Leaders, to Boost Engagement, Help Employees Map Their Career Journey

Career development conversations are a fundamental — yet often overlooked — aspect of effective leadership. Many managers focus their feedback exclusively on employees’ day-to-day activities, when a holistic approach to professional development is likely to get stronger and more lasting results. It turns out, talking about an employee’s future improves their performance today. 

Of course leaders should still give specific direction to maintain quality and achieve business objectives, but that short-term guidance shouldn’t be the only coaching that workers get. And career conversations must go beyond asking “Where do you see yourself in five years?” during annual performance reviews. Regular coaching, designed to both improve the employee’s immediate performance and amplify their long-term skills, helps individuals become more engaged, motivated and valuable to the organization.

Professional development conversations may initially feel awkward or forced. That’s common — and it’s OK. Trusted relationships take time to develop, requiring forthright conversations and honest feedback. To maintain that trust, managers must follow up with concrete steps: suggesting training programs, approving certifications or making introductions. With every conversation and action, leaders should reinforce that they care about their employees and want to help them succeed at the company and throughout their career. 

Career Coaching, Mentorship and Sponsorship

Whether a leader acts as a coach, mentor or sponsor, they can help employees clarify their goals and the steps to achieve them. Coaches provide task-related guidance, aimed at developing specific skills. Mentors serve as role models at various experience levels, facilitating professional growth through one-on-one guidance, feedback, connections and advice. Sponsors are senior-level leaders who leverage their influence to create opportunities and propel careers forward. They advocate for promotions, share job opportunities, make introductions and nominate their protégés for programs. 

As inclusion and leadership consultant Trier Bryant said, “A coach is someone who talks to you. A mentor is someone who talks with you, and a sponsor is someone who talks about you.”

Leaders can be especially influential when they mentor first-generation professionals, employees with underrepresented identities, younger workers or industry newcomers. Because they might have fewer professional connections, individuals from each of these groups benefit from a relationship with a trusted adviser. Mentorship nurtures feelings of belonging and inclusion, inspiring emerging professionals to stay and grow within a company. Intentional support — whether it’s coaching, mentorship or sponsorship — also helps organizations develop their internal talent pipeline and boost management diversity.  

Related Article: Feedback Matters. Here's How to Do It Right

Career Navigation Is an Intentional Collaboration

With these clear advantages, it’s in the best interests of leaders and organizations to prioritize regular professional development conversations. Here are a few ways to get started:

1. Schedule weekly one-on-one meetings: If you're not already meeting weekly with your direct reports, it's time to start. These meetings are vital to your effectiveness and productivity as a leader. Schedule 30-45 minutes with each person, setting a loose agenda that covers current and future projects while leaving 5-10 minutes for off-topic conversations. These informal discussions provide insights into each person’s values, goals, thinking styles and learning preferences.

2. Be clear about your goals and intentions: Acknowledge that, as a manager, you share responsibility for your team members' professional development and advancement. Connect this intention to the organization’s mission, vision or values, and clarify each person’s role in the relationship. As a leader, your job is to offer perspective, create accountability and provide access to opportunities. As the person being coached, their job is to articulate their goals, develop a plan with your help and respond to feedback.

3. Get personal: Modern leaders are beginning to understand that it’s impossible to separate personal and professional lives; it’s all just living. Each person you lead is a complex individual with various roles that demand their time and attention. Create a psychologically safe space for them to discuss their lives, and pay attention to the details they share to personalize your leadership style. Respect their privacy and boundaries, and remember that building genuine relationships takes time. Don’t be afraid to share experiences from your own life, as they can strengthen mutual trust.

4. Create accountability: Provide regular opportunities for your team members to demonstrate and celebrate their progress. For example, ask them to present their three-month plan for organizing their calendar or to share one step they've taken toward a personal goal. Understand that their goals are part of your goals too, and you both succeed or face setbacks together.

5. Give direct, actionable feedback: Achieving full potential requires helpful guidance on what’s working, what’s not and what to try instead. This core truth of leadership bears repeating: The greatest compliment you can give someone is a high expectation for their success. Be kind but direct in your feedback. Offer ample praise so that when negative feedback is necessary, it isn’t the only feedback they receive.

Related Article: 4 Ways to Nurture a Diverse Internal Talent Pipeline

Career Conversations Build Employee Engagement

By prioritizing professional development, leaders ensure their direct reports understand how they can prosper and grow within a company. When career goals are aligned with organizational success, employees see how their hard work achieves both objectives. This alignment fosters a sense of purpose, enhancing feelings of belonging and improving employee engagement, which, in turn, strengthens the bottom line.

Savvy leaders can observe the everyday results of employee engagement: from stronger customer service to more innovative ideas and better morale. This powerful driver of business success has a multiplier effect on bottom-line objectives. According to Gallup, organizations with highly engaged employees are 23% more profitable than those with low morale. In another study, Microsoft researchers found that the stock of companies with high employee engagement performed 200% better than companies with low engagement. 

In organizations where professional development conversations are structured and mentoring relationships are encouraged, everyone benefits. Managers are more invested in the success of their team, fostering a growth mindset and increased team collaboration. Employees receive the tools and the resources to expand their skills, leading to higher productivity and greater loyalty. And the trusted relationships that result from these candid conversations lead to greater employee engagement for both leaders and employees. 

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