EvanSon, Margaret OGL482 February 20, 2022

OGL 482 Pro-Seminar II

Unit 3 Assignment:
Networking Plan Template
Section 1: The Career Decision Matrix
As you move through the data-gathering phase and begin to generate options for potential jobs
and potential employers, this is when you can build and use a Career Decision Matrix. Following
the information from Harrington & Hall text, Career Management & Work life Integration,
Chapter 4, pages 92-94, you will research, gather, and analyze information from your self-
assessments (i.e., the Kuder assessments in Unit 1, in particular), thematic analysis (themes),
career resources and more to create your Career Decision Matrix.

Career options are broader than jobs. They are paths you can take to get to where you want to be.
Here is a resource that can assist you in determine:
ht0tps://careerwise.minnstate.edu/careers/pathways.html

Answer the following:

1) As you have gathered your data take the time to share and fully describe your top
four (4) possible career options. You want to be specific, as this creates a more
meaningful matrix. Describe each career with as much detail as possible. Consider
the following to be used in your 2-3 paragraph response per career option: career
field / organization / job-related responsibilities / opportunities for advancement /
future outlook of the career field. These responses need to demonstrate that you
have gathered your research and analyzed it, so there should be citations referencing
where you got your information, using APA standards. Remember to include why you
are choosing each career option.

a. Airport Executive Management - Airport management is my current career field. I am

a director, with responsibility for the planning and daily management of airport
security, airfield safety and maintenance, terminal operations, fleet maintenance, and
revenue parking. My career interest is in executive management, as the Chief
Operating Officer. This position has expanded responsibilities for day to day
operations and future design and engineering. They interface with federal and local
agencies to fund five and ten year capital plans through grants and entitlements.

This position is also a public face of the airport. They interact with members of the
community to build support for the economic benefits of airport activity. Changes to
the airport geometry and procedures are also the subject of community review and

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input. An executive team member is a position that maintains positive and productive
relationships with tenants and community members. Excellent supervisory,
collaboration and problem-solving skills are needed in this position (ADK
Consulting, 2022).

The organizational structure and size of the airport are determining factors in the
specific duties and span of control for COO positions. At smaller airports, the COO
may oversee multiple areas of operations, maintenance, construction, public safety,
and emergency management. For larger airports, there may be more focused
responsibilities. In all cases, this position requires knowledge of applicable
regulations, supervisory skills, public administration, and strategic planning. Despite
a slowdown in aviation due to COVID-19, this industry outlook is positive as the
industry recovers. In 2019, the aviation field was expected to see growth of 5.5%
through 2024 (Airways, 2019).

b. Homeland Security & Emergency Management – There are many paths available in
Homeland Security & Emergency Management, including consulting, government
agency, and private industry positions. This field is concerned with the protection of
assets and mitigation of damage from natural disasters and those with nefarious
intention. Specialties can span from analytical, cybersecurity, public safety,
transportation, and infrastructure.

Government agencies hold an influential position in the activities, processes, and

intelligence related to homeland security and emergency management. The
Department of Homeland Security, through its agencies provide direction, structure,
and coordination related to this field. The Federal Emergency Management Agency
(FEMA) heads the response to natural disasters and emergency preparedness. They
offer communication and coordination tools, training, and guidance for government
and private industry. The Cybersecurity and Infrastructure Security Agency (CISA)
safeguards critical infrastructure through collaboration and partnership, increasing
detection, reaction, and resiliency. Transportation Security Administration
departments are focused on the detection and prevention of threats to protect
transportation modes. These agencies and others partner with private industry and
government agencies.

Private industry seeks the expertise of consultants with experience in this field to
build prevention, detection, responses, and recovery plans. They may also employ
individuals who continuously analyze and revise their emergency response and
security posture. This is an area of interest because I have served as the primary
security coordinator with TSA at my employer for nearly ten years. I have also

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completed an emergency management professional development program through

FEMA. My current position is responsible to serve as the Emergency Operations
Center director during emergency events. Transitioning to a career in Homeland
Security & Emergency Management, as a consultant or private sector employee
would complement my experience.

c. Organizational Consulting – Organizational consulting can cover a variety of

disciplines, from transformation and change management to strategic consulting.
Organization transformation consultants provide assistance and guidance to
organizations as they navigate an environment of change, disruption, reinvention, and
growth. This discipline deals with the human capital needs as well as the structural,
governance, and capacity needs to support organizational change.

Strategic consultants assist clients in determining action plans, resources, and

alignment to deliver results and meet their goals. Proficiency in a variety of areas
suits this type of consultant as they may encounter issues related to finance, IT, or
human resources. Consultants may be generalists or specialists. This field offers
opportunities for personal growth as knowledge and skill acquisition may be needed
to complete assignments (Half, 2017).

Consultants often work with multiple clients and may offer national or global
services. They are typically retained when and organization lacks the resources, skills,
or infrastructure needed to complete analysis and tasks. Leading-edge technology
may be investigated and analyzed to determine applicability for specific problems.
Innovative solutions may be needed to launch new product lines or increase
productivity, customer satisfaction, or reduce cost (Deloitte Touche Tomahtsu Ltd.,
2022). I chose this field because it can be challenging and entail diverse situations
and environments. Challenging work is in line with my work preferences and high
value on knowledge and personal development.

d. Contract Management – Contract management is the life cycle management of legal

agreements between two or more entities. This position works in the multiple phases
of contracts, including procurement, negotiation, and renewal or close out. This
career may require additional training in basic contract law, contract administration,
and cost analysis (NCMHAHQ.org, 2021). Institutions and companies have specific
purchasing procedures that need to be known and followed.

Advanced positions in contract management require the ability to influence leaders,

good communication skills, and the ability to apply creative solutions to contract
issues. Upper level managers mentor and train less experienced staff in processes,
procedures, and concepts related to initiation, negotiation, modification, and
execution of contracts. These managers also evaluate procurement and contract

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policies to determine improvements and efficiencies. There is a high level of

knowledge needed, and continuous learning is needed to comply with changing laws
or regulations (NCMHAHQ.org, 2021). I chose this career due to the emphasis on
knowledge, procedure, and communication.

Now that you have determined these four options, take a step back and share a fifth
UNTHINKABLE (UT) career option, that you would never do, but are trained for
by what you have learned by earning your degree. Think about skills you have
acquired while earning your degree, which would be transferable to something
completely different.

a. Sales Professional – Sales professionals solve clients problems using products or

services. Sales professionals can work in Business to Business (B2B) sales or
Business to Consumer (B2C) sales. They use communication and relationship
building to gain access and insight into the client's needs. This allows them to
propose solutions through their product or service (VanEpps, 2017).

Sales professionals are usually compensated with a combination of base salary

and a variable commission. Their overall income is determined by their sales
performance. Some people are drawn to the idea of increasing their income based
on their performance. A 2021 Bureau of Labor Statistics reports that this career is
expected to grow by 7% over the next nine years. Sales managers and
professionals are commonly required to travel and work outside of typical office
hours (Bureau of Labor Statistics, 2021).

Sales managers typically oversee an area or region and supervise multiple sales
associates. They determine budgets, set sales goals, and monitor performance.
Analyzing data and developing sales and promotional plans is also characteristic
of this position. It is common for sales managers to oversee the training of sales
associates. This position must have a customer focus to resolve customer issues,
propose solutions, and maintain productive relationships.

2) Using the information you have gathered and shared above it is time to fill in your
Career Decision Matrix.

Airport Homeland Organizationa Contract Professiona

Executive Security & Managemen

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Managemen Emergency l Consulting t l Sales

t Managemen
t

Creativity 3 1 3 5 3

Personal 3 3 5 1 3
Growth

Mentoring 5 1 5 3 3

Tenacity 3 3 1 1 5

Knowledge 5 3 5 5 3

Balance 3 1 5 1 1

Stability 5 5 1 3 1

Optimism 3 3 3 3 5

Embrace 5 5 5 3 3
Change

Diversity 3 3 5 3 3

CTCP 38 28 38 28 30
(Summary)

3) Now that you have determined these career options in relation to your life themes:
a. Reflect to what extent your Career Decision Matrix development process has
helped your career development decisions.

My career development plans are consistent with my current trajectory. This exercise
resulted in reflection about which life themes are my most powerful motivators. Had
my CTCP scores deviated from my trajectory, it would prompt me to expand my
exploration of career options. In the next three-five years my career plans are to
increase knowledge in areas that would strengthen my overall qualification for an
airport executive position. With this preparation, coupled with my depth of
experience, I will consider available positions with my current employer and other
opportunities.

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When thinking about the next ten years, I am looking for my available and preferred
career transition. In the next six years, I will be eligible for retirement from my
current employer. The other high CTCP score in my matrix is organizational
consulting. My strategy is to strengthen my network and establish community
involvement. To leverage my education and knowledge, I need to demonstrate
leadership outside of my current industry. While I could transition to a more stable
career in homeland security or contract management, the opportunity to continue
personal growth and mentoring after retirement is appealing. Establishing an
expanded identity beyond the airport industry will aid in this endeavor.

b. Share which career option(s) you feel would be worth researching more and
pursuing as you begin to think about your networking plan.

My mindset in this exercise has less to do with my current career and more to do with
my plans after retirement. I have no plans to change my current career strategies or
industry over the next ten years. There is, however, an expectation that I will continue
doing work I enjoy after retirement. I would be better able to balance work and
personal time in a consulting position, where I am able to accept or decline projects,
or work part-time. While consulting offers less stability, I will have retirement
income to provide financial security.

To further a consulting career after retirement, I will continue professional

development and pursue certification such as change management or PMP.
Organizational Change Management is an area I have been informally familiar with
throughout my career. Formalizing this knowledge through an academic or certificate
route will document my ability in this area and formalize learning. This is also an
opportunity to expand my connections and network through classmates and
associations.

Section 2: Networking Plan

Now that you have completed your Career Decision Matrix we now need to move forward and
develop a networking plan that you can use to help you reach your career goals. Review
Harrington & Hall text, Career Management & Work life Integration, Chapter 4, pages 77-83.
Developing and managing your network of people who can help you is an important ongoing
process whether or not you are currently happy in your career.

The purpose of this activity is to:

• Help you assess and enhance (extend or strengthen) your developmental network relative
to major challenges you will face in the next 1-3 years
• Help you develop a networking strategy that will work for you
• Help you develop a specific plan to pursue over the next 6 months to 1 year

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• Create an accountability mechanism

Research on leadership development has demonstrated that people benefit from a variety of
developmental relationships, including short-term and long-term alliances with bosses, peers,
senior executives, coaches, subordinates, and family members, the more diversity and depth
there is in your developmental network, the better. Depending on our dominant learning tactics,
we are more or less likely to pay attention to the quality of our developmental network.
This assignment was adapted by Professor Kathy E. Kram from a worksheet developed by
Professor Deborah Kolb, Simmons Graduate School of Management. Adapted by permission.

Answer the following:

1) As you think about the major changes that are likely to take place at your place of
work in the next few years, what major challenges and opportunities do you foresee
that you will need to deal with in the next 1-3 years?

Describe and explain why these are your top three (3) of Challenges here:
a. Allowing for time to seek additional education or certification

I have been able to complete my degree through single minded focus, dedicating
my free time to schoolwork. Maintaining that same drive to complete certification
or additional schooling will be challenging in my personal life. For the past 5
years I have assured everyone that "once I graduate" we can go to brunch, visit for
the weekend, take a hiking trip, and a myriad of other activities. Maintaining a
balance of personal time and academic achievement will be a challenge.

b. Expanding knowledge in additional areas at work

A future executive position requires working knowledge of grant funding and the
Airport Capital Improvement Program rules and practices. I will need to express
to the COO my desire to be present in meetings with the FAA and Arizona
Department of Transportation to learn about these funding instruments. This
would entail committing time on my calendar for this activity and may necessitate
the delegation of some of my current duties.

c. Increasing my profile with municipal agencies

As previously stated, my organization is governed by six municipalities. The Board of

Directors take advice from the senior staff of these municipalities, which interact with
airport staff. I am challenged by the lack of exposure I have with senior staff.

Describe and explain why these are your top three (3) of Opportunities here:

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d. Expanding community leadership through civic involvement

Civic involvement includes activities that support the health and growth of my
community. The two-fold opportunity in civic engagement. First, it expands the
understanding of diversity in the community, and second, it will increase my
network environment. There are leadership opportunities through community and
civic organizations to bring additional depth to my leadership skills while
fulfilling social responsibility.

e. Industry organization leadership

As a current member of industry organizations, I have the ability to expand my

participation and influence the future of the industry. Taking on a leadership role
demonstrates to peers my ability to strategically plan, influence change, and have
an impact on process and regulation. This type of exposure will expand my
connections in the industry, inform my future opportunities, and increase my
awareness of benchmark practices.

f. Mentoring subordinates in preparation for succession

As I look to my future, I also have the opportunity to prepare individuals in my

team to take on increased leadership. Training and delegating mentees to take on
some of my duties frees up time for my own development and creates
opportunities for them to learn. While there is an initial investment of time to train
them, it will pay off in their professional development and mine. This is a dual
opportunity to plan succession for my current position while aligning my time
with future goals.

2) Given these challenges and opportunities, what type of help are you most likely to
need? Check one and explain why.
a. Help in getting the job done ______
b. Help in advancing my career __x___
c. Emotional support ______
d. All of the above ______

I rely on my boss to provide opportunities for exposure to processes, meeting, people, and
agencies that he works with. While he is supportive of my aspirations to take over his
position when he retires, he comes up short on actual mentoring. My path forward is to

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express more often my need to learn from him. I also have the opportunity to further enhance
my coalition of fellow directors to support my eligibility for succession.

3) If your major challenge or opportunity is related to your work, how well positioned
are you to get information, advice, and resources about new opportunities and
possibilities? Check one and explain who can help you and why.
Very Well ______ Okay __x___ Need to Expand My Network ______

I am not actively looking for new opportunities or a different job. I am however, seeking
information and exposure to processes in specific areas. To gain advice and resources, I
will need to clearly articulate this. Aside from my boss, I can draw on the knowledge of
my peers that work in these areas. I can also reach out to contacts in federal agencies,
such as the FAA or TSA to gain insight.

4) If your major challenge or opportunity means making a move into a leadership

position, do you have relationships with people who can give you advice and
effectively advocate or champion you for important assignments or other
developmental activities? Check one and explain who can help you and why.
Yes _x____ No ______

I am in a leadership position. My desire is to move to a C-Suite position, which requires

support from the current CEO and COO in succession planning. Since my organization is
governed by a Board of Directors consisting of 6 municipalities, I also need to have
exposure and visibility with their leadership. I also work with other staff positions in
these municipalities. I can expand my networking to include more interaction with these
positions.

5) If your challenge or opportunity means that you will need emotional support, to
what extent do you have people who can give you support? Check one and explain
who can help you and why.

a. I have a strong support network to help me. _x___

b. I don’t have people to help me through changes I will have to make. ____

While I can enhance my connections, I have built a strong network. I also have support of
friends and family. There are close professional colleagues that endorse my work and

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increase confidence. I concentrate on emotional intelligence and reflection to ensure I

maintain a realistic yet optimistic outlook.

6) If your challenge or opportunity means that you will need help getting the job done,
advancing your career, or getting emotional support, do you have people in your
network who can fulfill these functions? Check one and explain who can help you
and why.
Yes __x___ No ______

I enjoy a candid and productive relationship with colleagues. If anything, I will work on
enhancing my relationship with my boss. We get along well and are able to be effective.
However, his approach to management is different than mine and I will do more to
understand it.

7) What is your approach to building relationships? How are you at initiating

relationships? In what settings are you most comfortable meeting people?

a. Joint or shared work, projects, and committees __x___

b. One-on-one appointments, with specific agendas __x___
c. Informal “no agenda” social settings ______
d. Going for coffee, lunch, or drinks __x___
e. Leisure activities such as golf, tennis, or theater ______
f. Other ______

I am most comfortable in a business or work setting when building a professional

relationship. If there is a social aspect, it is usually in connection to a conference. These
are valuable opportunities to increase personal relationships while maintaining
associations. Casual coffee or drinks is another way to keep in touch and build
relationships. Activities with a timeframe, like lunch, is also beneficial in respecting other
people's time.

8) What is your preferred style?

a. Occasional phone calls or e-mails just to ask “how are you?” ______
b. Phone calls, e-mails, or visits with specific requests or questions _x____
c. Holiday cards and letters __x___
d. Dropping in or calling when you’re in the neighborhood ______
e. Arranging in advance to get together at professional meetings __x___
f. Relying on the chance that your paths will cross ______
g. Inviting people to join you for lunch, coffee, golf, and so on ______
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h. Contacting people when you find some information, an article, or an opportunity that
might interest them __x___
i. Other ______

I prefer to have a purpose when contacting my network and building relationships. This
may take the form of sharing an interesting article or book. It could also involve a casual
meeting to catch up on a mutual concern or interest. My preference is to interact with my
network in a business atmosphere versus a social or recreational one. My personal time is
limited and usually reserved for family and home needs.

9) Now turn your attention to the “Action Planning” part of the exercise (top of page 82).
Respond to the following questions:

a. What are your goals in developing a professional network? Be specific.

My goals in developing a professional network are to foster productive relationships of

mutual benefit. In my current position this includes people inside and outside my
industry. I am a Steering Committee member of the ACI-NA Public Safety & Security
Committee as well as a Policy Board member for the AAAE US Contract Tower
Association. These positions have expanded my network of Aviation professionals.
Continued activity in these organizations includes serving in leadership roles.

I will also join an organizational development association in the coming year to remain
connected to organizational leadership and development in general. Two possible
organizations I have researched are the Organizational Development Network and the
International Organization Development Association. Both organizations offer expanded
networks, access to latest research and trends, and continuing education.

b. How will a well-developed network of contacts help you achieve your career
goals?

A well-developed network will increase my overall knowledge in both aviation and

leadership. Learning from peers about their experiences and lessons-learned is an
advantage of networking. Networks are also a source for learning about new
opportunities, methods, and additional connections. A network of local professionals is
also advantageous to increasing my community profile and learning about local issues
facing the community. It will increase diversity in my experiences and interactions.

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c. What are some of the characteristics of the people you are looking to include
in your network?

I look for a diversity of people in my network. Some are people who I have worked with,
as both an employee and a boss. For those who worked for me and then moved on in their
career, I connect with them to follow their progress, learn from them, and provide advice
if asked. A good characteristic in a network is having people who know more than I do.
Another characteristic is people with a positive mindset. Having these connections is
important, especially during challenging times. Lastly, people looking to the future, not
dwelling on the past or complaining about the present; problem-solvers and innovative
thinkers.

d. Where might you come in contact with these people? How will you grow your
network / initiate contact with new potential networking contacts?

I can come into contact with these people through contacts I already know. Ask about
their network, and if appropriate ask for an introduction. Another place is through
professional social media networks like LinkedIn. Don't just focus on the single person
but see who they follow and expand networking through secondary connections. There
should be a focus on quality connections over quantity. Another source is professional
conferences and meetings. These offer the opportunity to connect with people who may
face the same challenges or have solved similar problems that I am facing. Another way
to build a network is to help other people make mutual connections.

e. Who in your network are you looking to enhance your relationship with? How will
you go about enhancing these relationships?

My network can be enhanced through making a habit of reaching out to people on a

regular basis. This demonstrates commitment to a quality relationship. Another
enhancement is to contact them for advice and opinions. This also signals my trust in
them. Lastly, being genuine and sincere in my communication. People quickly detect
when a person is faking it or making a one sided connection for their own benefit. A
genuine interest and mutual sharing enhance relationships.

People I can enhance relationships with include my peers in the workplace. Deeper and
more meaningful relationships are beneficial to move agendas forward and building

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coalition. Additionally, I can also enhance relationships with former colleagues to expand
my sphere of knowledge and reach. Unfortunately, I have not done a good enough job in
staying in touch with former colleagues as I should have. The easiest way to do this is on
LinkedIn, congratulating them on work anniversaries, commenting on their milestone and
providing feedback on their posts.

f. How can you leverage your existing network? Might some of your existing
networking contacts know others who you should be in contact with?

In regard to my long term goals after retirement, I will need to maintain relationships
with the consultants and contractors that I currently work with. Additionally, industry
contacts and peers in other locations should also be maintained. Working together on
committees and projects can earn endorsement from them in the future.

In my current position, I can leverage people who have knowledge that I need to gain or
enhance. People in different positions at different airports can help me learn in new areas.
They can also provide input on challenges and advise on solutions. I can draw on the
informal network of Airport directors and managers in the state to brainstorm resolutions
to a common or shared issue.

Section 3: SMART Career and Networking

Using a SMART goals-based approach, as well as project planning and management skill best
practices, create a detailed project plan for at least two specific goals. At least one must be
related to your Career Plan, and the other related to your Networking Plan. Both of these goals
need to be things that you are passionate about accomplishing.
Your selected goals and SMART plan (see SMART goal information provided in the Unit)
should be structured based on a one to two-year timeline. It should include specific milestones,
action items, sub-tasks as well as task-related interdependencies as applicable. With respect to
each goal, critically think about what specifically are the things you will do in the next one to
two years to achieve these goals.

Develop a clear and detailed SMART plan, with facilitating goals and steps/actions required
to accomplish your selected goals. It should be evident, by looking at the format and structure
of your plan, that you have developed some significant skills respect to project management.
Include Gantt charts or other visual project representations as you see fit and be sure to address
your approach to tracking/measuring your progress.

1) What is your Career Goal? My career goal is to be the most qualified candidate for
an Airport COO.

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a. Specific –

i. Become a AAAE Certified Airport Executive (A.A.E)

ii. Gain a certification in project planning (PMP)

iii. Gain certification in Organizational Change Management

b. Measurable

i. Register for AAE, study material, complete written test, complete panel
interview.

ii. Seek out, register, and complete an industry organization training in

Organizational Change Management and PMP.

c. Attainable

i. Attainable because these are accessible training classes offered on a

periodic basis.

d. Relevant

i. This is relevant to providing knowledge proving in critical areas of

management and leadership

e. Time-Based

i. AAE completed by December 2022.

ii. Change Management completed by June 2023.

iii. PMP completed by December 2023.

2) What is your Networking Goal

Increase diversity of network by expanding my reach in both my industry organizations

and community organizations

a. S – Research civic organizations and leadership organizations to join.

b. M – Join a civic and leadership organization that reflects my values and

objectives. Measured by membership and participation.

c. A – This is achievable by prioritizing time to dedicate to a specific cause.

d. R – This is relevant because it increases my profile and exposure to a more

diverse environment than just my organization and industry.

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e. T – Leadership Organization – October 2022

Civic Organization – April 2023

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References
ADK Consulting. (2022). Executive Vice President and Cheif Operating Officer. Tulsa Airport
Improvement Trust Invites Applications. ADK Consulting & Executive Search.

Airways. (2019, July 2). How to Become an Airport Manager. Retrieved from Airwaysmag.com:
https://airwaysmag.com/newswire/how-to-become-an-airport-manager/#:~:text=Job
%20Outlook&text=According%20to%20research%20by%20the,5.5%25%20leading%20up
%20to%202024.

Bureau of Labor Statistics. (2021, September 8). Occupational Outlook Handbook - Sales Managers.
Retrieved from BLS.gov: https://www.bls.gov/ooh/management/sales-managers.htm

Deloitte Touche Tomahtsu Ltd. (2022). Services. Retrieved from Deloitte.com:

https://www2.deloitte.com/global/en/pages/human-capital/solutions/organization-
transformation.html

Half, R. (2017, May 2). What is Strategy Consulting? Retrieved from Roberthalf.com:
https://www.roberthalf.com/blog/job-market/what-is-strategy-consulting

NCMHAHQ.org. (2021). Career Path in Contract Management. Retrieved from ncmhahq.org:

https://www.ncmahq.org/Web/Membership/Career-Path-in-Contract-Management.aspx

VanEpps, P. (2017, August 7). What is Professional Sales? Retrieved from cameron-brooks.com:
https://www.cameron-brooks.com/professional-sales/#:~:text=Sales%20professionals%20focus
%20on%20building,to%20achieve%20territory%20business%20objectives.&text=This%20type
%20of%20selling%20is,%2Dbusiness%20(B2B)%20sales.

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