CAREER PLAN

Long-term plans are essentially where you wish to see yourself 5 years from now. It is best not to think in terms of designations but in terms of what role one wishes to play in the organisation. Mid-term plans are very essential in that they help bridge the current day to day work with the eventual goals of the long-term plan. Short-term plans help give us direction for each step towards the position that will help us best achieve the mid-term plans. Having 2 sets of short-term plans is not wise!

LONG-TERM PLAN (5 years) 2008 PLAN A 2009 2010 2011

2008 PLAN B

2009

2010

2011

MID-TERM PLAN (2 years) 2008 PLAN A 2009

2008 PLAN B

2009

SHORT-TERM PLAN (4 months) 2008 (Q1) PLAN 2008 (Q2)

SHORT-TERM PLAN (4 months) 2009 (Q1) PLAN 2009 (Q2)

PLAN

MID-TERM PLAN (2 years) 2010 PLAN A 2011

2010 PLAN B

2011

SHORT-TERM PLAN (4 months) 2010 (Q1) PLAN 2010 (Q2)

SHORT-TERM PLAN (4 months) 2011 (Q1) PLAN 2011 (Q2)

ER PLAN
Legend
Annual Checkpoints Management Path Technical Path Customer Initiative Innovation Long-term Plans Mid-term Plans Short-term Plans

s from now. It is best not to think y in the organisation. Mid-term y work with the eventual goals of tep towards the position that will rt-term plans is not wise!

LAN (5 years) 2012

2012

AN (2 years) 2009

2009

LAN (4 months) 2008 (Q2) 2008 (Q3) 2008 (Q4)

LAN (4 months) 2009 (Q2) 2009 (Q3) 2009 (Q4)

AN (2 years) 2011

2011

LAN (4 months) 2010 (Q2) 2010 (Q3) 2010 (Q4)

LAN (4 months) 2011 (Q2) 2011 (Q3) 2011 (Q4)

2008 (Q4)

2009 (Q4)

2010 (Q4)

2011 (Q4)

TRAITS
Communication Problem Solving Customer Interaction Trait 4 Trait 5

STRENGTH?
X X ?

PASSION?
X X

INTEREST?
X

X X

IN PLAN?

ASPECT
Money Status/Designation Growth

ESSENTIAL?
X X

DESIRABLE?
X

Activity Completed

When? Traits Covered What did you like about it?

Opportunities

When?

Why does it interest you?

Training

When?

Which short-term goal is addressed?

What did you dislike about it?

How does it help you achieve your goals?

How does it help achieve your goals?

Status

People whom you would thank? Comments

Status

Client partnering

Collaborative influence

Embracing challenge

Thinking horizontally

Informed judgment

Strategic risk taking

Earning trust

Enabling performance and growth

Developing IBM people and communities

Passion for IBM's future

Leaders create enduring client relationships (both internal and external) based on trust, credibility and relevance.

Leaders create and promote cross-boundary collaboration to do the right thing for IBM and its clients, regardless of formal authority. Leaders find complex and challenging situations energizing and get others enthused and focused on the core issues in complex situations. Leaders think creatively and across boundaries, making connections across the various parts of IBM, partners and suppliers to see new opportunities for growth and innovation. Leaders make timely decisions by balancing the need for action with the need for a fact-based perspective that optimizes use of data, intuition and expertise. Leaders constantly scan the environment for growth potential and pursue these opportunities tenaciously, even in the face of significant risk and despite resistance. Leaders develop mutual trust with people inside and outside of IBM based on respect, integrity, positive regard and an appreciation of the uniqueness of every person. Leaders anticipate and remove obstacles that interfere with people's ability to pursue business performance and growth.

Leaders commit significant time and effort to develop themselves and other individuals, teams, and communities in IBM. Leaders are passionate about IBM's capabilities and opportunities for impacting the world, and deeply believe in the quality and breadth of IBM's exceptional capability.