Becoming a More Complete Professional 2
To become a more complete professional and improve my competency, I shall:
- Complete Module 2 Competency 2 Assessment in the text on pg. 119;
- Read articles daily on leaders experienced in working & managing across functions;
- Read at least one book yearly on the subject of working & managing across functions;
- Read the book “Lift: Becoming a Positive Force in Any Situation”;
- Research companies and plan in the next three months to interview several managers about cross-functional leadership experiences;
- Visit companies reputed to excel in leading cross-functional teams;
- Surround me with seemingly positive, “purpose-centered, internally-directed, other-focused, and externally open,” talent because these people tend to catalyze team growth.
- Work to develop a purpose-centered, internally directed, other-focused, and externally open approach for myself as I grow more versatile working across different functions. Expand my LinkedIn network—at least one new connection weekly—to perhaps include professionals with branding expertise in working & managing across functions.
Figure 1-2—Competing Values Framework for Positive Influence.
OTHER-FOC– USED
I recognize others as “people with legitimate needs. |
EXTERNALLY OPEN
My malleable traits inspire eagerness to learn. |
INTERNALLY DIRECTED
I identify integrity gaps and seek to close them all. |
PURPOSE-CENTERED
I value the privilege to create “extraordinary results.” |
(4) Career Goals
This section identifies career goals, accompanied by a short, medium, and long-term action plan for achieving each goal.
Each set of goals (short-term, medium-term, long-term) relies on an analytical framework instantiated by the acronym SMART.
SMART—Specific, Measurable, Attainable, Relevant, and Time-Bound—formulates a “guideline”—to implement the action plan for each set of goals.
Short-Term
My short-term goal to become a financial analyst assumes the following action plan:
SMART Goals—Short-Term Implementation Plan.
- Obtain an MBA in Financial Management with Project Management Certificate by Nov. 2016;
- Promptly read & complete every assignment for all classes each trimester;
- Visit Rudin Center at Iona for tutoring;
- Meet with professors weekly throughout trimester;
- Read yearly at least 5 business/finance-related books;
- Read daily from Wall Street Journal & E*Trade Websites;
- Follow daily NYSE, NASDAQ, and Stock Market Watch financial trends;
- After Spring Trimester 2016, begin preparing for the Certified Financial Analyst (CFA) Exam;
- Commence preparation after successfully completing at least two MBA Finance courses;
- Take accredited CFA prep course, e.g. New York Society of Security Analysts (NYSSA)
- Invest at least 300 hours of focused preparation for each level—CFA levels I-III.
- After Spring Trimester 2016, begin seeking internships;
- Apply for financial internships after successfully completing at least two MBA Finance courses;
- Attend Iona career service seminars/exhibitions at the start of Summer I 2016 Trimester;
- Visit Iona’s career development for career counseling & resume revision;
- Follow Jim Collin’s “Good to Great” Three-Circles Strategy—cost-benefits Venn Diagram that pinpoints favorable overlap in three areas:
- Talents;
- Profitability.
Medium-Term
Over the next 10-20 years, my goals as a financial hedge fund analyst might include:
SMART Goals—Medium-Term Implementation Plan.
- Start in investment banking, and after 5-7 years apply to hedge fund company;
- Keep abreast daily of hedge funds news, e.g., Hedgeweek, FIN Alternatives, etc.
- Consider complementing credentials with Series 7 Certification (5-7 yrs.);
- Take accredited Series 7prep course—Agent Broker (AB) Training Center.
- Study every single Series 7 test question available.
- Networking with successful analysts, traders, and stockbrokers in the business
- Receive securities training from Securities Training Corporation (STC).
- If successful, climb echelons from trader & analyst to hedge fund manager (17+ yrs.);
- Emulate, study, and learn from successes of company hedge fund manager;
- Contact & network with at least one local hedge fund manager per month;
- Read at least 5 books annually on hedge fund management.
- If successful as a hedge fund manager, possibly seek to become an accredited investor. (20+)
- Network/learn tricks of the trade working with institutional investors in business;
- Read daily from/about billionaire investors—e.g., Kevin O’Leary, Mark Cuban, Robert Herjavec;
- Watch Shark Tank almost weekly, during limited leisure time.
Long-Term
If successful (and alive/healthy), goals 30+ years into a career might include:
SMART Goals—Long-Term Implementation Plan.
- Possibly advancing to CEO of a national financial company (30-35+ yrs.);
- Re-read this PDP and consult all pertinent literature cited;
- Repeat all earlier steps contained in this PDP;
- Network with local CEOs and glean their expertise;
- Read about and inquire from CEOs on leading teams before seeking CEO status;
- Read five books yearly on successful CEOs.
- Perhaps becoming a wealthier investor beyond mere accredited status (35-45+ yrs.);
- Repeat all steps about accredited investors from Medium SMART goals;
- Philanthropy—charities to churches & universities (45+ yrs.);
- Re-familiarize with Federal Tax Code and laws involving charitable deductions;
- Meet with tax lawyers, CPAs, successful philanthropists, e.g., Robert V. La Penta before charity;
- Using finances to build churches & universities (45+ yrs.)
- Entrepreneur of an investment company (45+ yrs.);
- Applying everything learned from books, connections, and 40+ year practical experience;
- Retirement—travel the world (50-55+ yrs.).
(5) Summary
Synopsis:
This PDP explored the following subjects:
- Keirsey Personality Assessment—tests which helped to identify, if true, my strengths and weaknesses as consistent with the ENTJ type or Rational Fieldmarshal temperament.
If true, my ENTJ strengths perhaps include:
- Intelligence—logical thinking, mental acuity/stamina, verbal ability;
- Inquisitiveness—love of knowledge, intellectual growth, and all learning;
- Industriousness—hardworking enthusiasm in pursuing all ambitions;
- Leadership—inspiring others via encouragement, intelligence, optimism, & work-ethic.
However, Keirsey also revealed some relevant weaknesses, which if accurate, may include:
- Perfectionism—self-critical, workaholism which may impede time-management;
- Aggressiveness—expressive, perhaps controlling tendency intimidating to others;
- Communication—blunt, unfiltered speech; often abstract, complex, & verbose;
- Dispassionate—over-analytical, may seem detached, emotionally intolerant of self & others.
- Work Suggestions for Improvement—developing strategies to overcome plausible ENTJ weaknesses in advancing toward “master manager” status while working with others.
- Core Competencies Section—addressing key strengths/weaknesses in competencies due perhaps to suggested personality and inexperience for self-improvement. Our MBA 500 text illustrated these competencies.
Possible strengths include:
- Negotiating Agreement & Commitment;
- Communicating Honestly & Effectively;
- Managing Groups & Leading Teams.
Possible weaknesses include:
- Understanding Self & Others;
- Mentoring & Developing Others;
- Working & Managing Across Functions.
- Career Goals—our concluding discussion outlined career goals, followed by SMART—Specific, Measurable, Attainable, Relevant, & Time-Bound—action plan analysis for short, medium, and long-term periods.
Purpose:
Ultimately, this PDP provides a comprehensive self-improvement plan in my lifetime journey toward attaining near “master manager” status.
Bibliography References
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See Quinn, Faerman, Thompson, McGrath at 79.
See Becoming a Master Manager 6th Ed. Instructor’s Manual: Competency Questionaire, pp. 2-15
See Quinn, Faerman, Thompson, McGrath at 37-8.
See Becoming a Master Manager 6th Ed. Instructor’s Manual: Competency Questionaire, pp. 2-15
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See Linne, Larry G., Sitkins, Patrick, “Brand Aid—Taking Control of Your Reputation Before Everyone Else Does,” Prentice Hall Press, 2013, p. 88; See Gary Armstrong, Philip Kotler, “Principles of Marketing, sixteenth edition,” 2016, 2014, 2012, Pearson Education, Inc., p. 256-259.
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See CFA Institute, CFA Program Course of Study; See CFA Institute, CFA Exam Results.
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See De Chasare, Brian, “Should You Start Out In Private Equity or at a Hedge Fund Rather Than in Investment Banking,” M&I, Mergers & Inquisitions, pp. 1-2, http://www.mergersandinquisitions.com/start-on-buy-side/.
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See General Rules and Regulations, Securities Act of 1933 §230.215 (1933).