With so many statistically unhappy people in their jobs, you have to ask why?
Career conversations with your employer are crucial to all parties to maximise the relationship, and what an important relationship it is.
Don’t blame your employer either if these conversations are not taking place. Take the responsibility yourself, after all, it is your career and welfare that you are managing…be brave.
Any employer wants their employees to be productive, happy and engaged. It is simply good business, so develop a mindset of mutual responsibility and start talking to your manager, Human Resources department or suitable others in your organisation.
It is not all about you. It’s about your contribution to the common good and profitability of the business. If you only focus on your needs, you are missing the point, and I can understand why your employer may not be promoting or encouraging you to excel.
- Review your work performance to identify skills that need improving and then ask your manager for support to take on additional training
- Always consider “what’s in it for the business”, and if you can clearly show a benefit then most managers would consider your suggestion
- Take a keen interest in the performance (profitability) of the business so that you can show your manager that you care
- Show your manager your CAREER PLAN and the career objectives that you have developed for the next 3, 5 and 10 years. If you don’t tell them who will?
- Never miss an opportunity to ask your manager “Can I provide extra help.”
Talk regularly with your managers, peers, associates, suppliers, direct competitors, industry groups and professional associations. Technology is useful, but TALKING can be so powerful!
Career conversations are not a single event, but rather an ongoing personal code of conduct that empowers others with the knowledge of what you want and what you can contribute.
Your career progression should then take care of itself!
"Failure doesn't mean you are a failure it just means you haven't succeeded yet." - Robert H. Schuller