Looking back at prior pages, I perceive my positive personal traits as being:
- an assertive champion for what seems right and good
- a reliable leader, even in challenging times
- fairly well-organized, well-prepared when time permits it
- open-minded, able to tolerate or embrace change
- creative and able to improvise
- someone who thinks unconventionally (‘outside the box’)
- a person with diverse interests, strong visions, deeply passionate
- energetic, inclusive, and inspiring
- a loner, as well as a team player
- kind, fair, respectful, and aware
- receptive to input from others
- an advocate for myself and others to have their needs met
- supportive of myself and others growing, thriving, succeeding
I see my problem traits as being:
- too enthusiastic or spontaneous, causing temporary loss of strategic overview or balance
- too energetic, impatient, and intense to connect easily with slower others
- appearing argumentative when discussing others’ viewpoints
- upset by those who quietly withhold action or information
- too open-minded to efficiently lead others (laissez-faire leadership style)
- too creative to always follow rigid outlines
- unsure of my actions due to low self-esteem or knowledge deficits
- a bad pretender when I am unsure of what I am doing
- complacent, not wanting to spend recreational time with studies
My last three work environments have influenced me toward:
- even stronger dislike of sugar-coated, oppressive management
- caution against managers who appear to be genuinely kind and open-minded
- learning more about my own role (attitudes, perceptions, knowledge/skill level, behaviors, actions, omissions) in my professional successes and failures
- a desire to help build a work culture that allows for learning & its associated mistakes
I see the type of strategic steps needed for me to reach my goals as:
- clarify, specify, simplify, and solidify my goals in various areas of development
- keep my goals alive, fluid, and adjusted to change/challenges/progress
- keep my goals personalized, realistic, and achievable
- act smartly (time/cost/effect-sensitive) on these goals
- mesh personal values and soft skills successfully with professional ones
- search within when things don’t work out
- walk the talk
- say less
- listen
STEP 1: Vision: where do you see yourself in three (3) years in your career?
Within the next 3 years, I see myself working on a wonderfully cohesive and dynamic team for a progressive company or a government entity in an interesting and well-paying job with good benefits and great work-life balance. I want to be instrumental in developing and improving clinical nursing software to become optimally user-friendly, while also satisfying regulatory requirements. I would observe clinicians at work, assess their flowsheet use and regulatory compliance metrics, as well as improve their workflow ease and job satisfaction regarding documentation. I do not know whether this job description actually exists. But this vision is what motivated me to start studying digital health.
STEP 2: Define, what kind of competencies this career position (expert or managerial) requires using the different levels of Viitala’s management competency model. Take into consideration also the changing work environment.
Viitala (s.a.) states, that managerial competencies follow a hierarchy similar to a food pyramid. Intrapersonal, social, and leadership skills form a broad and solid base, upon which knowledge management, business, and technical competencies should be stacked to form a stable and holistic structure (Figure 1) (Viitala s.a., p.439.)
Figure 1. Hierarchical model of management competencies (Viitala s.a.)
Three months ago, I started working with a coach and in addition began reading books to improve my communication, interpersonal, and social leadership skills. I anticipate a need for additional competencies in knowledge management, business, and specific technical knowledge related to the field I will be working in. For example, I will need to become an expert at the clinical documentation software my company is using, in order to understand what areas of improvement might have to be addressed most urgently. I will need to have a grasp on the business structure of the company I work for, so I comprehend how the firm makes its revenue and where to ensure flawless flow to keep it financially sane. I will need to understand the market with all its products, apps, and competitors to have a top performance edge in the field.
The changing work environment will require extra refined people skills, backed by a solid business model that can deliver what it promises to employees. Acquiring and retaining talent will be a priority, and being able to afford paying competitive wages and providing good benefit packages is key to this. I may need to advocate for my employees, as if they were my paying business clients. I would want to create an exceptionally progressive and humane work environment, that has a reputation for the absolute best place to work, thrive, succeed, and retire.
STEP 3: Make a three (3) year plan to develop your competencies, first year in more detail. Utilize different knowledge development methods and tools to make your plans as concrete as possible.
YEAR 1:
- continued communications coaching (mentoring, coaching) (Figure 2)
- subscription to leadership and professionally relevant magazines (self study) (Figure 2)
- finding mentors for interpersonal, business, and technical development (mentoring, coaching) (Figure 2)
- taking classes/get certifications in interpersonal, business, and technical competencies (development and training programs, training sessions) (Figure 2)
- become aware of best knowledge management practices (development and training programs, training sessions) (Figure 2)
- establish a daily meditation habit (self study) (Figure 2)
- allow for regular exercise and work-life balance
- spend time shadowing and interviewing relevant employees/teams (study visits, work supervision, learning by example) (Figure 2)
- listen more than speaking (modeling, learning by example) (Figure 2)
Year 2 and Year 3:
- more of the same, but on a maintenance basis, already having a foundation
- whenever changes in the professional environment warrant updated practices
- contemplating climbing the corporate ladder with increased insight and experience
Figure 2. Knowledge Development Methods (s.a.)
References:
Viitala, Riita s.a. Perceived development needs of managers compared to an integrated management competency model. Journal of Workplace Learning Vol. 17 No. 7, 2005 pp. 436-451 q Emerald Group Publishing Limited 1366-5626 DOI 10.1108/13665620510620025. https://moodleold.savonia.fi/pluginfile.php/2112080/mod_resource/content/1/10-1108_13665620510620025.pdf. Accessed 12.4.2024.
Knowledge Development Methods s.a. Modified from Viitala (2008). Savonia University of Applied Sciences course 4_X992058-3002 Expertise and Leadership NON-STOP 2023-2024. Strategic Competency Planning online course page. https://moodleold.savonia.fi/pluginfile.php/2112081/mod_resource/content/3/Knowledge%20development_Viitala.jpg. Accessed 13.4.2024.
