Leadership

In the workplace, conversations about career development and performance are crucial for employee growth, engagement, retention and organizational success.  However, there are common misconceptions that lead to misunderstandings and missed opportunities.  Below we explore some of these misconceptions and arm you with essential knowledge.

Misconception 1: Career Conversations are the same as performance conversations

One of the most common misconceptions is that career conversations and performance conversations are one and the same. While both types of conversations are important, and interlinked, they serve different purposes.  Taking the narrowest view, performance conversations typically focus on discussing past performance and are generally tied to compensation, promotions and performance development plans, all of which are designed to help ensure the organisation receives a good return on it’s human assets (with engagement etc as a by-product).  Career conversations, on the other hand, put the individual employee at the centre of the discussion and explore career goals and aspirations without judgement, bias or agenda and identify development opportunities to help the individual progress their career.  Often, the development opportunities that come from meaningful career conversations align with identified performance development initiatives and vice versa but it’s important to note that’s not always the case.  Tackling the two conversations separately in the first instance will help ensure employees feel safe to discuss their career aspirations without fear of negative consequences.

Misconception 2: Career conversations are HR’s responsibility

Another common misconception is that career conversations are the responsibility of HR. While HR plays a crucial role in creating an environment for these conversations and building understanding around career conversation roles and responsibilities, the reality is career conversations should be a regular part of every leader’s interactions with their team members.  Leaders who are appropriately skilled, genuinely interested and actively engaged in their team’s career development demonstrate a curiosity to understand their people.

Misconception 3: Career conversations are one-time events

Believing career conversations to be one-time events is another common misconception.  As a consequence, leaders can be seen trying to tackle everything in one sitting with limited results and potentially damaging implications for trust and relationships.  Career development is actually a repeating process of self-reflection, self-clarity, possibility exploration, goal-setting, planning, implementation, results and adaptation.  As such, it requires regular attention and discussion.   Leaders should aim to use the everyday work context and ongoing discussions to help team members gain clarity about (1) what is important to them, the skills they want to use and what delivers job satisfaction, (2) their hopes or ideas for the future, (3) the skills and experiences they wish to build and (4) the questions they are yet to find the answers to.  As part of these discussions, individuals can request support from their leaders to help them gain further clarity, fill gaps and build connections and knowledge that will help them progress.

Misconception 4: Career conversations are only for high performers

Another damaging misconception is that career conversations are only necessary for high performers. Every employee, regardless of performance level, can benefit from career development discussions. By engaging all employees in career conversations, organizations can create a more inclusive and supportive culture where everyone has the opportunity to grow and succeed.

Misconception 5:  Career development = promotion

Career development is many things, not just a hierarchical promotion.  It might be a re-shaped role, additional responsibilities, getting involved in a special project, building networks, role adjustments to reduce stress, sideways moves, re-training, upskilling, brand building, and so much more.   Good quality career development conversations acknowledge that careers meet different needs at different times and are subject to the pressures that other areas of life exert.   To support this, leaders must demonstrate respect for each individual’s unique situation, values and priorities and leave their own opinions at the door.

Misconception 6:  The leader needs to have all the answers

Leaders – it’s not your job to have all the answers or do all the work for your team member.  After all, it’s not your career, your life or your story so your personal opinions and the decisions you would make are not relevant.  Instead, the role of the leader is to provoke career thinking in the individual, facilitate insight and find ways to open up development opportunities that the individual may need help to access.  Responsibility for career development thinking, action and results ultimately rests with the individual.  For most leaders this will come as a huge relief however, stepping into this new approach requires leaders to remove bias, bring appropriate conversational support skills and also expertly navigate the interplay between individual career aspirations, performance and organisational needs and objectives.  Simple to understand but not always easy to achieve.

Why is upskilling leaders in career conversations so essential?

In today’s professional landscape, the need for continuous learning and development is more critical than ever.  With the explosion of AI, ongoing technological advancement and rapidly changing economic and political landscapes it’s essential individuals and organisations continually re-assess skillsets and career paths in order to stay competitive and relevant.

Additionally, modern day employees have a higher than ever expectations that their employers provide career development support.  Research by Gallup, McKinsey and Culture Amp indicates:

• 87% of millennials rate “professional or career growth and development opportunities” as important to them in a job (Gallup)
• Lack of career development and advancement is the number one reason people leave traditional jobs (McKinsey)
• 49% of people cite growth or career change opportunities as their reason for leaving their employer (Culture Amp)

It’s critically important therefore, that these conversations occur in the workplace.

So what are career conversations?

Career conversations involve discussing career satisfaction, aspirations and pressing career questions, exploring potential development opportunities and supporting ongoing career development in it’s broadest form.  It’s important to note at this point that career development is so much more than vertical progression; it may involve stepping back or shifting laterally and career development activities can span:

1. Skill-building through training and education.
2. Taking on new responsibilities or projects.
3. Participating in mentoring or coaching programs.
4. Networking and building professional relationships.
5. Seeking feedback and performance evaluations.
6. Exploring different roles or departments within an organization.
7. Pursuing certifications or advanced degrees.
8. Developing a personal brand and industry presence.
9. Engaging in self-reflection and goal setting.
10. Balancing work-life commitments for overall well-being.

Are career conversations worth the time and effort?

The benefits of ongoing career conversations are clear.  Research by Right Management suggests that if career conversations were more regular:

• 82% of employees would be more engaged in their work
• 78% of employees would be more likely to share their ideas
• 76% of employees would be more likely to look for career growth opportunities with their current employer
• 75% of employees would be more likely to stay with their current employer

How well placed are leaders?

The unfortunate reality is that many leaders don’t understand the difference between career conversations and performance conversations and/or lack the confidence and skills to facilitate career conversations effectively.  Consequently, they either shy away from these conversations or manage them poorly, resulting in mutual frustration, disappointment and an erosion of trust between staff member and leader/organisation.

The gap in understanding and skill not only hampers career development but also undermines the trust and effectiveness of leadership and negatively impacts engagement and retention, highlighting the importance of upskilling leaders in facilitating meaningful career conversations.

Educating leaders so they understand the role they play in career conversations and training them in appropriate communication and coaching techniques means they can more effectively support employees to take ownership and purposefully navigate their career paths.  Building the capability of leaders to ask thoughtful questions, listen without judgement or bias, offer valuable insights and apply coach-like skills, means employees will feel supported and valued.

It’s a no-brainer.  The evolving professional landscape demands a proactive approach to career development.  Are your leaders armed with the skills and knowledge they need to engage in effective career conversations that drive employee engagement and retention?

Trust is the baseplate upon which strong relationships, high performing teams, and successful organisations are built. (Lencioni, P. M. (2002). The five dysfunctions of a team. Jossey-Bass.)

Leaders play a crucial role in fostering safe and trusting cultures to provide the conditions for robust discussions, high quality problem solving, accountability, commitment and results.  But how does one become a trustworthy leader practice?

Here are six core principles to follow*:

Character

Trustworthy leaders have strong moral and ethical principles. Your character reflects your integrity and honesty.

How to demonstrate character:

• Lead by example. Demonstrate ethical behaviour and integrity in all your actions.
• Admit your mistakes and take responsibility for them.
• Promote ethical behaviour within your team and organisation.
• Call out behaviour that is out of alignment with your values and those of the organisation.

Care

Empathy and compassion are crucial for building trust.  Leaders who genuinely care about their team members create a more trusting and supportive environment.

How to show care:

• Be approachable and show interest in your team’s personal and professional lives.
• Build authentic, human-centred relationships with your team members.
• Offer support and assistance when team members face challenges.
• Recognise and appreciate your team’s efforts and achievements.
• Avoid being transactional.

Competence

Competence is a key pillar of trust. As a successful leader you must be skilled and knowledgeable in your field. Your team needs to believe that you can make informed decisions and guide them to success. As a competent leader you continuously seek self-improvement through education, training, and staying up to date with industry trends but you don’t need to know everything.  You also need to be vulnerable and willing to learn and adapt as circumstances change.

How to demonstrate competence:

• Be generous with your knowledge and expertise and share openly with your team.
• Participate in and encourage others within your team to engage with ongoing learning and development within your organisation.
• Make well-informed decisions and acknowledge when you don’t have all the answers.

Consistency

Consistency is key to building trust over time. Your actions, decisions, and behaviours should align with your words and values. Trustworthy leaders are predictable in their reliability and maintain a steady passage even in turbulent times.

How to demonstrate consistency:

• Keep your promises and meet your commitments.
• Treat all team members equally and fairly.
• Show up consistently, both in your presence and actions.
• Manage your emotional state, particularly during difficult times.

Credibility

Credible leaders understand what others expect of them and work hard to fulfil these expectations. They understand how their actions affect others and seek out opportunities to grow.

How to demonstrate credibility:

• Set clear goals and objectives for your team and hold yourself accountable for achieving them.
• Ask your team what they expect from you.
• Show your dedication by putting in the effort and time required for success.
• Inspire commitment and motivation in your team through your own enthusiasm.
• Admit shortfalls and mistakes without creating a culture of blame.
• Seek feedback/feedforward for continuous improvement.

Communication

Effective communication is vital for trust. Leaders must be transparent, honest, and open in their interactions. Clear and open communication fosters trust by reducing uncertainty and misunderstanding.

How to demonstrate good communication:

• Listen actively and carefully to your team’s concerns, ideas, and feedback.
• Communicate with transparency, sharing information even when it’s difficult.
• Encourage open and respectful dialogue within your team.

To be a trustworthy leader, it’s essential to embody all six Cs consistently. Trust is not something that can be built overnight, but it can be destroyed quickly. Building trust takes time, effort, and a commitment to these core principles. When your team trusts you, they are more likely to be engaged, productive, and loyal, ultimately contributing to the overall success of your organisation. Trust is the currency of leadership, and by mastering the 6 C’s, you can become a leader worth following.

* Sources:  Adapted from the Social Change Model of Leadership and work by the Center for Management & Organisation Effectiveness

International Women’s Day 2022 has come and gone and it was interesting to observe the focus of the #BreakTheBias events, who attended them and the #BreakTheBias activity on social media.  Women celebrating together, supporting and encouraging each other and advocating for change.  Men, celebrating women both known and unknown to them and putting their name to the cause.

Judging by the post-IWD discussions on LinkedIn, there are lots of us wondering about the value of international women’s day.  Is it a waste of time?  No.  Is it making a difference?  Possibly.  Will it create the change we need?  Absolutely not.

The campaign to achieve greater diversity is being fought hard by organisations and those seeking greater representation, voice and impact.  Not just in relation to male/female diversity but also gender diversity more broadly and the intentional inclusion of different cultures and generations and those with disabilities or neurodiversity; we need all these people in the room, being heard, if we are to achieve diversity of thought.

What we have so far is quotas, Diversity, Equity and Inclusion (“DEI”) teams and strategies, culture change initiatives, pro-fairness/anti-bias measures embedded into recruitment/selection/promotion processes, dos and don’ts for corporate language and a gradually increasing willingness by organisations to publish pay gaps, bullying and misconduct claims.

These are all great initiatives which are helping contribute to the cause being won.  But discrimination persists.  Women, for example, are still reporting:

• Being spoken over or cut off in meetings
• Not being addressed by their name or title (when everyone else in the room is)
• Fighting to be acknowledged for their ideas
• Being judged more harshly
• Being greeted with a kiss on the cheek, when their counterparts get a handshake
• Being the victim of crude or derogatory behaviour
• Listening to complaints from men about reverse discrimination
• Being described as too aggressive, too emotional, too squeaky, too bossy, too apologetic…..

The list goes on.  Whether these behaviours amount to conscious or unconscious exclusion is not important.  The truth is that the responsibility for DEI rests just as much with individuals as it does organisations.  And it’s not on the individuals that are seeking to be included.  It’s for each and every one of us to take a good hard look at our shadow and explore how our own behaviour is effecting DEI progress.  It’s not enough to say the right things.  We also need to align what how we are behaving, what we are prioritising and what we are measuring.  Only then will we have a true sense of whether we are a genuine diversity ally and championing inclusion or someone who is standing in the way of progress.

From a leadership perspective, the statistics around the benefits of having greater diversity at the leadership level are still emerging and, regarding women in leadership in particular, quite varied.   What is widely accepted as a principle however, is that we can’t afford for organisational culture to be exclusive.  Greater diversity and inclusivity leads to improved innovation and improvement which is a clear win.   But achieving diversity isn’t just the responsibility of the organisations and those seeking inclusion.  The only way it will be achieved is if we all take a stand as individuals and actively and consciously champion change.  I’d encourage everyone, but particularly those who have historically not struggled to be included, to become an ally and a circuit breaker.

So what can you do?

• Acknowledge that you have DEI responsibilities
• Undertake the Harvard Implicit Association Test to improve awareness of your own biases, beliefs and preference
• Get feedback on your shadow
• Observe yourself in action
• Ask others to call out your unhelpful behaviour (in case you don’t notice it)
• Choose to challenge the unhelpful behaviour of others
• Initiate improvements that promote inclusivity (such as measuring inclusive behaviours as part of existing 360 degree feedback)
• Role model what a true ally looks like so others are encouraged to join you
• Act with courage and do the right thing

Enough with the inspirational women’s networking breakfasts.  Enough with the once a year posts support for women.  It’s time for those that are standing in the way to get real and change their attitudes, behaviour and workplace culture.  Otherwise, as Holly Ransom said in the AHRI IWD 2022 #BreakTheBias event “If you walk past it you’re telling the world it’s ok.“

Raising female economic participation by 25% would add a potential $7.5 trillion to the global GDP and it is well documented that diversified teams have consistently outperformed company average in growth and profitability by as much as 15%.  This is a strong economic argument for diversity and inclusion.

We’re heading to the Women in Mining & Resources Leadership Summit in Perth next week and are delighted to take our leadership coaching to the summit in delivering the Pre-Summit Leadership Workshop.  We welcome any and all women -and men supporting women – in this sector to join us for three days of frank and fierce discussions on inspiring, empowering and diversifying this sector to gain the benefits of a truly diverse workforce.

The conference will be concentrating on discovering the business value of diversity and inclusion, providing opportunities to expand networks, share stories and be inspired by those of others and to meet formal and informal mentors.

Our pre-summit workshop will concentrate on taking a reflective, internal focus on what you bring to your role as a leader within diverse organisations and those moving toward increased diversity.  We’ll be offering an opportunity to reflect on what you do well, where you could improve and offering insights and opportunities to build on the strong foundations you’ve already developed to ensure that every leader is contributing to respectful, inclusive and diverse teams.

Our Leadership Coaching comes from a growth mindset approach where we challenge you to look for ways to improve, be better, identify and develop new skills and take action to continuously improve on your leadership journey to engender teams with a focus on trust, empowerment and collaboration.

Come and share your stories of challenge and success and identify new approaches for authentic engagement in your leadership roles.

Join us at Women in Mining & Resources Leadership Summit and be inspired to do more, be more and bring more into these vital discussions.