Help Them Grow or Watch Them Go

Career Conversations Employees Want

Beverly Kaye (Author) | Julie Winkle Giulioni (Author)

Publication date: 09/17/2012

Bestseller over 55,000+ copies sold

Help Them Grow or Watch Them Go
Bestselling author and top authority on career development shows how managers and supervisors can support employees’ career development — and thereby increase employee engagement, satisfaction, job-fit, passion, and work contribution — by having frequent short conversations with employees about their career options, needs, and passions.Helping Employees Develop Themselves Study after study confirms that career development is the single most powerful tool managers have for driving retention, engagement, productivity, and results. Nevertheless, it’s frequently back-burnered. When asked why, managers say the number one reason is that they just don’t have time—for the meetings, the forms, the administrative hoops. But there’s a better way. And it’s surprisingly simple: frequent short conversations with employees about their career goals and options integrated seamlessly into the normal course of business. Beverly Kaye, coauthor of the bestselling Love ’Em or Lose ’Em, and Julie Winkle Giulioni identify three broad types of conversations that will increase employees’ awareness of their strengths, weaknesses, and interests; point out where their organization and their industry are headed; and help them pull all of that together to design their own up-to-the-minute, personalized career plans. Help Them Grow or Watch Them Go is filled with practical tips, guidelines, and templates, as well as nearly a hundred suggested conversation questions.

Read more and meet author below

Read An Excerpt

Paperback:
9781609946326

$17.95
(member price: $16.16)
Free shipping on all orders from the BK Publishers store.
Or find a local bookseller with Indiebound.

Other Available Formats and Editions

9781609946333

$17.95
(member price: $12.57)

9781609946340

$17.95
(member price: $12.57)
Bulk Discounts
Rights Information


Featured Books



More About This Product

Overview

Bestselling author and top authority on career development shows how managers and supervisors can support employees’ career development — and thereby increase employee engagement, satisfaction, job-fit, passion, and work contribution — by having frequent short conversations with employees about their career options, needs, and passions.Helping Employees Develop Themselves Study after study confirms that career development is the single most powerful tool managers have for driving retention, engagement, productivity, and results. Nevertheless, it’s frequently back-burnered. When asked why, managers say the number one reason is that they just don’t have time—for the meetings, the forms, the administrative hoops. But there’s a better way. And it’s surprisingly simple: frequent short conversations with employees about their career goals and options integrated seamlessly into the normal course of business. Beverly Kaye, coauthor of the bestselling Love ’Em or Lose ’Em, and Julie Winkle Giulioni identify three broad types of conversations that will increase employees’ awareness of their strengths, weaknesses, and interests; point out where their organization and their industry are headed; and help them pull all of that together to design their own up-to-the-minute, personalized career plans. Help Them Grow or Watch Them Go is filled with practical tips, guidelines, and templates, as well as nearly a hundred suggested conversation questions.

Back to Top ↑

Meet the Authors


Visit Author Page - Beverly Kaye
Beverly Kaye is founder and co-CEO of Career Systems International, specializing in engagement, retention, and development. She is a well-known keynote speaker, writer, and developer of innovative learning tools.

Visit Author Page - Julie Winkle Giulioni
Julie Winkle Giulioni is cofounder and principal of DesignArounds, a bicoastal consulting and instructional design firm specializing in leadership, sales, and customer service.

Back to Top ↑

Reviews

By Charlotte Ashlock , October 24, 2014
Charlotte hasn't added any comment
Back to Top ↑

Excerpt

Help Them Grow or Watch Them Go

INTRODUCTION

WHAT’S A MANAGER TO DO?

Developing employees. Helping them grow. It’s like eating properly or exercising.

You know it’s good. You know you should. Yet, if you’re like many managers today, you just don’t do it as well or as frequently as you would like.

In survey after survey, year after year, employees express their dissatisfaction with how they are being supported in their careers. At the same time, managers across industries, regions, and levels uniformly report a moderate to severe lack of competence, comfort, and confidence in themselves in regards to this critical job expectation.

What IF …

image you could more easily and frequently engage in the career development work that employees crave without sacrificing everything else that must get done?

image employees learned to assume greater responsibility for their careers?

image it was possible for career development to be integrated into the work that needs to get done as opposed to being a separate series of overwhelming tasks that have to be checked off a list?

You could. They can. And it can be. That’s why we’ve written this book.

HELP THEM GROW

Career development is as important as it’s ever been (maybe more). In today’s business environment, talent is the major differentiator. And developing that talent is one of the most significant drivers of employee engagement, which in turn is the key to the business outcomes you seek: revenue, profitability, innovation, productivity, customer loyalty, quality, and cycle time reduction.

But the reality of career development is changing in response to the new business landscape. It’s not the wide-open playing field it once was. Boomers are waiting longer to retire. Repeated rounds of belt tightening have led to delayering and downsizing. More jobs are outsourced. All of this breeds a sense of scarcity and leaves the impression that there aren’t as many opportunities as there once were. This makes career development more—not less—important than in the past.

OR WATCH THEM GO

Ignore the development imperative at your own peril. Every day, employees who believe that their careers are not getting the attention they deserve make the decision to leave. Some resign to pursue employment in organizations that offer greater opportunity. Others decide the freelance life fits them better, and they cobble together a variety of projects that become a career.

But an equally dangerous situation occurs when employees stay but withdraw their engagement, motivation, and enthusiasm for the work.

CAREER CONVERSATIONS EMPLOYEES WANT

So, what’s a manager to do? Plenty. And it might be easier than you expect. Quality career development boils down to quality conversations.

Throughout this book, we’ll challenge you to reframe career development in such a way that responsibility rests squarely with the employee, and that your role is more about prompting, guiding, reflecting, exploring ideas, activating enthusiasm, and driving action. This role centers around talking about—rather than actually doing the heavy lifting of—development.

We’ll offer a framework for thinking about conversations that help others grow. It involves three distinct types of conversations: hindsight, foresight, and insight.

image Hindsight conversations are those that help others look backward and inward to determine who they are, where they’ve been, what they love, and where they excel. Chapters 3 and 4 provide you with questions and ideas for helping others look back as a basis for moving forward.

image Foresight conversations are designed to keep employees looking forward and outward toward changes, trends, and the ever-evolving big picture. Chapter 5 offers easy, straightforward tools that are long on value and short on your time investment.

image Chapters 6, 7, and 8 focus on leveraging the insights that surface from the convergence of hindsight and foresight. How do the employees’ strengths fit into where the organization or industry is going? Where are there opportunities to carve out space to grow and perform? Out of the work that needs to be done, which activities will give people unique experiences and fodder for development?

image In Chapter 9, you’ll learn how to grow with the flow or embed development into everyday life through heightened awareness and fluid conversation strategies.

HOW TO READ THIS BOOK

You’re probably doing a pretty good job so far. Here are just a few thoughts to get the most from the experience.

This book was written for anyone who has a role in developing others. The titles vary from organization to organization: Supervisor, Manager, Director, Team Leader, Vice President, CEO. We’ve chosen to use the term manager generically. Whenever you see it, it means you.

This book is all about the career conversations employees want. So we’ll draw heavily upon employees’ voices. These are real individuals in the workplace whose eloquent insights make the point far better than we could. They aren’t the entitled whiners with unrealistic expectations. They’re your solid citizens. The ones you count on to produce. The ones you’re hoping will stick around.

image TRY THIS

You’ll find lots of questions and activities you can use with your employees. We’ll call them out like this. Have an upcoming career conversation? Scan the pages for an exercise, tuck the book under your arm, and you’re ready to go.

We’ll close each chapter with some what ifs. We know that as a manager responsible for delivering business results, you must keep your feet planted firmly on the ground. So, from that grounded position, take a moment to consider what just might be possible.

What IF …

image you kept reading and tried out even one or two ideas with your employees?

They would grow.

Back to Top ↑