferred industry or vice versa), then make the other change a few years from now.
Remember, there are usually several ways to get from where you are now to your career goal. Consider all the possible routes to travel, consider their probabilities of success, consider the costs and benefits of each, look for still more alternate strategies, then choose one. Get advice from people who are already where you want to be. Do you really need that advanced degree? Maybe, but maybe not.
If you're a student, try taking a summer internship in the career area that you're considering. You might find out that you don't like it as much as you thought you would -- good to know now! And if you do like it, that work will send a signal to future employers that you're serious about going in that direction with your career.
If you are graduating soon, the same rule applies only with a longer time horizon. If you have an idea of what you'd like to do both functionally (finance, marketing, sales, etc.) and with a particular industry (food/beverage, telecommunications, etc.), you may not be able to satisfy both preferences. So try for one or the other (right function, wrong industry, or vice versa), then look to get a better match a few years from now.
4. Putting Your Strategy into Action
When you're ready to put your strategy into action, CareerLeader's on-line resources will help you assess a company's culture and make your strongest case during a job interview. See CareerLeader's Interview Tips (and remember to practice your responses before interviews).
You may also want to choose a resume and cover letter guidebook from the many good available sources -- then follow the advice in it.
Knowing yourself and the career marketplace will help you set your goal. Your strategy lays out the steps you'll take to reach that goal.
Your 360° Feedback Results
We already have a valid assessment of your business-relevant abilities and have used that information in matching you with different careers. You may want add to your own knowledge by soliciting feedback from other people who are in a position to evaluate your strengths and weaknesses.
Learn how to get feedback from other people about your strengths and weaknesses.
To Learn More
• Discover how to look for clues about an organization's culture. Culture is a critical variable both in how happy you're likely to be in a position and how successful. Make sure to pay close attention to this section.
• Review tips on interviewing. Pay special attention to tip number 13, which describes how to use your CareerLeader assessment to your advantage during job interviews and informational interviews.
• Read brief descriptions of different industries.
• See how you match up with specific career path profiles.
• Learn how you can strengthen your business skills.
• Match up your interests with those of satisfied and successful business professionals in different careers.
Getting others' feedback can keep you from under-valuing -- or over-valuing -- your assets.
Your Interests
The table below shows how interested you are in each of the eight core business activities (compared with the interest level of a large sample of business professionals). A score of 50 is exactly average compared to this group.
Personal High = interests that are significantly stronger than your other interests
CORE ACTIVITY
SCORE
INTEREST
MORE DETAILS
Test Date: June 16, 2009
Application of Technology
39
Low
Interested in learning about and using new technologies. Enjoy analyzing and designing (or redesigning) business processes such as production and operations systems.
Quantitative Analysis
47
Average
Prefer solving business issues by "running the numbers." Enjoy building computer models, doing financial and market research analysis.
Theory Development and Conceptual Thinking
Personal High
67
Very High
Interested in high-level abstract thinking about business issues, and the theory (as well as the practice) of business strategy. Enjoy doing in-depth research.
Creative Production
39
Low
Enjoy brainstorming novel ideas for products and services. Prefer early, creative stages of businesses and projects to later "maintenance" phase.
Counseling and Mentoring
Personal High
63
Very High
Enjoy helping develop employees and others to reach their fullest potential. Often prefer work with high social values, and organizations with a collaborative culture.
Managing People and Relationships
47
Average
Interested working with and through others on a day-to-day basis to accomplish concrete business goals. Enjoy leading teams, and prefer line management to staff roles.
Enterprise Control
46
Average
Interested in setting business strategy and having the power to ensure that the strategy is carried out. Ultimately want general management role.
Influence Through Language and Ideas
50
Average
Enjoy persuading others,whether to buy a product or service or to support a proposal. Often enjoy making presentations, but may prefer writing or one-to-one negotiations.
OTHER INTERESTS RESULTS
Entrepreneurial Attributes
66
Very High
Have interests that differentiate entrepreneurs from other business professionals. Prefer unstructured work environments. May be interested in entrepreneurship as such at some point.
Your General Business Interest Index score is High.
Your Motivators (i.e. Work Reward Values)
The table below lists the rewards that may motivate you. Scores in the 10-12 range denote rewards that are very important to you; those from 7-9 are important (though less so); and scores in the 0-3 range denote rewards that are not very meaningful to you. Because this is a forced-choice assessment, you can have only one score of 12 (or 0), or two 11s (or 1s), and so forth. Motivations with scores of 4-6 may, or may not, be important to you.
Yes/No = Is the reward motivating to you (regardless of the numerical score)?
MOTIVATOR
SCORE & RANGE
MORE DETAILS
Test Date: June 16, 2009
Affiliation
Yes
4 Mid-range
The position offers a setting with enjoyable colleagues with whom I feel a sense of belonging.
Altruism
Yes
7 High
The position offers the satisfaction of regularly helping others with their individual or business concerns.
Autonomy
Yes
3 Low
The position offers considerable autonomy and independence.
Financial Gain
Yes
8 High
The position provides excellent opportunity for exceptional financial reward.
Intellectual Challenge
Yes
7 High
The position offers consistent intellectual challenge.
Lifestyle
Yes
10 Very High
The position allows ample time to pursue other important aspects of my lifestyle (family, leisure activities, etc.).
Managing People
Yes
4 Mid-range
The position offers the opportunity to manage and direct other people.
Positioning
Yes
7 High
The position offers experience and access to people and opportunities that will position me well for my next career move.
Power and Influence
Yes
5 Mid-range
The position offers the opportunity to exercise power and influence (to be an influential decision maker).
Prestige
Yes
10 Very High
The position is with an organization that is prestigious in its field.
Recognition
Yes
5 Mid-range
The position is in an environment where individual accomplishments are recognized with praise from peers and superiors.
Security
Yes
8 High
The position offers a great deal of security in terms of predictable salary, benefits, and future employment.
Variety
Yes
0 Low
The position offers a great deal of variety in the nature of the work performed.
Your Abilities
The table below reflects your assessment of your strength (and potential to be stronger), compared to that of your peers, in each of the abilities listed. Results range from Very High to Low (numeric range: 7 is highest, 1 lowest). The abilities are grouped into three categories: Problem Solving, Taking Initiative, and Interpersonal Effectiveness. As you examine the table, take into account your strength in each specific ability and your overall strength in each of the three categories.
PROBLEM SOLVING
SCORE & RANGE
MORE DETAILS
Test Date: June 16, 2009
Creative Thinking
6 High
Able to think creatively, generating new ideas and approaches to situations.
Critical Thinking
6 High
Able to think critically (define a problem and determine the information needed to solve it; understand unspoken assumptions; form and test hypotheses; and judge the validity of conclusions).
Quantitative Analysis
5 Medium
Skillful using quantitative analysis to understand business issues.
Quick Thinking
6 High
Picks up new ideas and processes new information quickly and easily.
Strategic Thinking
6 High
A strategic thinker: able to grasp the big picture and think long-term.
TAKING INITIATIVE
SCORE & RANGE
MORE DETAILS
Action-orientation
6 High
Action-oriented: makes sure that decisions are implemented.
Comfort with Risk
7 Very High
Takes risks when appropriate, isn't afraid to innovate and experiment.
Day-to-Day Responsibility
6 High
Takes good care of the day-to-day aspect of running things.
Decisiveness
5 Medium
Able to make decisions even in ambiguous situations and without full information.
Delegating
5 Medium
Delegates appropriately and effectively.
Flexibility
7 Very High
Adapts easily to changing situations and is able to adopt new approaches when necessary.
Leadership
7 Very High
Comfortable taking a leadership role.
Multiple Focus
7 Very High
Able to juggle many projects and responsibilities at once.
Persistence
6 High
Doesn't get discouraged and give up on things easily.
Political Skill
6 High
Knows how to get things done within the political framework of an organization.
Power-orientation
7 Very High
Comfortable asserting authority and using power.
Recognition of Opportunity
7 Very High
Recognizes new opportunities and acts to take advantage of them.
Resilience
6 High
Handles pressure and stress well.
Time Management
5 Medium
Manages own time well.
Work Ethic
7 Very High
Has a strong work ethic, willing to make sacrifices to achieve important goals.
INTERPERSONAL EFFECTIVENESS
SCORE & RANGE
MORE DETAILS
Ability to Compromise
7 Very High
Able to compromise when the situation calls for it.
Ability to Teach
6 High
Clear and patient when explaining things; a good teacher.
Assertiveness
6 High
Able to defend a point of view and to confront others appropriately when necessary.
Comfort with Differences
6 High
Comfortable and effective in relating to people from many different backgrounds and cultures.
Conflict Tolerance
7 Very High
Able to be effective in an environment where strong and opposing views are being expressed.
Empathy Skills
6 High
Can see things from other people's points of view.
Gaining Trust
7 Very High
Inspires other people's trust.
Influence
6 High
Can influence and persuade other people, even without direct authority.
Listening Skills
7 Very High
Listens to other people in a way that they feel understood.
Merit-orientation
6 High
Judges ideas and people on merit alone, without bias or favoritism.
Motivational Ability
7 Very High
Understands how to motivate different kinds of people to do their best work.
Openness to Criticism
5 Medium
Accepts critical feedback without getting defensive.
Oral Communication
7 Very High
A skillful public speaker, good at presenting ideas and plans in a persuasive manner.
Organizational Priority
6 High
Able to make decisions that are in the best interest of the organization, even though they cause individual people distress.
Projection of Confidence
7 Very High
Projects self-confidence, even in uncertain and difficult situations.
Respect for Others
7 Very High
Respectful of other people's points of view, as well as their time and priorities.
Self-control
7 Very High
Does not act or speak impulsively; does not easily lose composure.
Sensitivity and Tact
6 High
Sensitive and tactful: promotes an atmosphere of good feeling and mutual consideration.
Sociability
6 High
Socially venturesome and self-assured; forms new relationships easily and works to maintain them.
Teamwork
6 High
A team player: cooperative, works well as part of a group.
Written Communication
6 High
A good writer, expresses ideas and positions clearly.
