Ping Pong or empowerment?

So you want to know about corporate culture? What do you think it is? Is it all the trash and treasures you offer your teams? Is is the informality and dog friendly environment?  Is it the long maternity leave and open ended vacation days? Bet not!

Entrepreneur defines Corporate Culture as:  A blend of the values, beliefs, taboos, symbols, rituals and myths all companies develop over time.

While this definition is loose and can be interpreted variously, I have witnessed successful companies focus on success. That is their culture. The rest is backfill.

At the end of the day, your people stay with your team or company because they can be successful. Your corporate culture and the environment you create is based on what you do to help your people be successful, how you define success and how you reward success. And mostly, how you facilitate that success.

One of my favorite companies retains “A” players with long tenure not because of any trash and treasures – which are minimal. They are there because they have a clearly defined role, the resources to accomplish that role and the authority to execute what they believe is important for their success. Success is touted, acknowledged and most important, expected. Not successful? Ask for help. Still not successful? Leave. The lowest 10% of achievers are asked to leave, annually. No dead wood here.

The corporate culture is Success. While it is always fascinating to learn about trash and treasures, vacation policy and dogs at work, the real measure of a corporate culture, for an Executive, is how decisions are made. Are they empowered? How are they measured? How do they measure their direct reports? How one accomplishes is far more important than sugar snacks and ping pong tables.

The most important question Executives may ask of themselves and each team member, is, “How will I know when I (you) have succeeded?” The best companies define that success with measurable outcomes; deliverables.

How do you measure success? How do you reward it? Share your own experiences.

How to get a promotion

Are you considering a job search? Is your desire to leave your employer because you want a promotion and none is in the offering? Did you ask? Don’t leave your career to chance.

Promoting you is not a top priority for management. They like the status quo and if you are doing a good job, they want you to continue to do that job. OK, so during your review they discussed your future. But were there action items on either side? Are things happening at your intended pace?

Want to make it happen on your schedule? Your management wants to see what’s in it for them to promote you. At the end of the day, it is all about making your boss look good. Where is your value-add?  ”Beverley, I am passionate about mobile apps and am proud of the latest release my team completed on-time and under budget. I am proud to work for PhoneHome and hope to become a Vice President of Mobile Products within the next 18 months. I want to leverage my mobile industry connections to create competitive strategies to keep us ahead of the curve. I know the leap from Executive Director to VP is huge and want to discuss with you what you need to see to consider me for a VP position. Shall we create a timeline?”

What to expect. Don’t expect a commitment that if you do such and so, you will be promoted. Companies can’t make that promise. They can tell you what others have done to get promoted and what you can do to be considered. They are now on notice of your intentions and it is your responsibility to keep them informed as you accomplish and succeed with the objectives you agreed upon.

Don’t ask for a title change. The most effective technique for getting a promotion is to make clear to your management what contributions you will make, clear deliverables, and what makes you the right person to do it. For example, if you intend to create a strategic alliance with a company or product line, you need the new credentials to talk to peers. You know what you want well enough to define that extra something you  will accomplish with the new title and responsibility. Key to this appeal is specific outcomes you will deliver and even a timeline if possible. You will be promoted because of what you can do, not your ability or time in service.

Not sure what the job description should be? Do some online research about the job title you want in the niche’. Take the top three priorities and align your comments with those needs. Talk to people who have that job and learn what skills and accomplishments they rely on for their success. Speak in terms of outcomes, not skills, abilities or knowledge. “I want to transition into VP of Corporate and Business Development to structure, negotiate and manage all aspects of complex mergers and acquisitions. I do much of that now, focused on integration, and see myself growing into a role of strategic responsibility for selecting and creating the strategic plan for future mergers and alliances.”

Your skills. Know what additional skills, experience, connections and/or accomplishments you have to have under your belt to be considered for the new role. Take a granular look at those who have that job, their background and how they use it. One company, for example, only considers people for VP positions once they have grown a product line into a $500 Million business. Clearly, if your product line is not on track, you need an internal transfer or new product line to cross that immovable bar.

Start to acquire those credentials now, don’t make it conditional on your management’s attitude about promotion. If you don’t get your promotion with your current company, you may want to look outside. Already possessing the right qualifications is required.

Successful people attract successful people. Get a mentor, inside the company or outside. A mentor is someone who can guide your career by way of example, education and course corrections. Don’t expect your mentor to be your champion and introduce you or hire you. That is not the role. The role is specific to what you need to accomplish or learn to get promoted. This individual typically is at least two levels above your current position and does not have to be someone you already know; only someone whom you respect who is willing and able.

For example, management has made clear they only promote people who can run a stable organization. Reduce turnover. Learn to hire better. Your mentor might be selected because their unregretted turnover is very low. Learn how they do it.

Create a Timeline. You know your objective, now make a timeline with mileposts to get there. Don’t abdicate responsibility for your career to your manager because they now know your desires. Work to plan. Include all the new skills, connections and accomplishments with mile posts. Once you meet those mileposts, let management know. The end game on your timeline is the promotion. If it is clear your current employer is not on the same page, create a new timeline; a timeline for your job search.

Hire a Coach. While this seems like shameless self promotion, it isn’t. The fact is, most successful executives have rarely conducted a job search or aspired to a seat at the table promotion. There were no guides or proven techniques to teach you how to do it. This is your career and you only get a few chances for promotions. Why not ask for support from someone who has helped people do it for years? No guess work, lots of feedback and someone to use as a sounding board. Sure, it costs money, but as in investment in your future, it is trivial. Most people eager for an executive level promotion are in their peak earning years. The better you position your self for and negotiate for your promotion, the more lucrative that promotion can be. Think value rather than cost.

What does it take? What does your manager have to see in you to consider you for promotion? Learn how to challenge your manager. Be the devil’s advocate and come up with solutions not yet considered. Don’t make it a practice to argue, but if you can present a alternative, bring it up. Use data to back it up. Show you are committed to the company success and dare to challenge. Demonstrate you are a strategic thinker, not just an administrator of other’s ideas.

Make sure there are no surprises. Update your manager on problems and probable solutions with a timeline and needed resources. Admit mistakes and never make your manager look bad.

Demonstrate a collaborative mentality. Always include stakeholders and listen to their agendas. Team players get promotions, prima donnas get fired. Participate, attend those beer busts and company parties. Get to know and be known beyond your own department. Build an internal network that speaks highly of you.

Volunteer. Help others with their projects and undertake the tough problems. Engage with others for great solutions and share the spotlight when they work. Become a mentor to someone young in their career.

And of course, do your job well. Know what your manager believes success looks like, the priorities, the deliverables and focus on them for above expectation outcomes. Keep unregretted turnover low and hire ‘A’ players. Groom and promote your people. Run effective meetings and deliver what you promise.

Your replacement is your responsibility. Don’t forget, succession planning is part of your job. When you present your proposal for promotion, it is a stronger argument if you can identify someone who will take over your responsibilities with no glitches.

Get the most from meeting face time.

How many times have you found yourself doodling or wool gathering during an important meeting? Bet it is because the topic doesn’t include you or you wonder how things got so off course. The decision to gather busy people into a meeting is prompted by a perceived need that only face to face interaction will accomplish whatever is the need. Here’s how to make the best use of that time.

1. Make the objective or deliverable clear on the invitation. State at the outset what you need/want. Tell folks to come prepared with solutions, ideas and resources. There is an objective and deliverable for each agenda item. Much time is often spent redefining the problem. This is not necessary if everyone comes with solutions rather than problems. No one gets credit for forecasting rain. Credit is only given to those who bring umbrellas.
2. Announce the outcome you expect and tell folks what you are looking for; be that ownership, more data, resources or introductions. Assign parts of the topic before hand so each person comes to the meeting an expert on some aspect of the topic. Post your topic and outcomes on your preferred group documents tool. Start the conversation before the meeting and avoid the need for clarification. Update after the meetings with the timelines/ownership. Keep the dialog rolling. (Often meetings are held with stakeholders. If they have no action items, invite them to tell the group their top three priorities for the topic. Inviting stakeholders builds a collaborative environment, yet they may not come if they don’t feel they have a part to play or there is no win for them.)
3. Make each slide or line item speak to the objective/outcome. In most cases, handouts are given at the end of a meeting as a reminder or meeting notes, emailed to relevant parties. Don’t read the handout or slide deck. Add value. Ask for what you need.
4. Stick to the topic. When folks get off topic, acknowledge the importance of learning more and insist to talk about it off-line or in another meeting. Do not allow the ‘yes, but,’ to deter you. [Greg Meyer suggests creating a 'parking lot' where such, 'yes but' items are saved for future discussion or action.] You know the objective of THIS meeting, get ‘er done. Keep to your time schedule. If you said 45 minutes, then make it 45 minutes. Otherwise, folks are reluctant to come to your meetings.
5. Involve every attendee. Ask their opinion, experience, advice or understanding. If their participation is not required, don’t invite them.
6. Summarize with the plan of action with ownership and deadlines.

Want to make your next meeting even more efficient? Thank participants separately for their specific contributions. Let them know their ideas are valued. High morale means better meetings.

Nick Corcodilos, a headhunter and job search maven I respect, tells readers using a new job offer to generate a counter offer puts the employer between a rock and a hard place. He goes on to list several reasons counter offers may result in career setbacks and starts from the beginning. The employer knows this is not a good time to lose you. Maybe in a month or two when they can prepare for the loss. Read the article for his guidance.

For years, I advised clients to refrain from accepting, even considering, a counter offer. These ransom demands may result in more money, but since that is rarely the reason you wanted to leave, it is not the solution. It is rather like offering a starving man a glass of water. The point Nick makes, which I have never considered, is that when they offer you more money, the funds typically come from the same budget where raises live. When it is time for a raise, often employees who accept counter offers come up with nothing. Net/net? No gain in compensation.

1. Damage to your career is inestimable. There are many long reaching affects, not the least of which is your current boss may wind up in another company where you want to work or are employed and she will recall, unfavorably, the blackmail tactic used to extract more money. And that very person is often your most desired reference. What will she say to your prospective employers? Remember, there is that famous, and very real, ‘back channel.’ Just because you did not include your former employer on your references list does not mean they will not be contacted, ‘informally.’
2. The reasons for which you started looking for a new spot or were interested in a new job did not change. It is rare that a candidate seeks new employment just for the bucks. It is more the case that they feel under appreciated or have other issues with management or the company. In most cases, the employee already tried to rectify the issue and the employer failed. No reason to believe things will change just because they came up with more money. In fact, you are forced to accept those issues because your threat to leave did not change them. After the thrill of the salary increase wears off, employees often feel resentful and do not do their best work. It is also true that your colleagues know what you did and they are no longer willing to trust you. They know you may leave at any time so collaborating on important issues may seem dangerous.
3. Count you out. An issue with the ransom/counter offer is often you are no longer trusted with the big responsibilities, the new budgets and frequently, promotions are now at stake. The company doesn’t trust your loyalty. Consider this:  if they valued you at the new salary or title, they had a chance to recognize you in that way before you threatened to leave
4. You made your manager look bad. Managers don’t enjoy the fall-out from losing key employees and they resent you for making them look bad to their manager and forcing them to deal with your new demands in order to keep you. Now you have issues with your boss.
5. Statistics don’t lie. “Fortune” magazine stated a few years back that 90% of those who accept counter offers leave their employer within 18 months. Remember, companies are made up of people. People have emotions. Your references and even that company who originally started the employment ball rolling on your behalf, are now on your do not call list. A network is a terrible thing to waste.

Don’t do this. There is an employment myth that encourages smart people to use a job offer to generate a bidding war between companies. Aside from the above, whomever wins now knows your ethics and style. The prospective employer will often withdraw the offer because they will not engage in what is often seen as an unethical or at least unpleasant practice to get more money. They value and court people who genuinely want to work for them. It also signals to them your loyalty is for sale. Here’s the rub. If you DO accept the new employer’s offer after the ‘war’ you have damaged your relationship with the hiring manager because, ultimately, that is with whom you are negotiating. It may appear you are negotiating with HR or the recruiter, but your prospective new manager is the person behind the curtain.

How to win. Companies offer and negotiate based on your prospective or current value to their organization. If money truly is the reason you want to leave your employer, first ask for it. If you are worth more, you are expected to point out why and begin a negotiation. To create a bidding war  is often viewed as a disreputable behavior. Even if both companies participate, the damage you do to relationships with your new manager or your current one is something that may hamper your ability to perform to the best of your ability. A true truly career limiting event.

If you want to hire and keep the most talented 20 somethings, know who they are.

You can have the most remarkable product and the most clearly defined target market, but if you don’t have employees truly engaged in your corporate mission, you have a path to mediocrity and probably, failure. I have seen my clients struggle with HR issues when product and customer acquisition should be their top priorities.

A recent client had grand strategies for building a business that just couldn’t miss. Instead of working with alliance partners and product groups, he spent most of his time trying to resolve issues with his 20 something or Millennial Generation, team. He didn’t understand why management techniques that always worked before created more problems. He was baffled when employees had no regard for commonly accepted protocol (One individual contributor felt it was his right to update the Board of his demands, others openly criticized management and rejected the review process). Since then, I discovered the manager was at the front line of a battle he could not win with traditional means, a battle being fought by many hiring authorities and managers.

It is time to put down the hiring/retention revolution by acknowledging and acting on the need for it.

Why? Because hiring the best talent is a challenge. Keeping them, more so. Today, the company or manager who pays the closest attention to the needs, style and ethics of the 20 something, will hire and retain the best new talent available.

Talk about a revolution. Yesterday’s company template for attracting and managing talent is no longer effective. One reason Agile Development works so well is our 20 something professionals like small tasks with short deadlines, lots of feedback and cooperation. Get the Agile mentality into marketing and other parts of the company, and let the world know it. (Google Agile Marketing.)

Today’s talent is not inspired by long hours with the prospect of a big financial win/ liquidity event in a few years. They are inspired by getting paid a remarkable wage for minimal hours and work that is meaningful, measurable and completed quickly. They want to measure their own productivity and effort through metrics-based job descriptions and hate being judged and reviewed in the typical subjective review process. Above all, they want to be heard. They want a viable platform for airing their ideas and needs.

Giving away their family life, their balance of life, to a company that is not their own is not a high priority. I asked two educated, 23 year old professionals: “Which would you choose? 70 hour weeks at six figures and a huge $$ in 3 or four years, or 45 hour weeks at $85k with no big win at the end?” Both said there wasn’t enough money in the world to get them to work those kinds of hours. They do their research and only apply to companies who are not known for that sort of work ethic.

20 Somethings want to do important things both in the company and in the community, they want to know they are valued, need constant feedback and above all, want to be seen as a compete person, not just a coder or techie. Many tend to be focused on healthy living and eating; bike racks, a work out room, fruit and juice machines are more alluring than cookies and donuts and cots for napping off those long work hours.

Create an environment where a 45 hour week is common, time off for family, community service and vacations is a reasonable expectation, and you will attract and retain the best 20 somethings. Give them accolades, credit and recognition in a way that resonates with them (Which means more than just a bonus or starbucks card.) Give them a forum where they are heard, their ideas considered. Make time in the work week to update them on the value of their contributions. This I know to be true: There are many talented people working for strong companies who would leave in a heartbeat if they could get their lives back.

Today’s employees demand a different life style and share different values from traditional tech companies and traditional  managers. The extent to which a company and manager gives them what they want, recognizes their individuality, that is the extent to which companies will attract and retain the best talent.

When you treat employees with empathy for who they are and their values, your HR issues are diminished, your recruiting efforts are simplified and your turnover is minimized. You also get a highly motivated employee who is willing to take ownership and invite friends to come on board.

20 somethings are famous for leaving if they don’t get what they want, now.

Check back for insights on what to do once you hire 20 somethings. Career development, recognition and peer interaction will be discussed.

1.  ASK: Promoting you is not a top priority for your manager. They like the status quo and if you are doing a good job, they want you to continue to do that job. OK, so during your review they discussed your future. But were there action items on either side? Are things happening at your intended pace? Want to make it happen on your schedule?

Your management wants to see what’s in it for them to promote you. At the end of the day, it is all about making your boss look good. Where is your value-add?  ”Beverley, I am passionate about mobile apps and am proud of the latest release my team completed on-time and under budget. I am proud to work for PhoneHome and hope to become a Vice President of Mobile Products within the next 18 months. I want to leverage my mobile industry connections to create competitive strategies to keep us ahead of the curve. I know the leap from Executive Director to VP is huge and want to discuss with you what you need to see to consider me for a VP position. Shall we create a timeline?”

Don’t expect a commitment that if you do such and so, you will be promoted. Companies can’t make that promise. They can tell you what others have done to get promoted and what you can do to be considered. They are now on notice of your intentions and it is your responsibility to keep them informed as you accomplish and succeed with the objectives you agreed upon.

2.  DEFINE: It is not sufficient to ask for a title change. The most effective technique for getting a promotion is to make clear to your management what contributions you will make and what makes you the right person to do it. For example, if you intend to create a strategic alliance with a company or product line, you need the new credentials to talk to peers. You know what you want well enough to define that extra something you  will accomplish with the new title and responsibility. Key to this appeal is specific outcomes you will deliver and even a timeline if possible. You will be promoted because of what you can do, not your ability or time in service.

Not sure what the definition should be? Do some online research about the job title you want in the niche’. Take the top three priorities and align your comments with those needs. Talk to people who have that job and learn what skills and accomplishments they rely on for their success. Speak in terms of outcomes, not skills, abilities or knowledge. “I want to transition into VP of Corporate and Business Development to structure, negotiate and manage all aspects of complex mergers and acquisitions. I do much of that now, focused on integration, and see myself growing into a role of strategic responsibility for selecting and creating the strategic plan for future mergers and alliances.”

3.  PREPARE: Know what additional skills, experience, connections and/or accomplishments you have to have under your belt to be considered for the new role. Take a granular look at those who have that job, their background and how they use it. One company, for example, only considers people for VP positions once they have grown a product line into a $500 Million business. Clearly, if your product line is not on track, you need an internal transfer or new product line to cross that immovable bar.

Start to acquire those credentials now, don’t make it conditional on your management’s attitude about promotion. If you don’t get your promotion with your current company, you may want to look outside. Already possessing the right qualifications is required.

4.  GET HELP: Successful people attract successful people. Get a mentor, inside the company or outside. A mentor is someone who can guide your career by way of example, education and course corrections. Don’t expect your mentor to be your champion and introduce you or hire you. That is not the role. The role is specific to what you need to accomplish or learn to get promoted. This individual typically is at least two levels above your current position and does not have to be someone you already know; only someone whom you respect who is willing and able.

For example, management has made clear they only promote people who can run a stable organization. Reduce turnover. Learn to hire better. Your mentor might be selected because their unregretted turnover is very low. Learn how they do it.

5.  Create a Timeline: You know your objective, now make a timeline to get there. Don’t abdicate responsibility for your career to your manager because they now know your desires. Work to plan. Include all the new skills, connections and accomplishments with mile posts. Once you meet those mileposts, let management know. The end game on your timeline is the promotion. If it is clear your current employer is not on the same page, create a new timeline; a timeline for your job search.

5+ Hire a Coach: While this seems like shameless self promotion, it is only partially so. The fact is, most successful executives have conducted a job search or aspired to a seat at the table promotion only rarely. And there were no guides or proven techniques to teach you how to do it. This is your career and you only get a few chances for promotions. Why not ask for support from someone who has helped people do it for years? No guess work, lots of feedback and someone to use as a sounding board. Sure, it costs money, but as in investment in your future, it is trivial. Most people eager for an executive level promotion are in their peak earning years. The better you position your self for and negotiate for your promotion, the more lucrative that promotion can be. Think value rather than cost. Contact me if you’d like to discuss your particular situation to see if Coaching makes sense.

Other resources about promotions:

Employers speak.

Consider these promotion issues.

Why can’t I get promoted?

Don’t be a Manager, be a Leader

What can you do to get promoted from manager to executive?

How to get promoted from director to vice president

Personal Board of Directors,The ultimate networking resource

Leadership counts.

On job security and promotions.

IT Career Mapping – The why’s and wherefores of planning an IT path. Career planning is always critical to maximize dollars and responsibility, but IT jobs planning has its challenges.

Jobs in Big Data - Can we really define those jobs? And what about titles? Is it time to think out of the box?

What to do with Big Data? The real dilemma for CIOs is how to make a business case for all that data and analysis.

The issue of how to define the jobs is not unique to big data jobs. Most hiring authorities struggle with job definition. I recommend starting with the deliverable required and work backwards from there. Most hiring managers decide on a title and qualifications first which is cart before horse. When the tasks and outcomes are outlined first, the rest falls into place. This technique also makes interviewing easier because you can focus on the candidate’s accomplishments that map to your needs.

Closely related to Big Data, is the field of Ontologies and the Semantic Web. As Big Data becomes mainstream, making the business case may require a sophisticated understanding of inter relatedness. Hence, a look to the future demands understanding of AI, Complex Systems and parallelism. Plan for your vocational future as CIO with strategic branding (visible as a Big Data guru) on what are, today, arcane and precious technologies and processes.

The IT areas of Big Data and the Semantic Web are in their infancy.  Any  truly great IT career plan must take into consideration variables we can not yet define. So use your imagination and learn all that is new in these areas. You just might find yourself in high demand in the not too distant future.

Me: “What’s your goal for this new career move?”

20-Something: “I want to make as much money as I can as fast as I can.”

Me: “What are you willing to do to achieve that goal?”

20-Something: “What do you mean? I will work, get promoted and make a lot of money.”

Recent Executive Coaching clients have been challenged with how to motivate and manage the 20-Somethings, or the “Entitlement Generation” as they are sarcastically named. The Execs tried all the traditional career development techniques, created incentives and offered a lot of recognition – with no affect. Demands for more money and promotions continued and the complaints and low morale had a deleterious affect on the rest of the team, the timeline and the Exec’s confidence as a team builder.

Sound familiar? Large corporations have a huge backlog of unfilled individual contributor jobs because they can’t find qualified people to fill the jobs, people who know that hard work and long hours result in high pay and promotions.  The nation complains there are no jobs for recent college grads… not true. There are many jobs for grads with the right attitude and who have demonstrated  a hirable skill level and a work ethic a company or corporation can depend on.

And my newest friend, a recently retired Computer Science Professor, told me she was relived to retire two years ago because of late, the students refused to put in the effort and had no desire to learn why they were doing or learning any given skill. She said they just wanted the answers so they could pass the tests and get out of school. Cheating had become a daily concern. She found their communication skills at sixth grade level and their curiosity, nil. Not one to base my opinion on a sample of one, I queried other IT and CS teaching/training professionals. To a person, they complained of the same thing: Minimal effort for maximum demands and high expectations that once graduated, they would get six figure jobs and/or management positions immediately.

I can’t begin to guess how we got here. My job is to help Executives navigate hiring and motivating teams. And that’s the rub.This is more than a management issue, it is a culture issue. How do you motivate people who do not value education or learning when their objective is to make money? Logic says we help them see how knowledge translates to skills used to advance and make more money. That hasn’t worked. Many 20-Somethings feel time served is enough to merit promotion and raises. Whereas their managers see them as putting in the minimum to keep their jobs and doing little that merits promotion or raises. Our traditional review process of where do you want to go and what are you doing to get there and how can I help falls on deaf ears.

So, short of saying, “Don’t hire them,” we have to change our orientation of how we incentivize. Titles mean less than dollars. So, dollars it is.

• Hire them at their base line skill level and competency.
• Create a timeline and mileposts for demonstrating mastery of new skills and attach $$ which are banked in escrow.
• Once all skills are acquired and demonstrated by previously agreed upon metrics, the accrued escrow is converted to a raise or bonus.
• Pair them with an older, more skilled and productive employee as a mentor and to whom a bonus is given once the partner achieves the goal.

Sorry folks, I have talked to a lot of managers who are frustrated and even angry about the low performance and high demands of the new hires. And I have talked to more 20-somethings than I care to admit. There is a huge disconnect and if managers want to hire from the current pool of technology grads, a change in how we manage them is required. It is my hope that eventually, the new kids on the block will get it and achievement and recognition will resonate and they will become fully functional members of corporate America. Hey, I can dream, can’t I?

Your turn. Chime in with your experiences. Those of you who are 20-something, tell us what’s important to you. Those with management experience, tell us what has worked for you. This is important.

What does it take to move up the corporate ladder?

First, you have to find it. In most companies, promotions are earned, not given. Many people, especially those young in their career, believe time in service is the rational for promotion. Not true. It is value add. Those who might promote you want to see candidates can take on more responsibility or add value in some other way. Otherwise, there is no reason to promote.

Do you know what your management needs to see to promote you? Did you invent it, make assumptions or did you ask?

A recent client complained he’d been in the same job for six years without a promotion. I asked him if he knew what he had to do to get a promotion. He was insulted with the question and repeated, he’d been in his job for six years and had good reviews, a few raises, but no promotion. “I am good at my job. Why can’t my manager see that?” I helped him see that doing his current job well wasn’t enough.

Here are the steps I suggested:

1. Decide what you want your next role to be. Assess what makes you qualified for that role.
2. Articulate what specific contributions you have made and will make to get there. Learn what is required in that new role and how your current experience/skills map to those requirements.
3. Outline what you have to do or learn to do that next job well.
4. Schedule a 30 minute meeting with your manager. Put them on notice the topic is career planning. Nothing more. Prepare with a script and key words. Do not complain, accuse or otherwise introduce any negativity into this conversation, no matter how annoyed you are that your manager hasn’t taken your promotion on as a priority.
5. Begin your conversation with your manager with your success in your current role mentioning only outcomes of importance.
6. State clearly your career goals. “I hope to be a Senior Director of Mobile Devices within the next 6 months. Please help me understand what you have to see in order to promote me to this position.” Ask for specifics and create a timeline.
7. Do not expect an absolute commitment from your manager. Those sorts of promises are typically against company policy. Expect only that if you succeed in acquiring or accomplishing what they outline, you will be considered.
8. Ask for advice and or introductions to prospective mentors who might help you acquire the skills listed. Follow up and manage that relationship with an open mind and no complaints.
9. Keep your manager updated on your accomplishments per the outline of what you need to do.

Prepare for your conversation with a focus on value add. What is it you can do in the new role that you can’t do in your current role? What can you do that is unique, a high priority and or on target to the group/company mission? Don’t talk about your abilities. Only talk about your deliverables. Not sure? Talk to someone currently in that role. Learn how it is different from your current responsibilities and what it takes to be successful.

Once you ask, “What do you need to see to consider me for Senior Director?” Keep silent. Don’t explain or sell or otherwise dilute your request. The last thing your manager needs to hear from you are all the reasons you think you should have been promoted years ago. Focus only on what you can contribute in that new role that will make your manager look good and glad to have promoted you.

On the flip side. If your own people are clamoring for promotions, use the same policy. “Show me how and what value you will add in the new role.” Ask yourself, “What do I have to see to promote?” It’s an interesting drill to do before you enter into the conversation with your own manager.

Enter into the negotiations with a clean slate. After all, this may be the first time you have accepted full responsibility for your own career advancement in a formal and outcome-based manner. You are now in control of your career.

High employee retention as an indicator of strong leadership. Managing unwanted attrition.

When an executive comes to me with an employee problem I always ask how did this happen? How did it get to this point? The answer is often, “They didn’t tell me there was an issue.”

If blind sighted with employee issues, a close look at the management style and outcomes is in order. Is it possible there does not exist an environment or opportunity for employees to discuss issues? The problem [and the resolution] rests with the executive, not the employee.

For example: If I coach someone on the need to turn around or fire a trouble making employee and they refuse, it is because I failed to make my case, I can’t say, “He just doesn’t get it.” That’s not on my client. It means I have to find another way to convey the technique and importance.

Monthly meetings with employees don’t mean the content is sufficient. It is easy to believe that the fact of these meetings means you are listening or that employees feel they are listened to. Most managers use this time to tell employees about their project, their career opportunities, their importance to the team. And it is a monologue. When questions are asked, they tend to require only a yes or no response.

Make it a dialogue, an exchange, to engage.

Not: “I want to help you with your career objectives,”
Instead: “How can I help you reach your career objectives?”

Not: “Your next step is xxx.”
Instead: “What do you see as your next step?”

Not: “Here’s what you need to do to get promoted.”

Instead: “Help me understand your priorities.”

Not: “Here’s what you need to do to get there.”
Instead: “What do you need from me to get you there?”

Not: “You don’t have xx skill or experience.”
Instead: “What skills can you leverage? Which can we build?” “What’s the best way to acquire that knowledge?”

Is it money or career? Ask. Employees, especially those younger in their career, are not focused on building their career and therefore, career path and growth aren’t top of mind. Often, especially with the youngest workers, they are focused on making more money, fast, not growing their career. If you can show them building their skills and taking more responsibility equate to more money, you have their ear. Start there.

Ask what their financial goals are for the next two or three years. Ask what they are willing to contribute to get to those compensation goals. Where do they see themselves adding value? This is often a good point to help younger employees see that time in service is not enough to generate the income they desire. A road map to get there is often the beginning of an ongoing dialogue with someone who may become a long time employee who makes a strong contribution.

When asked where do you want to go, often the answer is, “I don’t know.” That is not the end of the conversation. If employee retention is your goal, learning what is important to each member of your team is a good first step.

I don’t know is an invitation to you to help them know.

Tell me what you are really good at.
What part of your job do you enjoy the most?
Where do you spend most of your time?
What intrigues you most about your project?
When you brag to your friends about your job, what do you say?
Are these things you see yourself building on?
What can I do to make that happen?

Often the “I don’t know” response is a cautious answer because the employee doesn’t think you/the company really cares. Once you get down to what they do well and what they want to learn, it is time to offer a mentor. Preferably someone in the company who had that job but is now two or three steps ahead. Mentored employees tend to contribute more, stay longer and feel more ‘ownership’ of their projects and team.

A corporate culture that invests in the mentoring system tends to be a very desirable employer and attract the best candidates. From a simple, “I don’t know,” a strong leader can build a very strong team. So I ask you, “How can I help?”