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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 & Worklife 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 determing:
https://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. Public Management and Administration Pathway – Falls under the career field of

Government and Public Administration, per the Minnesota Career Fields, Clusters

& Pathways (Minnesota Career Fields, Clusters & Pathways, 2023). The

occupation of Budget Analysts found in this path align with my goal of becoming

a Deputy Director for a Department at the executive level for the Federal

Government in my current agency or another agency within the Federal; I

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currently hold a position as a budget analyst. The position is responsible for

overseeing the day to day operations of the department and the strategic planning

of the department. Additionally, the director’s duties include overseeing staff,

providing guidance regarding duties and responsibilities, interview and hire the

department leadership, and manage staff and program evaluations (Federal

Agency Director, 2023).

According to the website Careers in Public Health.net, to be an effective leader as

a Federal agency director you must be an excellent communication, organizer,

efficient, and have strong attention to details. These strengths support my Kudor

Career Interest and Skills Confidence Assessments of CEI. I am able to solve

problems by following established rules, practices, and procedures but also by

using social influence, control, and traditional beliefs. I feel that this career will

help meet my Super’s Work Values Inventory list of Achievement, lifestyle,

creativity, workplace, and independence. Achievement that I helped guide the

department to success. Being a civil servant and working for the people will

satisfy my lifestyle value. Finding solutions in a creative manner or being creative

in increasing team morale is also one way to achieve creativity. As a little girl I

dreament of working in a large organization were I would be allowed autonomy

to conduct decisions regarding my department.

A quick search using key words, “Deputy Director” yielded 281 job openings in

the USAJOBS website. If you filter down by full-time and permanent, the list is

reduced to 252 jobs. I reviewed a few of those jobs and it appears that I would

have to apply to an agency outside of the Forest Service.

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b. Regulation – This career field also falls under Government and Public

Administration, per the Minnesota Career Fields, Clusters & Pathways

(Minnesota Career Fields, Clusters & Pathways, 2023). I chose this career

pathway because being an examiner and investigator is something that I find

interesting; it’s the I in the Holland code for me: CEI. As a budget analyst, I am

thrilled when I am assigned special assignments that require me to examine mass

data and investigate why we have an anomaly. Then once the anomaly is found, I

am able to find solutions that will help resolve the anomaly and presenting my

findings to leadership.

A Financial Examiner must posses the basic skills of communication with all sorts

of stakeholders, reading policy and guidance, ensuring compliance with laws and

regulations, and problem solving skills. Furthermore, the personality most suitable

would require leadership skills and the ability to make sound decisions based on

the findings. I then realized that my analytical thinking, integrity, and attention to

detail would allow me to excel in this type of position (Financial Examiners,

2023). As long as there is fraud, there will always be a need for financial

examiners.

c. Legal Services - This career field falls under Law, Public Safety, Corrections, and

Security, per the Minnesota Career Fields, Clusters & Pathways (Minnesota

Career Fields, Clusters & Pathways, 2023). Under legal services I noticed the job

of Lawyer. I am piqued because I enjoy reading laws and regulations and then

learning how to enforce them. This ties back to Conventional (C), Enterprising

(E), and Investigative (I) of my Holland code of CEI.

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Lawyers must collect information from different sources which can be public or

from personal records. Once the information is analyzed then they must make

decisions that will comply with current laws and regulations. Resolve conflicts by

arbitrating disputes between parties to help resolve legal conflicts/issues. Sorting

through mass data and categorizing that data. Lastly, they must keep up-to-date

with new knowledge as laws change or are created (Minnesota Career Fields,

Clusters & Pathways, 2023).

It is interesting to note that in the pathway section 1-3 years, Executive

Secretaries is listed. In the Kudor Skills Confidence Assessment results, based on

the Holland Code the second occupation name listed is Executive Secretaries and

Executive Administrative Assistants. Originally I balked and was offended this

occupation was listed and now this assignment has made me rethink my stand on

this occupation.

d. Planning - This career field also falls under Government and Public

Administration, per the Minnesota Career Fields, Clusters & Pathways

(Minnesota Career Fields, Clusters & Pathways, 2023). In reviewing the Planning

path, I noticed that Economist was the top listed occupation. The skills required of

an economist are analyzing data or information, collecting information from

different sources,making decisions or solving problems, thinking creatively, and

keeping up-to-date with new knowledge. Once the information is collected, it is

compiled, calculated, tabulated, and identified by category, comparing, or

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detecting changes. Once again this all speaks to my Holland code of CEI,

specifically to the Investigative (I).

In the department I am assigned, we have several economists in addition to people

with accounting or financial degrees. Specifically our current director holds a

degree in economics. Therefore, I believe that transitioning to this path would be

a positive and key move for me.

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.

e. Management Consultant – A management consultant is a freelancer or works for a

consulting firm (Brasil, 2023). Their duties include collaborating with department

leaders to help them understand or create solutions to improve employee

productivity. Although this type of occupation has a more flexible work schedule

that would allow me more time with my family, the lack of job security makes

this occupation undesirable.

2) Using the information you have gathered and shared above it is time to fill in your
Career Decision Matrix. You can find an example in Table 4.2 on page 93 of our
text. When you complete the matrix below, be sure to remove any unnecessary
labels.

a. Down the left hand side of the matrix, you will list your ten (10) life themes
from your thematic analysis. You can also add more that were not part of your
presentation as Theme 11 and so on.

b. Across the top of the page, you will list the five (5) career options you are
considering.

c. Next, fill in each cell with a high (h), medium (m), or low indication of the
match between that theme and the alternative under consideration.

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d. Calculate your Career to Theme Consistency Points (CTCP) aka Summary, by

assigning high = 5, medium = 3, and low = 1, and then adding them up to
determine the ranking of your career choices to your themes. Not all themes
can have high designation (if everything is important, nothing is important).
The goal is to identify how your career options align with your life themes, so
you have better information to determine which aspects are most important
to you in your next career step.

Career Career Career Career Career

Option 1 Option 2 – Option 3 - Option 4 – Option UT –
– Budget Financial Lawyer Economist Management
Analyst Examiner Consultant

Theme 1 - High High High High Low

Success
Theme 2 - Med Med Med Med Low
Acceptance
Theme 3 - High Low Low Low Low
Mentorship
Theme 4 - High High Med High Low
Balance
Theme 5 - High High Med High Low
Organization
Theme 6 – Public High High Med High Low
Service
Theme 7 – Work High High High High Low
Satisfaction
Theme 8 – High Med Med High Low
Aspirations/Goals
Theme 9 - High High High High Low
Fulfillment
Theme 10 - High High Med High Low
Family
CTCP 48 42 34 44 10
(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.

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A few weeks ago, I was second guessing the decisions I have made so far in my

career. In completing the Career Decision Matrix, I came to realize that the decisions

I have made in the past 7 years have placed me on the right path to reach my

professional goal of becoming Deputy Director. This assignment has instilled in me

the confidence and the right tools for my future decisions because one of the most

important themes for me is balance, work satisfaction, and family. Working for the

federal government allows me to have a balance between my work life and family.

While providing a challenging work that satisfies my need for accomplishment.

Looking at the matrix, I was not surprised to find that budget analyst scored the

highest. This is because I am already aware of how a budget analyst career path in the

federal government aligns with my themes. As I scored the other career options, I did

so from a perspective that these positions would be located in a federal agency. The

only exception would be a management consultant. There are currently no openings

or jobs as a management consultant. You would need to be hired as a contractor for 2

to 3 days to consult with management.

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

I was extremely surprised that Lawyer made it to the matrix. This is an occupation

that I thought about in my mid-20s. However, life had other plans for me. Seeing this

occupation on the matrix has piqued my interest in researching it further.

Additionally, a few weeks ago, my husband and I were disussing if I would continue

my educational journey. As we pondered the thought, he was telling me about a

situation at work. I listened and then gave him a solution and told him which federal

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employee law he needed to look at. That is when he encouraged me to seriously

pursue a law degree.

My interest in reading rules and regulations began in my mid-20’s when I had no

money for a divorce lawyer. I went to low-cost paralegal for help. Before our fist

meeting, I read the California family laws and by the time I represented myself in the

court room, the judge was very impressed by my knowledge. When I worked for a

small logistics company, I created the rules and regulations for the company. Then on

two occasions, I had to represent the company at the labor court evaluation meeting.

Because of my extensive knowledge regarding the Federal and State transporatation

laws, both cases were dismissed.

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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 & Worklife 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
• 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. No available temporary assignments at the GS-14 level in my Department. This

means that all positions are filled and there is no need to back-fill a position. To

acquire a position as a GS-14, you must have at least one-year experience as the

next lowest grade of GS-13; I just completed my one-year of experience. With a

temporary assignment listed on my resume, it will give me a leg-up on the

competition.

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b. No one is retiring or vacating a GS-14 level position. Just like “a” above, if all the

GS-14 positions are filled in our Department, I will have to search for a position

in another department or another agency.

c. Lack of Forest Service Leadership Academy – Although I will have a Bachelor’s

degree in Organizational Leadership, all federal agencies require new supervisors

to attend a mandatory new supervisor training. The training is conducted once a

year and there have been years in which the training was not conducted due to

lack of participation.

Describe and explain why these are your top three (3) of Opportunities here:
d. Volunteering for special projects within the department. There are times when the

Chief Forester (head of the Forest Service) or Director of our department will task

our department with a special assignment. These special assignments are

requested by the Congressional team or the U.S. Office of Personnel

Management. Volunteering to help will provide me with the opportunity to

network with other employees who might be sitting on the hiring panels or can

provide a reference statement when I apply for positions at the next level.

e. Attending all in-person meetings. Although our department offices are located in

D.C., about 95% of our department is remote. Once a year we have an in-person

meeting in D.C. Being available to attend these meetings will help me network

with my co-workers and leadership. We usually conduct bi-weekly department

meetings but not everyone is required to turn-on their camera. In-person meetings,

we can see each other and we have the availability to sit with members from other

branches within our department.

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f. Reorganization of the Department. Recently it was announced that the budget

duties conducted in other departments will be consolidated to our department. Our

department will increase to twice its size. As employees are shifted, there will be

new GS-14 positions added to our organizational chart. Which means

opportunities for promotion to the next level.

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 ______
For me to apply to temporary assignments, special projects, apply for leadership

academy, and/or attend in-person meetings requires the approval of my Supervisor. In each

situation, there is a requirement of written proof. The written proof must show that I have

discussed with my Supervisor my request and I have received their approval. An email

communication converted to pdf and attached to the application serves as proof.

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 _X___ Okay ______ Need to Expand My Network ______

The people in our agency do a great job of emailing available new temporary or

permanent positions via the budget distribution list. Within the email, they provide the link to

the job listing that is posted in the U.S. Forest Service Employment Outreach and USAJOBS.

Additionally, I have an auto-generated search list that is emailed to me from USAJOBS

regarding any temporary or permanent positions within another government agency.

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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 extremely lucky to have my husband as my unofficial mentor. He is the Deputy

State Director of Business and Support Services for the Bureau of Land Management -

Arizona State Office. He has been in leadership for positions for the past 15 years.

Additionally, Gera is his boss and she is a great source on giving me advice when I ask her.

Most recently though, my current Supervisor Missy has been tasking me with being her

Acting (stand-in) while she is out on personal time off. This is major since I am the newest

member of the team.

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. ____

All the people noted in #4. My husband is my number one because he has guided me

through my most difficult time in my life in the last three years. I was diagnosed with chronic

kidney disease that advance rapidly. No matter what actions the doctors took or how healthy

I ate, within less than two years my kidneys were functioning at 5% and I ended up on

dialysis. A year ago on November 7th of 2022, I received my kidney transplant. Ironically, I

was to start working for the Forest Service on November 6th of 2022! I immediately texted

my then new boss Missy. She called me immediately and was a source of emotional support

throughout my recovery and even now.

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With Gera, it would be more of a professionally emotional support. As a female in

leadership she can provide me with tips and tricks on how to view situations from her level

of experience.

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 ______

The culture in our department is that of helping eachother at all times. I can reach out to

several people (Hector, Geizel, Reuben, Jessica, Scott, Reba, etc.) in several branches when I

have question or concern via Teams. Being new to the agency, if I make a mistake, they are

really kind in their feedback and encourage me to ask questions if I am unsure how to do a

job.

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 ______

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

I prefer joint or share work, projects, and committees because I prefer order. Followed

closely by one-on-one meetings. I am more comfortable in a work environment setting

than a social setting. For me I find that in certain social settings I tend to get nervous and

I would rather volunteer to help the hostess than to create relationships. My husband

laughs at me because I like meeting people but I don’t like the relationship part of it. I tell

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him it takes too much work to be “peopleing” all the time. However, I have been making

it a point to be open to new relationships.

8) What is your preferred style?

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

I chose both A and B because it depends on personal or work preference. At work, unless
I have a relationship that we have built for years, then it is ok to contact me with “how are you?”
If we do not have a working relationship that was years in development, then please contact me
for a meeting to discuss specific topics. Although I appear friendly at work, I am very guarded
with my personal life.

My personal life is completely different, I love it when my children send me a text or on

those rare occasions when they call to ask how I am doing.

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 goal in developing a professional network is two fold. One begins with the network
that will help me develop my career and help me reach my goal of becoming a deputy director.
The second is that those same people in addition to a few new people, will be people who I can
lean on for when request for immediate action has come down from the Chief Forester or the
Congressional Team.

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

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A well-developed network of contacts will help me foster career relationships and

exchange career information between myself, my co-workers, other employees, and my mentor.

The exchanging of information will help me grow my knowledge of the culture of the agency.

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

I would like to connect with people who are committed to self-improvement, and who are

aware of their own roles in our Agency’s purpose, core values, priorities, and the diversity of the

mission. This knowledge will help me have a better foot hold in what my purpose will be as a

Deputy Director.

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

There are several places that I have the opportunity to create or grow my network. The

first would be to seek out and sign up for budget training classes. Second, build and foster

relationships with those people who have offered their knowledge as I assimilated to the new

agency. Third is to enroll in the forest service national mentoring program for aspiring leaders.

Lastly number four and the biggest step, is to apply for acceptance to the President's

Management Council Interagency Rotation Program.

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

We currently have three Deputy Directors in our Department. In our last in-person

meeting, I met with Joe and Jessica; the third was unable to attend. Lucky for me, Joe was

assigned to the same table group as me. I had the opportunity to speak with him on a multitude of

work and non-work related issues. During several of our breakout groups, I had the opportunity

to be in the same group as Jessica. At the end of the week long meeting, they both were very

kind if letting me know that if I ever have questions, to feel free to reach out to them.

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With that knowledge, I believe that if I reach out for a meeting to interview them

separately, they would be willing. That would give me an opportunity to ask questions regarding

their duties and show them that I am serious about moving my career forward. Additionally,

when there is an opportunity for special assignments, I might be considered as a candidate.

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

Working remotely has everyone in our department at a disadvantage but having a

network of would help to reduce that disadvantage. There are several people in our department

who are content to stay in their current position and have no desire for advancement. The key to

some of these individuals is that because they have been in their current position for some time,

other people look at them as the subject matter experts. When they speak, their words of your

carry weight in our agency. Failure to acknowledge their importance has led to some individuals

failing to achieve advancement in our agency. It is the old adage, “it’s who you know.”

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Section 3: SMART Career and Networkings

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?

To become a Deputy Director.

a. Specific (provide details about the goal) – My goal is to become a Deputy Director (GS-

15) in a federal agency or for my current department the Strategic Planning, Budget, and

Accountability Department of the Forest Service.

b. Measurable (explain how you’ll measure your progress or completion) - I will attempt to

reach my goal within the next 5 years. In year one, I will graduate from ASU with a BA.

Between year two and three, I plan to apply for temporary assignments withing the

agency that are Supervisory. In year three and four I will apply for a permanent position

as a Branch Chief (GS-14) to gain knowledge and experience at the GS-14 level. As I

come to the one year anniversary of being a GS-14, I will begin applying to a GS-15

level.

c. Attainable (explain why this is possible) – For the last seven years I have been making

decisions that have positioned me in a direct path to reaching my goal. With my

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experience and the completion of my Bachelor’s degree, I have become a solid candidate

for the position.

d. Relevant (explain why this matters to you) – Reaching this goal signifies that I have

achieved a dream of mine since I was a child. I dreamt of being in a leadership position

as the head of a big organization.

e. Time-Based (provide the timeframe in which you’ll complete this goal)

2) What is your Networking Goal

A well-developed network of contacts to help me achieve the position of Deputy Director

and gain a better foot hold in what my purpose will be as a Deputy Director.

(Insert your Networking Goal above and provide short answers below describing your
goal in terms of the SMART model. Finally, provide a Gantt chart using the tools
provided).

a. S – The network that will help me develop my career and help me reach my goal

of becoming a deputy director. Additionally, those same people in addition to a

few new people, will be people who I can lean on for when request for immediate

action has come down from the Chief Forester or the Congressional Team.

b. M – The network goal begins with signing up for additional budget training

classes, build and foster relationships with those people who have offered their

knowledge as I assimilated to the new agency, enroll in the forest service national

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mentoring program for aspiring leaders, and lastly, apply for acceptance to the

President's Management Council Interagency Rotation Program.

c. A – This is achieved through research of what programs are available through the

agency and throughout the federal government that will help you create

relationships to add to your network.

d. R – By keeping my relationships within the network and creating new

relastionships, these connections will keep me relevant in the civil servant

community. Therefor, if their agency has a job opening, they can notify me before

it is advertised.

e. T

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References
Brasil, L. (2023, May 25). 5 Career Paths In Organizational Leadership. Retrieved from JobConvo.com:
https://jobconvo.com/blog/en/5-career-paths-organizational-leadership/

Federal Agency Director. (2023). Retrieved from Careers in Public Health.net:

https://www.careersinpublichealth.net/careers/federal-agency-director/

Financial Examiners. (2023, October 3). Retrieved from My Next Move.org:

https://www.mynextmove.org/profile/summary/13-2061.00

Minnesota Career Fields, Clusters & Pathways. (2023). Retrieved from Minnesota State CareerWise:
https://careerwise.minnstate.edu/careers/aboutclusters.html

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