1.5 - About University

13.10 T HE F OUR S TAGES® M ODEL:U NDERSTANDING C AREER S TRATEGIESInspired by Gene Dalton and Paul Thompson.The Four Stages® model is a powerful tool for guiding career planning, particularly improvingone’s leadership potential. To be a true leader, one must be at Stage 3 or above, according tothis model. You can’t reach these stages without first succeeding at the earlier stages (apprenticeand professional expert). So, how do you know if a person is performing at Stage 3 or higher?One good indicator is that at Stage 3, an individual stops competing as a functional expert,and instead gets results by encouraging excellence in others.T HE F OUR S TAGES ® CAREER MODELCharacteristicsof each careerstageBarriers ateach stage thatcan preventmovement tothe next stage❑❑❑❑❑❑❑❑❑❑❑❑Stage 1 Stage 2 Stage 3 Stage 4Apprentice Professional Group/team Organizationalprofessional expert leader leaderWorks dependently.Works undersupervision.Lacks experience.Learns the business.Helps, follows.Works on part of alarger project.Accepts coachingand supervision.Completes directedactivity, routineand detailed work.Accomplishes taskson time.Inability to acceptfeedbackExpecting others tostructure workNot acceptingresponsibility forprofessional work❑ Worksindependently.❑ Develops depth inown area.❑ Is assigned ownprojects and clients.❑ Relies more on selfand peers, and lesson supervisor, foranswers.❑ Develops credibilityand reputation.❑ Responsible forsignificant results.❑ Develops ownresources.❑ Develops judgment,confidence, andintuition.❑ Lack of professionalcompetence❑ Lack of confidence,initiative, or focus❑ Lack ofcommitment to thework or theorganization❑ Worksinterdependently.❑ Understands thebusiness.❑ Gets results throughothers.❑ Coaches, mentors,develops others.❑ Works in severalareas at once.❑ Deals with a rangeof stakeholders.❑ Leads groups.❑ Offers ideas,someone elseimplements them.❑ Has breadth oftechnical andprocess skills.❑❑❑Unwillingness toassumeresponsibility forothersLacking people andleadership skillsUnwillingness to letgo of details❑ Works systemwide.❑ Integrates others’work with business.❑ Leads throughvision and strategy.❑ Influencesorganizationaldirection.❑ Assures excellence.❑ Exercises power bypolicy formation,new directions androles.❑ Has mentaltoughness, makestough decisions.❑ Represents theorganization.❑ Assesses trends inthe environment.❑ Sponsors keypeople.❑ Inability to providelong-termorganizationaldirection❑ Inability to identifyand sponsor thebest peopleSECTION 13 TOOLS FOR LEADING PERFORMANCE 421