“There are many ways of going forward, but only one way of standing still.” – Franklin D. Roosevelt
I love when I randomly come across something that speaks to me! With the work I do in career development I’m always on the lookout for a new way to get a message across to my audience. This quote perfectly describes what I believe to be true about a career. It also reminds me I’ve been meaning to write about one of our consultants, Laine Jubinville, and the ways she moved her career forward.
I bought a new car recently, and with the new car I got a suggested maintenance schedule which for the most part I expect I’ll follow. I want to be sure to look after my investment. Makes sense, right?
Just yesterday I had a conversation with a client about something similar as it relates to career. While your career doesn’t come with a maintenance schedule, I think it should. Not a schedule someone sets for you – like an annual or bi-annual performance review. A schedule you set for yourself where you check in on what’s working and tune things up that aren’t at the optimum. Every six months as a minimum is a good time frame to consider. More often is even better.
It is not often that I am able to share the specifics of a client engagement, but after a number of years working with Cameco they are ready to share the career development successes they’ve achieved.
This white paper will be of interest to any individual who wants to take a team, department, business unit or company to the next level, including HR professionals, business leaders, business owners and general managers.
Are your managers having the right conversations? That’s the title of an interesting article I just read about the impact managers can have on employees by engaging in meaningful discussion about employees’ strengths. The article links to studies that show developing their strengths helps employees to be more engaged, happier and healthier. Engaged employees are less likely to leave an organization, and even more significant, they drive business results.
A discussion about employees strengths – that’s a good part of what a career conversation should look like, and that’s what we encourage when we work with managers to help equip them to have meaningful career conversations with their direct reports.
Career Development programs and practices can enhance an organization’s business results. With the impact it can have, why aren’t organizations doing more? Check out my Slide Share for my thoughts on the subject.
I’ve been delivering this message of career ownership to groups and individuals for some time now and most acknowledge “if it is to be, it’s up to me”. Where there’s a disconnect though is in the actions many people take (or should I say don’t take) to demonstrate they’re in charge.
This article takes a look at the topic of career ownership from a bit of a different direction. I like the ideas that the writer shares about taking responsible ownership.
What happens in organizations when they find a way to unleash the potential of employees? I’m sure you have some examples you could share. I’m fortunate in my experience to have seen some terrific outcomes as a result of internal career development initiatives.
Just last week I was working with a group of employees ranging in position from quite junior to supervisory, in age from 20 something to 50 something, and in tenure with the company from 1 year to more than 15. From the outside looking in, you might wonder how a group this diverse could find value in the same delivery material when they’re all at such different career stages.
Everyone once in a while I come across an article that really connects for me. This article that a
colleague passed on to me recently is a good example. People have all sorts of misconceptions about career development and there are varying schools of thoughts. In this case, it is like the authors were inside my head when they wrote this article.
This week, General Motors finds itself in the unenviable position of needing to explain itself to the US Congress. Problems with an ignition switch have led to a massive 4.8 million vehicles being recalled in the last month. More alarmingly, this faulty part has been linked to 13 motor vehicle crash deaths. The reason Congress has questions is because the issue first cropped up in 2001, but senior management seems to have been kept in the dark until January 31 of this year. It’s hard to understand that it would take more than 12 years for someone to realize there was a problem.
Most leaders at one time or another have experienced the loss of one of their top performers to another company. News of their departure can be tough news to take, especially when as a leader you may have had big plans for the employee’s future within your department or organization.
Many employees, me included, have made the decision to leave an organization, believing there’s more opportunity elsewhere, only to have their leader tell them they’re highly thought of at the time of resignation. In my personal example, I remember my leader asking me what it would take for me to stay. I thought about that for a while, and gave him some ideas, but even when he committed to deliver on the things that were important to me, I decided to go. It was too late for the conversation when I’d already made the decision to leave.