CLARITY AFFORDS FOCUS (THOMAS LEONARD)

The lack of career perspective and openness for unusual career moves are often cited as a key reason for people leaving companies. And while we are shifting towards a more skilled-based approach to career development and democratize, it is not an “either or” world. There is space for hybrid type of approach. At the same time, we see both sides challenged: organisations are often struggling to definine a clear direction employees can rely on. The same applies for their talents.

Over the years, while I have met very focused people, I also noticed a recurring pattern in my conversations with employees looking for their next chapter: a lack of clarity about their wants, boundaries, strengths and needs; an expectation to be told what good looks like. This results in a blurred Talent Value Proposition and makes it more difficult for them to clearly communicate it.

DO WE LACK COURAGE?

There are also many organisations which are struggling to promote internal career moves outside of the traditional route. While many claim they are open to bold moves, there is a tendency to avoid risk taking. Going for the known, going for “industry experience” just to name one of the culprits (and at times it matters…but not that often). It is also common for line managers and HR to be much more challenging with internal talents that external ones. We see the Good, The Bad and the Ugly more easily with internals. And as time goes by, we build a (limiting) narrative and a story about a person’s potential…

I am not suggesting that skills and experience do not matter. They do indeed. But depending on the role, the size of the playground in which our Talents move could easily be increased. Let us not forget that most of the risk is taken by the employee when engaging into a new role. In addition, even though 90% of the skills and experience are present, the decision makers will often see a “critical gap” where there is none. That has more to do with the leaders’ perception and risk appetite (or lack thereof). When things do not work out, it is annoying for the organisation. However, the real consequences and issues fall back onto the Talent. In line with Yuval Harari’s line of thought, organisations do not suffer, only people do.

CREATE A BOTTOM-UP MOVEMENT

While we can work on the culture with leaders, I also believe that we can enable employees to have better and clearer conversation with their leaders. Thus, creating a bottom-up movement. Clarity forces clarity in return.

This is what this guide is about. A small and humble contribution to help people to gain clarity about their career. And it’s free. Be mindful that I do not claim to be the author of those questions…I just have them in my mind. If you want to make a financial gesture, contribute to Share The Meal.