We are asserting that your firm’s success might be deeply connected to the success of your individual team members. (Be sure to catch up on the entire series Influencing Others.)
Imagine how much more committed to the company’s goals employees would be if they believed you were committed to helping them achieve their career goals. They’d go all-out for you.
Let’s say you rewrote your job description to include a responsibility to help your key players reach their professional goals whether or not those goals involved staying in your employ. What a great leader you’d be, right?! You wouldn’t know what to do with all the loyalty and energy and dedication that would result.
And this is a big but.
It’s not really safe to tell you
my professional aspirations, is it?
If you knew I was working my way toward a transfer to another department, a credential for another field, a transition to another part of the country, or a promotion that would complicate your own plans, would you really choose to use that knowledge for my benefit? Or would your commitment to yourself and the firm take over and ultimately use the information against me?
Even if you could resist the temptation, is there any reason for me to trust you? After all, you have the power in the relationship. The risk of revealing my career aspirations is entirely mine.
Think about it.
What could you do to build trust and create a safe environment for everyone to celebrate and support each others’ career trajectories regardless whether they involve each other?
Wouldn’t three to five years of over-the-top engagement be better than ten to fifteen years of squeezing out the-bare-minimum?