Organisations for information technology professionals

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Executive Summary:

Whether we like it or not we are all impacted by branding, from the clothes we wear to what we eat, drive and consume. Although we are familiar with corporate branding and marketing, personal branding is a technique where you focus on the skills and attributes that make you stand out from the rest of your peers.

In his book "7 Habits of highly effective people", Stephen R Covey uses a powerful visualisation exercise, where readers are asked to picture themselves at the funeral of a friend only to discover that it is their own funeral. He asks readers to think about what they would want their family, friends, colleagues and community to say about them at their funeral (Covey, 1999). I believe that by focusing on the attributes discovered through this exercise I will have a greater understanding of my own personal brand and also discover the values at the core of my own self.

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In my assignment I have reviewed literature and articles to identify the steps which could be followed to improve personal branding and have then applied these to my own personal position. I also circulated a questionnaire to assess awareness of brands and to assess my peer's perception of the brand "Paul Delaney". By concentrating on the perceptions of others, I will identify any assumptions I have about my own personal brand and help find areas requiring improvement.

As a manager leading a team of nine employees, I must develop a different skill set to achieve success. This assignment will help to identify skills, personal attributes and characteristics that can be developed to enhance my reputation and standing amongst my peers.

Table of Contents

Introduction 1

What is personal branding? 1

What is Brand Equity? 2

What are the 4 types of capital and how do they relate to me? 3

How can I improve my own personal brand? 5

Create a Personal Brand Statement 5

Create a Personal Mission Statement 5

Update my resume 6

Use the "5 year resume" technique 6

Join organisations for Information Technology professionals 10

Develop my network of contacts 10

Continue Charity Work 11

Choose an appropriate Leadership Style 12

Develop the 7 habits of highly effective people 14

Personal Branding Survey 17

Introduction 17

Part 1 - Brand Recognition 18

Part 2 - Brand Reputation 19

Part 3 - Assessment of brand "Paul Delaney" 20

Conclusion 26

Bibliography 31

Appendix 1: Survey on Personal Branding and perceptions of the author 32

Appendix 2: My Current Resume 43

Appendix 3: My 5 Year Resume 45

Appendix 4: Schedule for the coming week 47

Introduction

What is personal branding?

Advertising and marketing has a significant impact on our personal choices from the clothes we wear to the food that we consume. We are constantly receiving messages from advertisements to persuade us to buy their product over that of a rival. To do this, marketing companies strive to associate their brand with the values which they believe their customer base is interested in (e.g. making a product more environmentally friendly etc.).

Personal branding is a little different in that you are the product being advertised. However, it has many similarities to corporate branding - you want to be associated with the values that you believe make your brand distinctive (e.g. strong analytical skills etc.). According to William Arruda, personal branding is "knowing what's authentic to you, differentiating from your peers and relevant and compelling to your target audience, and using that to reach your goals" (Martin, 2009). By focusing on what differentiates you from your peers, you can improve your brand equity.

What is Brand Equity?

In his article "Developing your Personal Brand Equity", Alan Vitberg (Vitberg, 2010) said that personal brand equity consists of;

The intangible value individuals have in terms of ability to influence others by leveraging their experience, expertise and reputation.

The relationships they have built and maintained.

The tangible value they bring in terms of contribution to their employer.

To improve your personal brand, Vitberg recommends that each person should start by answering one question "What makes you different and why should people care?" and use this to build a personal brand statement.

What are the 4 types of capital and how do they relate to me?

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In her book "Pierre Bordieu and Cultural Theory", Bridget Fowler refers to 4 types of capital (Fowler, 1997);

Social Capital

Social capital relates to the amount of influence and the number of relationships I have within the network of people I know either socially or professionally. The suggestion is that by increasing the number of people in my network that I can rely on them to support me in times of trouble (e.g. such as helping to find me a job if I am made redundant). In turn, I can use my network to support others from my network (e.g. I found job opportunities for my brother when he was made redundant).

To increase my network, I have joined the online professional network "LinkedIn". I now have over 50 connections with other professionals with whom I have come into contact. I have also joined the popular social networking "Facebook" to increase my social network.

Symbolic Capital

Symbolic capital relates to the degree of reputation and honour that I have within my professional and personal life. Respondents in the survey completed as part of this assignment rated me highly in terms of honesty and trustworthiness. This is very positive recognition from my peers and one that I am very proud to discover.

The second most frequently identified attribute that respondents gave in the survey was that I was dependable and reliable. Again, this is positive in that it can be argued that having a reputation for being dependable and reliable results in higher symbolic capital.

Cultural Capital

Cultural capital is difficult to measure, although I have achieved success in the area of educational qualifications. I was awarded a 1st class honour in my undergraduate degree which distinguishes me from the others in my year as only a handful of graduates achieved this level of qualification. Also, in participating in the MSc in Business Management in NUI Maynooth I am differentiating myself from my peers in that only 3 of the other managers in EBS IT have achieved/are seeking to achieve a Masters level qualification.

Economic Capital

This aspect of Bourdieu's theory relates to ownership of stocks, shares and generally any monetary rewards. I do not own any stocks or shares, but recently bought my own home. I also have a number of modest investments.

How can I improve my own personal brand?

Create a Personal Brand Statement

Based on an article by Alan Vitberg (Vitberg, 2010), I have created a personal brand statement. Having a personal brand statement will help me to focus on the attributes and characteristics that define how I want to be perceived.

"I am a diligent and trustworthy project manager with a reputation for attention to detail and having strong problem solving skills. I have more than 5 years experience in leading a team of IT professionals from multiple disciplines, in delivering successful projects for a financial services company on time and within budget".

Create a Personal Mission Statement

In his book "7 Habits of Highly Effective People" (Covey, 1999), Covey suggests that should focus on what you want to be (character) and to do (contributions and achievements) and on the values or principle upon which being and doing are based. I have also drawn from the survey in Appendix 1, to discover the attributes and skills which I associated with to help build this mission statement.

By regularly reviewing this mission statement, I hope that it will help me to keep focused on the character and values that I deem to be important.

I want to be successful at home first, then in my career,

I want to be known for being honest and trustworthy,

I want to be known as a fair and understanding boss who can motivate employees,

I want to be known for delivering high quality projects - on time and within budget,

I want to be seen as more of a risk-taker,

I want to be more outgoing and meet more people.

Update my resume

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Like many people, it has been some time since I have updated my resume. To be honest, the last time I updated my resume was in 1998 when looking for my current job. I will create my own resume (refer to Appendix 2) with a focus on what I have achieved in my career.

Use the "5 year resume" technique

I have followed the "5 year resume" steps as outlined in an article by Dennis and Ruth Laker in the Journal of Management Education (Laker and Laker, 2007). In this article they suggest that mapping out where you are now against where you want to be in 5 years will prevent career drift.

As quoted in Laker & Laker, Jack Welsh, CEO of General Electric said "Manage your destiny, or somebody else will". I believe this quote means that each of us should be proactive and manage our own career to ensure we achieve what we want to achieve, be this promotion, work life balance or self improvement.

Step 1 - Create a Current Resume

This step is complete; please refer to Appendix 2 - My Current Resume.

Step 2 - Create a Resume for 5 years in the future

In this step I focused on what I would like my resume to look like in 5 years time. It includes additional educational accreditations, membership in professional bodies, job titles and volunteer activities. Within Appendix 3, I have completed a 5 year resume as outlined in this step.

In their article, Laker & Laker suggest that I should begin this step by asking myself a number of questions as set out below;

Question: What do I want to do in 5 years?

I would like a further 5 years experience as an IT Manager along with another 3 years as a Senior IT Manager, be that within my current organisation or elsewhere.

Question: Who has served as your coach? Who would you like in the next 5 years?

I have been coached in the field of project management and technical expertise by several IT managers. In the coming years, I would like to focus on People Management and Financial Management.

Question: What further education plans do you have?

I plan on completing my MSc in Business Management and would like to pursue a qualification in Compliance. Compliance is a growth area in business and I believe having a qualification in this area would further differentiate me from my peers.

Question: What professional organisations would you join?

Having recently joined the Irish Computer Society, I would like to attend some of their seminars and presentations to build my understanding in the field of technology.

Question: What country/county do you want to live in?

Having recently bought a home in the town of Maynooth I will likely remain here for the next 5 years, however in the longer term I would like to live in the countryside somewhere around Maynooth.

Question: What personal interests will you have in the next 5 years?

I would like to improve my public speaking skills and also to increase my work in the community. I would like to participate in a community service (such as Tidy Towns or running a residents association).

Step 3 - Identify Short Term and Long Term Goals

Based on the difference between my current resume and my 5 year resume, my short term goals are;

Get married

Complete my MSc in Business Management

Gain a further 5 years experience as an IT Manager

Seek roles with my current employer that will allow me to develop my people management and financial management skills

My longer term goals are;

To volunteer for community schemes such as Maynooth Tidy Towns

To volunteer for the residents association for my area

Enrol in the Compliance Officer of Ireland course

Step 4 - Create an Action Plan

In 12 months time - get married (in May 2011), develop my people management skills, develop my financial management skills, seek employer contribution towards completing my Masters,

In 24 months time - Seek employer contribution for Compliance qualifications, develop my public speaking skills

In 36 months time - participate in community schemes such as Maynooth Tidy Towns, participate in my local residents association

In 48 months time - Measure my resume and skill set against industry standards.

In 60 months time - Seek opportunities to be appointed a senior manager.

Step 5 - Review my action plan regularly

In step 5, you are urged to regularly review your Action Plan and your 5 year resume to make sure you are on target and if not, to adjust the plan as necessary. I plan to set aside time once a month to review my resume, 5 year resume and action plan to ensure all is in order.

Join organisations for Information Technology professionals

The PriceWaterhouseCoopers "Personal Branding Week" e-book (PriceWaterhouseCoopers, 2010) suggests that you should join industry associations to connect with other people in your area of expertise. As part of this assignment I joined the Irish Computer Society (ICS). The ICS is an association of Irish computer and technology professionals that seeks to promote industry standards and developments. The ICS run seminars and give presentations which will help to develop my knowledge and understanding in the field of computing. I will endeavour to attend as many of these seminars as possible.

Develop my network of contacts

The PriceWaterhouseCoopers "Personal Branding Week" e-book (PriceWaterhouseCoopers, 2010) suggests that you should create an online profile on the professional networking site, LinkedIn. You can find my profile on the following link: http://ie.linkedin.com/pub/paul-delaney/10/b90/58a I have accumulated 55 professional contacts over the past 3 years. I have updated my professional experience and have entered resume information.

As I meet new contacts, I add them to my network and keep in touch to ensure our relationship stays current and up to date. As yet I have not used this website to apply for jobs or to seek applications for positions that become available, although I can see that this will become a larger part of the website over the coming years.

I also have an online profile on social networking site "facebook" and "Twitter". I only began using these sites when I began the MSc in Business Management in NUI Maynooth.

I also plan to participate in my local residents association and volunteering my time in community schemes. This will enhance my local reputation and assist my career by showing I take my social responsibility seriously.

Continue Charity Work

The company I work for, EBS Building Society, has a strong reputation of working with charities. Recently members of the IT team participated in the Movember campaign to generate funds for male prostate cancer research. I was part of an international campaign to "change the face of men's health" by growing a moustache for charity. The EBS Movember team raised over €21,500, making us the team with the highest donations in Ireland. This is something I will continue to support in the future.

Choose an appropriate Leadership Style

In his book, "Leadership and the One Minute Manager", Henry Houser recommends that managers should tailor their leaderships style depending on the individual with whom they are dealing (Houser, 1985). To do this, he recommends that all employees should be graded according to their competence with the task and their commitment to the job.

Level

Stage

Development Level

D4

High Competence / High Commitment

Developed

D3

High Competence / Variable Commitment

D2

Some Competence / Low Commitment

D1

Low Competence / High Commitment

Developing

To assist me in my role as a manager, I have mapped each employee who reports to me against this model detailing the employee stage of development and the appropriate leadership style to use when dealing with them.

Employee

Level

Stage

Leadership Style

John

D2

Some Competence/Low Commitment

Coaching/Direct and Support

Martina

D2

Some Competence/Low Commitment

Coaching/Direct and Support

Tom

D1/D2

Low Competence/High Commitment

Directing/Structure, Control and Supervise

Emmet

D3/D4

High Competence/Variable Commitment

Supporting/Praise, Listen and Facilitate

Gareth

D2/D3

Some Competence/Low Commitment

Coaching/Direct and Support

Eamonn

D2/D3

Some Competence/Low Commitment

Coaching/Direct and Support

Sheila

D3/D2

High Competence/Variable Commitment

Supporting/Praise, Listen and Facilitate

Jenny

D3

High Competence/Variable Commitment

Supporting/Praise, Listen and Facilitate

Colm

D3/D4

High Competence/Variable Commitment

Supporting/Praise, Listen and Facilitate

Develop the 7 habits of highly effective people

In his book "7 Habits of Highly Effective People" (Covey, 1999) Stephen R Covey suggests that to be effective we must follow the following 7 habits. By becoming more effective, I can improve my reputation and enhance my career. Although there is a lot of information within the book, I have sought to distil the information into specific action items that I can follow to ensure I become more effective;

Habit #1 - Be proactive

In this habit, Covey reminds us that we all have the power to control our responses to a stimulus. We decide how we are going to react to difficult situations, in fact Covey states that "our most difficult experiences become the crucibles that forge our character and develop the internal powers, the freedom to handle difficult circumstances in the future and inspire others to do so as well".

Covey suggests that we should take the initiative and become proactive in our language and actions. For example, when you encounter a difficult situation don't say "I can't do that because..." instead try using "What else could I do to resolve this situation".

Using this technique with the people who work with me will improve their motivation and empower them to make their own decisions.

Habit #2 - Begin with the end in mind

Although this step has been covered elsewhere in this assignment, in brief Covey suggests that we should take a moment to consider the impact of our actions before taking them. By focusing on the end state that we have in mind, we can ensure that we achieve success. The author recommends a simple exercise where you imagine yourself at your own funeral and identify the characteristics you would want to be remembered for. He then suggests that we should use the output from that exercise to create a personal mission statement.

Habit #3 - Put first things first

Habit #3 relates to the things you could do (that you aren't doing now) that if you did on a regular basis, would make a tremendous positive difference on your personal or professional life.

One key aspect of Habit #3 is Time Management. Covey suggests that we should organise tasks and execute them around priorities.

Urgent

Not Urgent

Important

I

Crises, Problems & Deadlines

2

Prevention, Relationship Building

Not Important

3

Interruptions, Some phone calls, e-mails, meetings

4

Trivia, time wasters & pleasant activities

Covey also suggests that you should build a schedule of tasks and that you should take a few minutes every day to review your schedule. Within Appendix 4, I have built a schedule for the coming week.

Habit #4, Think win-win means to come up with solutions to problems that are mutually beneficial. In this circumstance everyone if happy with the decision and is committed to its success.

Habit #5, Seek first to understand, then to be understood is where we should try to understand the problem before trying to resolve it. Our tendency is to rush to a solution as we feel pressure to resolve the problem, but it is important to listen carefully to all sides of the problem. Only then will you resolve the issue properly and ensure that it does not return again, thus wasting more of your time.

Habit #6, Synergise, can be summed up in one statement - "two heads are better than one". You should pool the collective knowledge of all interested parties. The sum total of everyone's participation is greater than the total of each individuals input. Everyone solves problems differently and if facilitated correctly they can come up with successful resolutions to problems.

Habit #7, Sharpen the saw, is where we should make time for Physical, Mental, Social/Emotional and Spiritual renewal. The idea is that we should make time each day to review what we are doing and take a balanced approach. Perhaps our time is not being put to effective use? Perhaps there is an easier way to deliver on your tasks?

Personal Branding Survey

Introduction

The survey was constructed in three parts;

Part 1 relates to brand recognition where I asked respondents to identify five well known brands and personalities.

Part 2 was about brand reputation, where I asked respondents if they believed that six personalities that have had well publicised problems could recover their reputations.

Part 3 was about the brand "Paul Delaney" where I asked respondents about their perception of me. Refer to Appendix 1 for further detail.

Part 1 - Brand Recognition

In the survey I asked respondents if they could identify 5 brands and personalities from pictures provided.

For question #1, 91% of respondents correctly identified Oprah Winfrey as the personality in the picture.

For question #2, only 18% of respondents correctly identified Tommy Hilfiger as the personality in the picture.

However for question #3, 45% respondents correctly identified the Tommy Hilfiger logo from the picture provided. This is despite the survey being printed in black and white so the colour of the logo was not visible, and also the "Tommy Hilfiger" wording being removed.

-All respondents identified Coca Cola as the brand in question #4 - despite the wording in the logo being in Chinese rather than English.

Almost half of all respondents identified Louis Vuitton as the brand of handbags in question #5.

Part 2 - Brand Reputation

In part two of the survey, I investigated if respondents believed that the personalities in question could recover their reputation following the problems they encountered in recent years.

Interestingly, a large number of the personalities have been accused of cheating on their partners but were judged differently by respondents as to whether they could recover their reputation. 91% of respondents believed that Ronan Keating could recover his reputation, but only 40% believed that Ashley Cole would do likewise.

Part 3 - Assessment of brand "Paul Delaney"

Assessment of Paul Delaney's skill set

In part three of the survey, I sought to investigate how my colleagues perceived my skill set based on appearance, frequency of team and individual meetings, listening skills, feedback on performance, trust to deal with a grievance, motivation, project management, communication and delegation skills.

From the survey I discovered that the overall perception of my colleagues is good, however the three areas requiring most improvement are;

Frequency of Individual Meetings with employees;

Motivational Skills

Delegation Skills

Attributes associated with Paul Delaney

The following seven attributes were identified by respondents as those which they would most associate with Paul Delaney. The highest results were returned for Honesty/Trustworthiness and Dependability/Reliability. To me, these are very positive results as these are values which essential to my own personal brand.

From the responses I can see that I have a reputation for being organised, but that this score is not as high as I would like. I will improve this area of my professional development over the coming months.

Attributes not associated with Paul Delaney

In contrast to the attributes associated with me, I asked respondents to identify the attributes which they would not associate with me. My hope was that respondents would identify attributes which would not be in line with my values. However, of the 6 highest attributes identified by respondents, the only item I would like to improve is that of risk-taking. It is interesting that 70% of respondents do not associate me with being a risk taker.

Skills associated with Paul Delaney

When asked to identify skills that they believed best described me, respondents identified the following 8 highest scoring skills;

I am very happy with the results above. A large part of my job is managing projects, identifying problems and performing analysis.

Skills not associated with Paul Delaney

When asked to identify skills which would not describe me, respondents identified the following skills;

I am disappointed with some of the results above. It is clear that I need to develop my skills in the areas of Coaching and Establishing thought leadership. Although other skills are lower than these, I believe that focusing on improving my performance in these areas will lead to a stronger professional image.

Role of Paul Delaney in a team project

The highest percentage of respondents, 55%, identified the role of "Project Manager" as the role which I would be in if I were participating in a group project. This is a positive response as my current career is largely focused on being a project manager.

Conclusion

In conclusion, I have found the exercises performed as part of this assignment to be very beneficial to my own personal growth and in turn to my own brand. Creating a mission statement and personal brand statement has helped me to focus on the attributes that I would want to be associated with. I believe that by increasing my network through LinkedIn and joining the Irish Computer Society I will be exposed to new and exciting challenges that will further develop my skills and increase my visibility in the computing and financial services industries.

From the survey conducted I discovered a number of areas which I would like to improve. I believe that by focusing on these areas I can improve my reputation and develop the reputation of employees reporting to me. I believe that I can address the areas requiring improvement by following the steps outlined below, although it remains to be seen if they will be successful:

Increase the frequency of Individual Meetings with employees

Although the 73% of respondents to my question "Do you think that one to one meetings are held frequently enough?" were happy with the number of individual meetings, there was a significant gap in individual responses. I will identify the employees that feel they would benefit from additional meetings and ensure that time is allocated to this Non-urgent, but important task.

Improve my Motivational Skills

In his book, "Introducing Organization Behaviour & Management"(Knights and Willmott, 2010), Knights & Willmott refer to Locke and Latham's theory that claims by setting different performance goals I can motivate employees and get the individuals to perform better. I will attempt to use SMART objectives (Specific, Measurable, Achievable, Realistic, Time bound) when setting objectives. Locke and Latham's theory is based on 4 broad propositions;

Difficult goals lead to higher performance

The higher the goal the higher the performance.

Praise, feedback or participation in decision making makes a difference to what people

Goal-setting can also increase the effort people make to discover ways of meeting a goal.

Improve my Delegation Skills

In the survey, 75% of respondents were happy with my delegation skills, however this means that 25% of employees were not happy. In his book "Delegating Authority", Andrew Schwartz (Schwartz, 1992) recommends that when delegating a manager should ensure:

Meaningfulness - to ensure the task is seen as important, valuable and worthwhile.

Responsibility - to ensure employee takes personal responsibility and understands that they are accountable for their performance on the task.

Knowledge of results - managers must give feedback on performance.

Increase my Organisation skills

When asked to identify 6 attributes of Paul Delaney, only 27% of respondents identified me as being organised. By using the techniques discovered in Covey's "7 Habits of Highly Successful People" (Covey, 1999) I believe that I can enhance my organisation skills which in turn will improve my reputation (e.g. more frequent team and individual meetings).

Take more risks

70% of respondents identified that Paul Delaney is not known as a Risk-taker. Initially I was happy with this as I am not a risk-taker. However I believe that an element of risk-taking is necessary to be a good manager. I will endeavour to take appropriate risks and to think of alternative solutions to problems. I believe that this type of approach to problem solving would encourage employees to seek alternative solutions that might be more successful than traditional approaches.

Adopt a Coaching approach to employees

In their book "Peopleware, Productive projects and teams" (DeMarco and Lister, 1999), DeMarco and Lister recommend that managers should encourage peer-coaching. The suggestion is that you should identify a "teacher" and "learner" for a task and set into motion the transfer of knowledge. Over time, the roles of "teacher" and "learner" will transfer amongst the team with an overall improvement in performance. In fact, this process could be done without employees even being aware of the coaching being done.

Establish thought leadership

In their book "Successful Managers Handbook" (Davis et al., 1996) Davis et al.make some suggestions on how to influence others. Some of their suggestions are that a manager should;

Increase your leadership impact - for example, always introduce yourself to new groups and individuals, be firm and direct when stating expectations etc. This is also recommended in PriceWaterhouseCoopers "Personal Branding Week" (PriceWaterhouseCoopers, 2010)

Improve your leadership by asking for feeback. This is also recommended in PriceWaterhouseCoopers "Personal Branding Week" (PriceWaterhouseCoopers, 2010)

Become more assertive - be prepared to make your point even if others might disagree. This is also recommended in PriceWaterhouseCoopers "Personal Branding Week" (PriceWaterhouseCoopers, 2010)

Prepare your arguement taking the position of the other parties into account.

Communicate and clarify your vision, show enthusiasm.

Influence the decisions of upper management - be clear about how your suggestion will benefit the organisation, if the impact of an idea on your area is negative, let the senior management know.

Improve my Communication Skills

In his book "Communication and Knowledge Sharing at Work" (Cullen, 2008), John Cullen suggests that managers should first understand their communication style. To do this Cullen outlines a simple exercise to follow. Having completed this exercise I discovered that I am a Directive Communicator; I meet targets that have been decided by others by utilising a strong mode of communication that is primarily focused on making sure that instructions are clearly understood and implemented.

This communication style is appropriate for my current role, however for promotion I would need to develop a "Promotional Communicator" style whereby I would develop the strategies for my department, rather than being an implementor.

END

Bibliography

Appendix 1: Survey on Personal Branding and perceptions of the author

About the respondent; Are you...?

_ Staff

_ Manager

_ Other

_ Female

_ Male

Question #1 - Can you name this well known personality?

Answer #1:

Question #2 - Can you name this well known personality?

Answer #2:

Question #3 - Can you name this well known brand?

Answer #3:

Question #4 - Can you name this well known brand?

Answer #4:

Question #5 - Who makes these famous bags?

Answer # 5:

Question #6 - For each of the following personalities, do you believe their reputation is recoverable or not?

_ Recoverable _ Not

_ I don't know who this is

_ Recoverable _ Not

_ I don't know who this is

_ Recoverable _ Not

_ I don't know who this is

_ Recoverable _ Not

_ I don't know who this is

_ Recoverable _ Not

_ I don't know who this is

_ Recoverable _ Not

_ I don't know who this is

Questionnaire about Paul:

Delegation Skills

How would you rate Paul's delegation skills?

(Poor) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (Excellent)

Communication Skills

How would you rate Paul's communication skills?

(Poor) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (Excellent)

Project Management Skills

How would you rate Paul's project management skills?

(Poor) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (Excellent)

How would you rate Paul's motivational skills?

(Poor) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (Excellent)

Would you rate your trust in Paul to deal with a grievance?

(Poor) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (Excellent)

How would you rate Paul's feedback on your performance?

(Poor) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (Excellent)

Listening Skills

How would you rate Paul's listening skills?

(Poor) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (Excellent)

Team Meetings

Do you think Team Meetings are held frequently enough?

(too infrequently) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (frequent enough)

Individual Meetings

Do you think that one to one meetings are held frequently enough?

(too infrequently) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (frequent enough)

Appearance

How would you rate Paul's appearance?

(Poor) 1 - 2 - 3 - 4 - 5 - 6 - 7 - 8 - 9 - 10 (Excellent)

Which 6 of these attributes would you most associate with Paul?

_ Accomplished

_ Ambitious

_ Bright

_ Colourful

_ Connected

_ Curious

_ Discerning

_ Easygoing

_ Entrepreneurial

_ Formal

_ Happy

_ Inspiring

_ Introverted

_ Loyal

_ Optimistic

_ Persuasive

_ Positive

_ Quirky

_ Risk-taking

_ Self-motivated

_ Sophisticated

_ Striving

_ Visionary

_ Accurate

_ Assertive

_ Charming

_ Community-oriented

_ Conservative

_ Dependable

_ Dramatic

_ Energetic

_ Ethical

_ Funny

_ Healthy

_ Intelligent

_ Inventive

_ Methodical

_ Organised

_ Physically Fit

_ Precise

_ Refined

_ Sassy

_ Shy

_ Spirited

_ Successful

_ Wise

_ Adaptive

_ Big (personality)

_ Cheerful

_ Competitive

_ Convincing

_ Devoted

_ Driven

_ Enterprising

_ Extroverted

_ Generous

_ Honest

_ Interested

_ Likeable

_ Modest

_ Outgoing

_ Picky

_ Pro-active

_ Reliable

_ Savvy

_ Sincere

_ Spiritual

_ Supportive

_ Worldly

_ Adventurous

_ Bold

_ Collaborative

_ Confident

_ Creative

_ Diplomatic

_ Dynamic

_ Enthusiastic

_ Flexible

_ Giving

_ Humble

_ International

_ Loving

_ Motivating

_ Passionate

_ Political

_ Quick Witted

_ Religious

_ Self assured

_ Socially conscious

_ Strategic

_ Trustworthy

Which 6 of these attributes would you NOT associate with Paul?

_ Accomplished

_ Ambitious

_ Bright

_ Colourful

_ Connected

_ Curious

_ Discerning

_ Easygoing

_ Entrepreneurial

_ Formal

_ Happy

_ Inspiring

_ Introverted

_ Loyal

_ Optimistic

_ Persuasive

_ Positive

_ Quirky

_ Risk-taking

_ Self-motivated

_ Sophisticated

_ Striving

_ Visionary

_ Accurate

_ Assertive

_ Charming

_ Community-oriented

_ Conservative

_ Dependable

_ Dramatic

_ Energetic

_ Ethical

_ Funny

_ Healthy

_ Intelligent

_ Inventive

_ Methodical

_ Organised

_ Physically Fit

_ Precise

_ Refined

_ Sassy

_ Shy

_ Spirited

_ Successful

_ Wise

_ Adaptive

_ Big (personality)

_ Cheerful

_ Competitive

_ Convincing

_ Devoted

_ Driven

_ Enterprising

_ Extroverted

_ Generous

_ Honest

_ Interested

_ Likeable

_ Modest

_ Outgoing

_ Picky

_ Pro-active

_ Reliable

_ Savvy

_ Sincere

_ Spiritual

_ Supportive

_ Worldly

_ Adventurous

_ Bold

_ Collaborative

_ Confident

_ Creative

_ Diplomatic

_ Dynamic

_ Enthusiastic

_ Flexible

_ Giving

_ Humble

_ International

_ Loving

_ Motivating

_ Passionate

_ Political

_ Quick Witted

_ Religious

_ Self assured

_ Socially conscious

_ Strategic

_ Trustworthy

Which 6 of these skills would best describe Paul's skills?

_ Analysing figures

_ Building consensus

_ Counselling

_ Delegating

_ Developing ideas

_ Establishing thought-leadership

_ Growing professionally

_ Inspiring others

_ Investigating

_ Managing conflict

_ Managing people

_ Measuring success

_ Motivating

_ Performing analysis

_ Public speaking

_ Researching

_ Seeing the details

_ Sourcing talent/funds

_ Thinking internationally/globally

_ Writing reports

_ Brainstorming

_ Coaching

_ Creating

_ Delivering quantifiable results

_ Empowering

_ Facilitating groups

_ Identifying problems

_ Interviewing

_ Learning

_ Managing crises

_ Managing projects

_ Mediating

_ Negotiating

_ Presenting

_ Relating to others/building relationships

_ Running meetings

_ Selling

_ Teaching

_ Training

Which 6 of these skills would NOT describe Paul's skills?

_ Analysing figures

_ Building consensus

_ Counselling

_ Delegating

_ Developing ideas

_ Establishing thought-leadership

_ Growing professionally

_ Inspiring others

_ Investigating

_ Managing conflict

_ Managing people

_ Measuring success

_ Motivating

_ Performing analysis

_ Public speaking

_ Researching

_ Seeing the details

_ Sourcing talent/funds

_ Thinking internationally/globally

_ Writing reports

_ Brainstorming

_ Coaching

_ Creating

_ Delivering quantifiable results

_ Empowering

_ Facilitating groups

_ Identifying problems

_ Interviewing

_ Learning

_ Managing crises

_ Managing projects

_ Mediating

_ Negotiating

_ Presenting

_ Relating to others/building relationships

_ Running meetings

_ Selling

_ Teaching

_ Training

If Paul was participating in a team project, in which of the following roles would he be in?

_ Administrator - manages administrative tasks, responds to questions, keeps team members up to date

_ Care giver - ensures that all members of the team are happy and cared for

_ Creator - comes up with creative ideas for what to do and how to do it

_ Doer - takes a portion of the project and executes it

_ Facilitator - orchestrates the group, helping it to achieve its goal

_ Leader - creates a vision, assembles the team, takes charge, assigns tasks, measures progress

_ Motivator - inspires others to be their best and successful members of the team

_ Project Manager - manages all aspects of the project (budget, people, schedule etc.)

Source: (Reach_Communications_Consulting, 2009)

END OF APPENDIX ONE

Appendix 2: My Current Resume

Name: Paul Delaney

Address: 20 The Drive,

Newtown Hall,

Maynooth,

Co. Kildare

LinkedIn: http://ie.linkedin.com/pub/paul-delaney/10/b90/58a

e-mail: delaney_p@hotmail.com

Phone: 086 834 7529

Experience:

IT Manager - EBS Building Society, December 2007 - Present

In December 2007 I was appointed to the role of IT Manager with responsibility for all front-end lending systems. I am currently working with a team of 9 developers and business analysts on a variety of system changes to EBS home loan origination systems and branch teller systems. My role involves managing projects, people and delivering effective technical assistance to users throughout the society.

Interesting Role: I was IT Project Manager for a major system upgrade to our home loan systems to cater for risk based pricing which involved a significant amount of system change and a budget of over €1 million.

Skills: Prince II, Project Management, Business Analysis, Systems Analysis, People Management.

Technical Skills: Visual Basic, IBM Business Process Modeller, Websphere, Flex.

Team Leader - EBS Building Society, August 1998 - December 2007

I joined EBS Building Society in August 1998 and have worked in a variety of different roles, including developer, systems analyst and IT project manager. Before being appointed manager, I was team leader on a team of 5 developers, focused on supporting, upgrading and maintaining the end-to-end home loan origination system.

Interesting Roles: I was a key business analyst on a project to completely rewrite our branch based home loan application system.

Skills: Team Leadership, IT Project Management, Business Analysis, Systems Analysis.

Technical Skills: Visual Basic Development, Codebase databases.

Education:

MSc. in Business Management, Part time, NUI Maynooth 2010 - 2012

I am currently participating in a two year part time masters program in NUI Maynooth and am due to complete the course in August 2012. This program is for non-business graduates wishing to pursue a career in business and management. We are covering subjects such as Strategic Management, Society and Ethics, Financial management and Managing people and teams.

BSc. In Computing Science, Part time, Griffith College Dublin, 1997 - 2001

I achieved a 1st class honours degree from Griffith College Dublin in 2001. This degree focused on the technical aspects of computing science and gave me a sound foundation in computer programming and systems analysis.

British Computer Society, Certificate in Project Management, 2003

In 2003 I was awarded a Merit in Project Management from the British Computer Society (BCS). This certificate is based on industry standards of project management (Prince II).

Hobbies and Interests

Playing golf and gardening

Professional Accreditations

Member of the Irish Computer Society.

References:

David Yeates, Head of IT, EBS Building Society

Tom Doherty, Ex Head of IT, EBS Building Society, Currently Practice Director, Ergo Software Services

END OF APPENDIX TWO

Appendix 3: My 5 Year Resume

Name: Paul Delaney

Address: 20 The Drive,

Newtown Hall,

Maynooth,

Co. Kildare

LinkedIn: http://ie.linkedin.com/pub/paul-delaney/10/b90/58a

e-mail: delaney_p@hotmail.com

Phone: 086 834 7529

Experience:

Senior IT Manager - EBS Building Society, December 2016 - Present

In December 2016 I was appointed to the role of Senior IT Manager with responsibility for all front-end lending systems. I am currently working with a team of 20 developers and business analysts on a variety of system changes to EBS home loan origination systems and branch teller systems. My role involves developing strategic thinking in the area of IT and implementing large multi-million euro change programmes for the society.

Interesting Role: I was Programme Manager for a major change in strategy for the society involving numerous business and IT streams.

Skills: Prince II, Project Management, Business Analysis, Systems Analysis, People Management.

IT Manager - EBS Building Society, December 2007 - Present

In December 2007 I was appointed to the role of IT Manager with responsibility for all front-end lending systems. I am currently working with a team of 9 developers and business analysts on a variety of system changes to EBS home loan origination systems and branch teller systems. My role involves managing projects, people and delivering effective technical assistance to users throughout the society.

Interesting Role: I was IT Project Manager for a major system upgrade to our home loan systems to cater for risk based pricing which involved a significant amount of system change and a budget of over €1 million.

Skills: Prince II, Project Management, Business Analysis, Systems Analysis, People Management.

Technical Skills: Visual Basic, IBM Business Process Modeller, Websphere, Flex.

Education:

Certificate in Compliance, Institute of Bankers, 2012 - Present

I am currently pursuing a qualification as a Compliance Officer from the Institute of Bankers. Achieving this qualification will give me a sound foundation in all areas of Compliance.

MSc. in Business Management, Part time, NUI Maynooth, Sept 2010 - Aug 2012

I recently completed a two year part time masters program in NUI Maynooth and am due to complete the course in August 2012. This program was for non-business graduates wishing to pursue a career in business and management. We covered subjects such as Strategic Management, Society and Ethics, Financial management and Managing people and teams.

BSc. In Computing Science, Part time, Griffith College Dublin, 1997 - 2001

I achieved a 1st class honours degree from Griffith College Dublin in 2001. This degree focused on the technical aspects of computing science and gave me a sound foundation in computer programming and systems analysis.

British Computer Society, Certificate in Project Management, 2003

In 2003 I was awarded a Merit in Project Management from the British Computer Society (BCS). This certificate is based on industry standards of project management (Prince II).

Hobbies and Interests

Playing golf and gardening

Chairman of Newtown Hall Residents Association

Member - Maynooth Tidy Towns Association

Professional Accreditations

Member of the Irish Computer Society.