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
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

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Overview

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.

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Meet the Authors


Visit Author Page - Beverly Kaye
Beverly Kaye is the founder of Career Systems International. She was recently honored with the Lifetime Achievement award from the Association for Talent Development for her groundbreaking and continual contributions to workplace learning. She is the coauthor of several books, including five editions of Love Em or Lose Em.

Visit Author Page - Julie Winkle Giulioni
Julie Winkle Giulioni is co-founder and principal of DesignArounds. She's partnered with hundreds of organizations to develop and deploy innovative training products that are used worldwide

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Reviews

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Table of Contents

Introduction: What's a Manager to Do?
Chapter 1: Develop Me or I'm History
Chapter 2: Can We Talk?
Chapter 3:Let Hindsight Light the Way
Chapter 4: Feed Me
Chapter 5: What's Happening?
Chapter 6: If Not Up…Then What?
Chapter 7: Same Seat, New View
Chapter 8: Advancing Action
Chapter 9: Grow with the Flow
Conclusion: Grow for It!
Index
Acknowledgments
About the Authors
Working with the Authors

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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.

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Endorsements

“This pragmatic book is chock-full of easy-to-follow steps on how to have critical career conversations—conversations that are uncomfortable for many managers and too often are avoided. I love that Kaye and Giulioni demystify the process and motivate us ‘to talk individual development' with our employees. Our employees will love it too!”
—Patricia Crull, Group Vice President and Chief Learning Officer, Time Warner Cable

“Filled with great examples, questions, and real-world approaches that fit into the workflow, this book brings much-needed simplicity and personal touch back to career development.”
—David Rodriguez, Executive Vice President and Chief Human Resources Officer, Marriott International

“Every manager will find this short book to be long on practical ways to make career development happen.”
—Jack Zenger, CEO, Zenger Folkman, and coauthor of the bestselling The Extraordinary Leader and The Extraordinary Coach

“Like eating your fruits and veggies, developing your employees should be done every day. Beverly Kaye and Julie Giulioni not only show how easy it can be but make the case that regular, short conversations can better develop people.”
—Charlene Li, founder, Altimeter Group, author of Open Leadership, and coauthor of Groundswell

“Life and business is all about where you pay attention. Pay attention to the growth of your people...and they will grow your business. The authors do a great job in spelling out the how-tos!”
—Chip Conley, founder, Joie de Vivre Hotels, and author of Emotional Equations

“Developing talent is essential for business success. This book provides a practical and easy-to-implement approach that can have a big impact on an organization.”
—Tamar Elkeles, Chief Learning Officer, Qualcomm

“One of the most important responsibilities of a leader is to grow future leaders. The authors do a great job making development something that can happen during one's everyday work life.”
—Gabriella Giglio, Executive Vice President for Global Human Resources, American Express

“Should be the career conversation bible for busy leaders!”
—Marshall Goldsmith, author of the New York Times bestsellers Mojo and What Got You Here Won't Get You There

“The authors provide pragmatic insights and tools for managers to make it a
part of work versus apart from work with their people in the midst of rapid, ongoing change. After reading this book, it will impossible not to see what one can start doing immediately to be more effective.”
—Teresa Roche, Vice President and Chief Learning Officer, Agilent Technologies

Help Them Grow or Watch Them Go is an important contribution to leading organizations where people and talent growth matters to success.”
—Kevin Wilde, Vice President and Chief Learning Officer, General Mills

“In all my years coaching executives on career development, this is the best and most comprehensive resource available. It takes the complex issue of career development and simplifies it with real, action-oriented tips, tools, and insights. It's relevant for new supervisors, senior executives, and HR professionals at any level, in any industry.”
—Sharon Silverman, Vice President, Human Resources, Macy's

“Beverly Kaye and Julie Winkle Giulioni provide a practical, personalized approach that promises to help managers seeking to create an environment that supports all members of a diverse workforce and empowers them to achieve their career growth aspirations. All of which creates a win-win situation for employees, managers, and their organizations.”

—R. Roosevelt Thomas, Jr., author of World Class Diversity Management

“At last, a hands-on book that's smart, practical, and honest. Everyone knows that people make all the difference; this book will teach you how to make a difference with your people.”
—Alan Webber, cofounder, Fast Company, and author of Rules of Thumb

“Improving the skills of our workforce is one of the country's most important economic challenges. It has to start with employers, and
Help Them Grow tells you how to do it painlessly.”
—Peter Cappelli, Director, Center for Human Resources, The Wharton School, and Professor of Management, University of Pennsylvania

“Great read for those who want to help individuals develop. It is full of useful materials that are easy to access. Ideal for a manager who wants to learn about coaching others.”
—Edward E. Lawler III, Distinguished Professor of Business, Marshall School of Business, University of Southern California, and coauthor of Management Reset

“Beverly and Julie have a remarkable gift of turning an important and complex topic into useful and simple ideas and practices. Their work will help leaders wisely invest in their employees and employees take responsibility for their personal development.”
—Dave Ulrich, Professor of Business Administration, Ross School of Business, University of Michigan

Help Them Grow provides a practical road map for managers who know that they want to help their teams but may not know the clear, specific steps they can take. Managers, employees, and the organizations they serve will benefit from the wisdom in this book.”
—Rebecca Ray, Senior Vice President, Human Capital, The Conference Board

“I loved this book. Draw from the abundant list of simple yet powerful questions and become the best talent manager in your organization.” 
—Tina Sung, Vice President, Government Transformation and Agency Partnerships, Partnership for Public Service

“Bev and Julie give us creative, fresh, and immediately applicable tools to spark career conversations in real time, in the moment—not once or twice per year. I've already applied a couple of suggestions from the book and received an immediate payback.”
—Lorraine Munoz, Director, Leadership Development, Boston Scientific Corporation

“A great guidebook for those whose job it is to help other people grow, with all the right questions we need to be asking!”
—Frances Hesselbein, President and CEO, The Frances Hesselbein Leadership Institute

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