I chose to ask Ozias Washington to be a mentor to me for the purposes of this class, and I consider him to be a mentor outside of it as well. I work for the Center for Vocation and Career on campus, and he is one of the career coaches. I work as a Writing Consultant Intern, and my position entails reviewing resumes that students and alumni from Wheaton submit as pdf. files through our online career software, Handshake. I work with one other colleague doing the same work, who was hired recently. The hiring process of the recent coaches, Ozias among them, the learning I've done through Ideal Team Player, and what Ozias has learned and passed on to me will be the subject of this post.
It was through this class that I noticed the book on Ozias' shelf - Ideal Team Player, sitting among a modest selection of good books. As I read Ideal Team Player, I also noticed a lot of the same thought processes and rhetoric I'd heard in the Center for Vocation and Career being explicated through Lencioni's story and words. Dee Pierce, Director of the Center, talks about being "Hungry" quite frequently. I think she embodies the characteristics Lencioni describes very well, insofar as she is quite active around the office, knowing everyone's name, seeks to grow the Center in every way she can, and is always a good and trustworthy person to talk to.
I'm interested to discuss how Dee's leadership and management has filtered down through Ozias to me, and so when I met for my weekly appointment with Ozias last week, I asked him about how he has learned about the Center, and how he feels he fits in with the crowd. Ozias supported the ends and means of the office, but he and I did get to connect on a certain outside character we felt we shared, consisting in being less worried about professional courtesy. In being less particular about time and lateness, in liking to look good but feeling a disconnect between this and being professional and productive, and in a variety of other habits and preferences, I was able to see what it was that united us personally.
Turning to what he felt he had gained and learned from the Center, however, Ozias said he had insights as to his specific role, the role of the office, and into the industry of career preparedness. His role differs from what the Center used to be involved in. Ozias and a number of the career coaches in the office were hired recently, and marked a change in direction for the office, moving from "counselors," who were actively and personally involved, at length, with students, to being "coaches," who are focused on frequent interaction, across campus, for short and energizing periods. His specific role as a manager for my colleague and myself has been a place of growth for him as well, but the industry of career preparedness, and how much of the interest of growing one's career can be made science, has grown him, and myself, as well. I've gained this latter interest the most, I believe; I can now see the work I'm doing better for the spectrum of ways the industry operates. I've learned from Dee, through Ozias, and in the day-to-day, about vocation interlocking with calling, about the way we ought to work, and how I work best; I believe these are phenomenons of management.
It was through this class that I noticed the book on Ozias' shelf - Ideal Team Player, sitting among a modest selection of good books. As I read Ideal Team Player, I also noticed a lot of the same thought processes and rhetoric I'd heard in the Center for Vocation and Career being explicated through Lencioni's story and words. Dee Pierce, Director of the Center, talks about being "Hungry" quite frequently. I think she embodies the characteristics Lencioni describes very well, insofar as she is quite active around the office, knowing everyone's name, seeks to grow the Center in every way she can, and is always a good and trustworthy person to talk to.
I'm interested to discuss how Dee's leadership and management has filtered down through Ozias to me, and so when I met for my weekly appointment with Ozias last week, I asked him about how he has learned about the Center, and how he feels he fits in with the crowd. Ozias supported the ends and means of the office, but he and I did get to connect on a certain outside character we felt we shared, consisting in being less worried about professional courtesy. In being less particular about time and lateness, in liking to look good but feeling a disconnect between this and being professional and productive, and in a variety of other habits and preferences, I was able to see what it was that united us personally.
Turning to what he felt he had gained and learned from the Center, however, Ozias said he had insights as to his specific role, the role of the office, and into the industry of career preparedness. His role differs from what the Center used to be involved in. Ozias and a number of the career coaches in the office were hired recently, and marked a change in direction for the office, moving from "counselors," who were actively and personally involved, at length, with students, to being "coaches," who are focused on frequent interaction, across campus, for short and energizing periods. His specific role as a manager for my colleague and myself has been a place of growth for him as well, but the industry of career preparedness, and how much of the interest of growing one's career can be made science, has grown him, and myself, as well. I've gained this latter interest the most, I believe; I can now see the work I'm doing better for the spectrum of ways the industry operates. I've learned from Dee, through Ozias, and in the day-to-day, about vocation interlocking with calling, about the way we ought to work, and how I work best; I believe these are phenomenons of management.
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