OVERVIEW OF COURAGEOUS CAREERS CYCLE AND FRAMEWORK

Introduction​

The courageous careers cycle and framework is based on over 2 decades of research on the Strategic and Human Resources review of various industries in Africa. There are three things I would outline in summary from my book, Courageous Career Transitions, that have rung true over the course observing my career trajectory and that of thousands of employees in various organisations that I have been opportune to serve. Empower yourself by ordering my book, take charge of your career, and learning from real life stories here.

⦁ Change is the only constant thing in life
⦁ You can be intentional and influence the trajectory of your career
⦁ There are competencies that transcend job roles, organisations, and industry as well as dare I say the future of work!

The Cycle is outlined below and based on findings on Employee Lifecycles of organisations and is in the diagram below. The awareness that there is an employee lifecycle that goes beyond just an organisation would help you take charge of your career and plan appropriate with a view to seizing opportunities and positioning for the future.

An additional bonus application for the assessment results beyond your personal use in taking charge of your career is to share your results with those whom you trust. You can use the results of the assessment to gauge your level of self-awareness versus the perception of trusted stakeholders such as your colleagues, leaders, mentors, and or coaches.

The Courageous Career Framework

The cycle forms a key part of the framework outlined below and is a guide rather than a rule regarding the timeline involved in the typical career. There are often unexpected career detours and accelerators which can be mitigated and stabilised by your intentional effort to build skills that would be critical throughout your career.

  • Career Stage – Pre-Entry

    • Skills – Primarily, the focus of an employee should be on Self-Efficacy Skills that enhance their strengths and minimise their weaknesses. This is the foundation of entry into the workforce, and this time can be used as an opportunity to provide a firsthand insight into their potential work-life, ethics, and relationships.

  • Career Stage – Entry

    • Skills – An employee should make concerted efforts to enhance their Self-Efficacy Skills and begin to learn skills required for Organisation Intelligence. These skills will position them as great team players and potential team leaders.

  • Career Stage – Consolidation

    • Years – Over 3 years
    • Skills – The critical foundation of self-efficacy supports the management of self, which is a necessary precedence to effective collaboration with others through Building Effectiveness of one’s Organisation Intelligence. Usually, technical stars will be seen as potential successors, and although it is important to drill down on technical skills, there is a stretch required for an individual to immediately commence exposure to Leadership Skills.

  • Career Stage – Leadership

    • Skills – Over the course of half a decade, individuals usually focus on being seen as technical experts, while those who stand out will have also laid a foundation upon which they would deepen their Leadership Skills. Taking it further, exposure to ancillary/cross-functional skills begins to play a more critical role. Participation in committees and representing departments in projects would be key opportunities to show at least a basic understanding of the role other teams play in ensuring organisational success.

  • Career Stage – Succession / Legacy

    • Skills – At this stage, an individual is either approaching or is at the C-Suite and would need to remain on the cutting edge of their technical skills while deepening Leadership Skills and gaining wider exposure to ancillary skills. This is the time when they would need to effectively position themselves for a transition from the workforce to independent consulting practices, board appointments, and other workforce options.