People Gravitate to Leaders Who Invest in Their Growth

This month, I had a difficult conversation with an employee.

During a 1:1, they made it clear that they expected to be rated higher than we’ve discussed in the past. I reminded them of our past conversations and that we had a plan to get them to the next level.

But overall, this talk made them feel discouraged and I wanted to figure out how we got so out of sync.

I decided to ask my mentor for feedback. He asked if I talk to my team about how to get promoted. That was a light bulb moment.

I’ve shared the career ladder with my team and given feedback, but I haven’t discussed the strategy for getting promoted within our department, which means they’re missing the big picture.

What is a Promotion?

A promotion refers to advancing an employee’s rank or position within the organization. In engineering, a promotion could mean becoming a senior engineer, a principal, or transitioning into a manager role.

Get familiar with your team’s career ladder

Sarah Drasner aptly describes the career ladder as a system that outlines the expectations for development and progression at different role levels. It guides team growth and provides a structured framework for managers and team members.

However, like any guide, the career ladder doesn’t capture the entirety of the promotion journey. It has expectations written out, but understanding what raises the bar comes from experience within your department.

For instance, Sarah’s career ladder suggests that someone in an Engineer 2 role should listen to the priorities and concerns of others and acknowledge differing perspectives. While this expectation is clear on the surface, what specific aspects of feedback are worth highlighting on a promotion document?

Should someone be promoted from Engineer 1 to Engineer 2 if they listen to other opinions in meetings, or does it become worthwhile when they demonstrate they’ve collaborated with someone to punch up a feature?

The importance of understanding your team’s culture

Your knowledge of the team’s dynamics, company values, and the unique nuances of your work environment enables you to go beyond the guide and determine what raises the bar.

When I started at Amazon, two teams within our department had distinct cultural differences. One team prioritized their key job responsibilities, and the other leaned more towards initiatives. I was a part of the former team.

So, last year, when the two teams merged, I directed my team’s focus toward our core responsibilities. However, challenges came up during the annual evaluations. In the calibration meeting, I learned that some team members needed to deliver more outside their space.

It was a crucial lesson: while fulfilling your core duties is expected, active involvement in initiatives is the key to career advancement, which is true even when key job responsibilities surpass those of others.

Once you have a firm grasp of your organization’s culture, discuss this with your team during career growth conversations (more on this later).

Also, if your organization has a formal process to review promotions, ask to observe or participate. It’ll help you get second-hand experience of what the expectations are.

Document artifacts as you go

In his book Unleash the Power of Storytelling, Rob Biesenbach warns that the worst time to search for a story is when you need one.

The same principle applies to promotions. Waiting until the last minute to document the story, or artifact, for your team can be challenging. The best approach is to start capturing these artifacts when or immediately after they’ve happened.

Tips for Documenting Artifacts:

1. Write down achievements and milestones as they happen. Please don’t wait until it’s time to promote.

2. Maintain a document where you and your staff write about accomplishments, successful projects, and positive feedback from peers or customers. This document serves as a valuable resource during performance evaluations and promotions.

3. Whenever possible, quantify the impact of a team member’s contributions. Numbers and statistics add concrete evidence to your documentation, making it more compelling.

Schedule career growth conversations

I rely heavily on weekly 1:1 meetings to stay connected and guide my team. In these meetings, I typically follow a 15/15/15 framework. It allows us to discuss their topics, my topics, and goals and opportunities.

However, after talking with my mentor, I plan to dedicate a 1:1 each quarter for a comprehensive career growth conversation.

These conversations will go beyond the day-to-day. It will be an opportunity to examine where they’re at, what their growth areas are, and ensure that our plan aligns with the career ladder and culture.

Tips for implementing quarterly check-ins:

1. Clearly define the purpose of the quarterly check-ins. Is it for goal setting, progress tracking, or discussing long-term career aspirations?

2. Prompt your team to reflect on their achievements, challenges, and career aspirations before the quarterly check-in. This prepares them for a more focused and productive discussion.

3. Use these sessions as an opportunity for mutual feedback. Understand what support your team members need and provide constructive input on their performance.

Conclusion

We’ve explored the value of getting familiar with the career ladder, understanding your team’s culture, documenting artifacts, and embracing the power of quarterly check-ins.

As you lead your team, consider these practices support the growth and development of your team.

Your investment in understanding, documenting, and nurturing your team’s potential will lead to individual success and elevate the collective strength of your entire team.

Resources

LinkedIn post by Adam Grant

Effective career conversations with your engineers

How to create a career ladder for your software engineering teams