Show Some Career Love: How to Have Intentional Career Conversations with Your Team
Career conversations are vital. But in most workplaces, they seem to be an anomaly rather than the norm.
Transparent conversations are opportunities to talk with each employee about their career aspirations, strengths, and gaps to ensure they are equipped for success. These discussions enable a learning culture: one where people can see individual and group progress. They remove the mystery shrouding people’s career desires and motivations. As a leader, holding ongoing conversations can help you uncover employee issues to be averted, managed, and reoriented — before it’s too late.
Yet, why are so many leaders and managers shying away from having these conversations on a regular basis? As one of my coaching clients bluntly shared: I don’t even feel equipped to have a career conversation with myself, let alone lead one with my team. Leaders often aren’t briefed on how to conduct these types of conversations, leaving them feeling ill-equipped and hesitant to make them a priority. And of course, a culture of avoidance typically backfires: affecting morale, productivity, and overall business.
Career conversations are an essential engine in keeping employees engaged. Many employees who don’t feel heard or appreciated are quitting in favor of finding a healthier work environment, while others are choosing to coast at work and seek fulfillment elsewhere. (Read more of my thoughts on fostering a positive culture of belonging here.) And with global layoffs looming, people are understandably unsettled at work. It’s your job to alleviate those concerns.
At the core, I believe that it’s possible for employees to find fulfillment at work and outside of work — but only within office environments that encourage curiosity, intention, and growth for all. Let’s explore ways to lead with love.
Respect the Research
People are motivated by three needs: autonomy, relatedness, and the extent to which they can use their competencies or skills (Deci, E. L., & Ryan, R. M. (1985). The need for growth typically drives behaviour, which is why career conversations are important. Knowing that people need acknowledgment in these areas, use A.R.C. as a starting point. What is their level of autonomy, what is their sense of belonging and, in terms of skills, what are their needs? (What do they need more or less of?)
Take Your Time
Dedicate real time to each conversation — at least 30 minutes, not a quick 15-minute check-in. Make sure you’re focused on the person, not on the surroundings or other distractions (silence your notifications!).
Meet Up to Beef Up
Switch up the meeting spot. Make it a coffee date (or Zoom date) and have your favourite warm drink in hand. Environment matters for morale. Make sure you have a good meeting space that encourages people to feel comfortable.
Wield the Career Wheel
Both you and your employee should come prepared for the conversation. Remind them in advance to think about any questions they need to be reflecting upon, and to collect any information that might be useful for you to know during the conversation (e.g. wins and growing points). Alongside reviewing how their work compares to your organisation’s values and competencies, explore adding the Wheel of Life as a tool to accompany your conversation. (Be sure to send it ahead of the meeting for the employee to have adequate time to reflect.) Often used by coaches, this activity gives individuals the opportunity to assess their career trajectory and identify gaps. This is as simple as asking: What is your current rating for each section, and what would it take to move it up a notch? Additional questions you might want to include:
Which aspect of your career needs the most attention?
Where do you have the most energy? The least energy?
What type of support do you need?
What are some longer term goals you have for yourself?
Point, Don’t Perspire
As a leader, you might understandably feel stressed or uncomfortable about not having all the answers. Reminder: a career conversation is an opportunity to explore and point people toward opportunities. You may be able to advise based on your experience/knowledge, or you might need to point someone in a different direction within the organization. Don’t feel you need to do everything alone; most orgs have a toolbox of options to support employee success. And speaking of: don’t forget to check in on yourself, too. What are you learning from these conversations?
Reassure and Redirect
If there is an inkling of a potential downsize, how can you support employees during this time? Is there a dedicated HR person you can direct them to? Put a plan in place before having open conversations.
If you’re dealing with employees who want to quit: can you unpack their motivation together? One U.S. survey identified that women leaders really want more recognition and financial gain. Often the motivation to leave is intrinsic. Getting to the what and why behind someone’s ask can help you figure out how to move forward successfully.
Lock in the Love
Scheduling your next conversation at the end of your current one demonstrates prioritization and care. Don’t leave people hanging.
With love in the air this month, now is the perfect time to amp up the career love. Every leader has the opportunity and responsibility to support a culture where people want to come to work.
with joy,
Dr. Helen
