Developing and supporting a team is hard work. What makes a manager’s job immensely easier is when an employee is excited about their role, contributes consistently and creatively, and takes a vested interest in the mission and goals of the company. Tell me, who wouldn’t be thrilled to have someone like this on their team?
At the CrossGroup, we’re fortunate to work with strong teams and leaders who want to improve. When working with teams who have engaged members interested in advancement, we get a few questions about how to manage expectations and handle difficult conversations, such as:
“How do you handle a meeting that a direct report scheduled to discuss a possible promotion? While this individual has great potential, she is not quite ready for the promotion and I’m not sure how to handle this request.”
The last thing you want to do is discourage a person with great potential. This can be a difficult conversation to navigate. You want to encourage this kind of career development and not discourage a motivated employee. After all, effective managers help their people succeed.
An open conversation and a concrete plan will improve trust and clarify next steps and expectations. We put together the below outline to help you support your team in their career aspirations.
Start with understanding and mine for strengths.
“I like your initiative. Thanks for coming to me. How did you decide this is the promotion that is right for you?” Give the person the floor and help her point out her strengths. Add your ideas and take notes listing the person’s strengths and what she adds to the team.
Discuss the job requirements.
End the first meeting by outlining next steps in the conversation. Set up another meeting to discuss the job requirements, and ask the direct report to make a list of the job skills needed for the position they most desire. Promise to send the job description and then send it that day. Perhaps there is another position that you think better suits this person or a position that is an interim step. Send these job descriptions as well for consideration.
On your own, make a similar list of skills needed for advancement. When you meet to compare notes and develop a common list, brainstorm together the kind of activities needed to develop these skills. These will likely include training and job experiences needed to develop skills or specific behaviors. Discuss openings, feasibility, and the time it may take.
Together, develop a career development plan with specific goals and deadlines.
Set regular intervals for feedback and direction. Allow the direct report to continue taking personal ownership of her own development. “Pave the way” by removing obstacles, providing resources, and giving additional responsibility. Give real-time coaching and realistic feedback. Adjust the plan and make it dynamic. Applaud successes and share corrective advice.
The key is “no surprises.” The direct report needs to know where she stands with actionable feedback all along the way. Even if your organization mandates annual performance reviews, you should be giving regular feedback so that the annual review is just a snapshot of what you’ve been communicating throughout the year. I find that task lists and calendar reminders help make sure that I am following through with each employee regularly.
Difficult conversations are easier if you have the right tools.
We work with our clients to address complex situations like these and restructure performance review processes. We often include regular feedback intervals, goal development, and career development activities. Performance feedback should never be a one-time annual event. There should be no disconnect between employees and managers when it comes to goals and advancement.
If you’re unsure of how to translate these difficult conversations into trust and action, we suggest adding our Communication Seminars, Communication in the Workplace or Assertive Dialogue in Difficult Conversations to your next Leadership Program or reaching out to us to create a custom program for your team.
