Recently, a leader spoke about Dilemma: The four-year best performer, asked about development opportunities, but can help without frozen budgets and open positions. Familiar sound?
This scenario plays everywhere. They hit the high performers’ steps, “What’s next?” And managers default for the same answer: presentation. When this is not possible, both sides feel confused.
But what most leaders kidnapped: When the workers asked about progress, he often asked for something that was often seen, valuable and known for his contributions.
For decades, organizations presented the initial symbol of professional success. This was our way of saying “Your work is your important.” However, these budgets are a problem in the frozen: managers feel powerless and the workers feel invisible.
The solution does not find more money for promotions. Separates the recognition from the title changes.
Curve curve of the growth frame
Instead of thinking like a ladder (upper or nothing above career), I encourage the leaders like a learning curve, every skill, project or responsibility follows this predicted S-shaped pattern:
Startpoint: Your safety is under the fact that you feel slow, but you build important works.
Sweet Spot: The middle of the steepest of where you are trusted and competent. Progress feels exponential.
Master: Top plateau of your high performance but reaching the growth level.
Growth curves give you and your employees a common language for career conversations. “I need a presentation” Instead of talking “I reach the craft in Project Management Curve – what new curve should I start climbing?”
Make this work in practice
The most effective leaders who use this approach:
Develop continuing, not annual. Replace annual reviews with regular inspection-ins. Ask the employees they see the employees and progress they see in different learning curves.
Let the workers take the growth. Stop dictating the ways to develop using the synve frame. Question: “Which of you do you want to accelerate? What are you interested in the new curvature?” Then create opportunities around the answers.
Recognize progress to the public. Please admit when someone fights a new system to teach others. Call when you pick up a difficult project. Make their growth visible.
Bottom line
Growth does not require promotions. An application developer can master the new programming languages, the mentor’s small colleagues or headlines starting headlines. A marketing manager can develop the information analytical, seller connections or develop the experience of content strategy.
Solve two problems when the employees help you map the growth along the numerous curls: they know and engage in and build a more versatile, skillful team. Even when the org schedule is freezing, everyone wins.
The question is to allow everyone to promote. It is whether you need to help them grow.