As we approach performance review season, the anxiety around it mounts. Whether we’re delivering it to our direct reports or approaching our own review, it’s no one’s favorite job. Most of us stress about the messaging, especially when the feedback is not what our report wants to hear.
This is also the time of year when divorce rates are high and people think about their career and other deeply important life decisions. One area of concern for many is the lack of upward mobility in the corporation despite a stellar performance.
Over the years I’ve collected data on key reasons otherwise high-potential leaders don’t advance in the corporation. One of my dearest former bosses (Bill) told me the story about a colleague (a man I had actually grown up with and attended school with). Although he (let’s call him Bob) was highly intelligent and well educated, Bill told me Bob had trouble managing change and getting
things done. He was eventually terminated.
Whether it was an organizational change or a regulator change, Bob struggled with the idea he would need to drop a project and leave it unfinished (sometimes indefinitely) to move onto another task. Bob failed to see the bigger business picture.
One of my areas of interest (some say obsession) is employee engagement and leadership. Why is it some people progress, get promoted, and others (who are otherwise just as qualified) don’t?
So, I invested 4 months of time interviewing business leaders (CEOs and other C-levels) in Canada and the US (including the revered CEO of the WD-40 Company, Garry Ridge) to get their perspective on career management and leadership.
I call it a “Hot Seat with Industry Executives” where they talk about their own careers as well as those of some of their top performers who were targeting (sometimes struggling) the C-suite.
To see what they said (unedited), click here.
Use this script to speak to your CEO. This must be an in-person conversation or at least by phone or Zoom (COVID-19 dependent).
“Elon, I’m thinking about my career. I’d like to float the idea of my moving into a more responsible role. I believe I’m ready because” (value proposition).
Reason 1
Reason 2
Reason 3
Elon is this something you would consider?” Then stop talking and let your CEO respond.
“Can we discuss next month/quarter? Can I get your feedback on whether I look ready to you?”
If not ready… “Bill what do you think I need to do to get ready? What do you think is missing?”
Remain emotionally neutral.
“What is your recommendation for the action I need to take?"
Customize to your voice and situation. Always get a call to action (commitment to discuss later).
For more strategies to manage your or your direct reports’ performance see our popular 90-day plan published over the holidays. It is accompanied by a template for your convenience.
~~~~~~~~~~~
Here is Hank, our daughter’s rescue from Adel, Georgia. Hank is not accustomed to the cold Nova Scotia (CANADA) winters and so he’s sporting his new sweater to keep him warm at the cottage.
Have a great week ahead and good luck with your reviews.
