Our Go2Thrive podcast guest today is Julie Winkel Giulioni. Julie is the co-author of ‘Help Them Grow or Watch Them Go’ and helps organizations enhance learning, engagement, retention, and of course, the bottom line.

The main question of this interview:

How Can Career Conversations Be Different In The Workplace?

Please click the audio player to hear our entire conversation.

We asked Julie the following questions:

      • Share a favorite quote, and why it resonates with you?
      • What is your personal definition of career development,  and what is it not?
      • When you’re talking to organizations, do you get push-back on personal learning and development and growth versus what will benefit the organization?
      • What inspired you to co-write the book, ‘Help Them Grow or Watch Them Go’?
      • Share with our listeners what you feel are the characteristics of a good manager, a good leader, let’s say an effective leader?
      • We read something in your book regarding foresight, hindsight, and insight. How can these conversations help employees engage with the organization?
      • What’s a career development question that managers must ask their employees? What’s one that you would really recommend?
      • What can a manager do to fulfill that dream, to fulfill that path?
      • And the only prerequisite is that the manager has to know what it is the employee wants to do?
      • What do you feel are the top three drivers for employees to stay or leave in a company?
      • What is your vision for creating a sustainable, thriving workplace?

Interview highlights

    • “We teach what we live.” Someone’s always watching and the question is, is that the example you want anybody else to follow?
    • When we put the word career in front of development, things get pretty complicated. People default into a kind of positional chess playing, ladder oriented thinking. And we lose the essence of growth.

What individual employees and leaders need to learn to do is engage in a conversation that finds that intersection and mindset. Because it’s got to be a win/win.

    • Where we’re trying to force the employee’s agenda and they want to do something that’s totally out of line with what’s going to support organizational results or an organizational agenda that’s not congruent with the individual, that’s where we get the push-back.
    • It (career development) is one of the top drivers of employee engagement. It unlocks discretionary effort. It directly impacts attrition and retention. It makes it easier to attract employees. There’s even a bottom-line impact. There’s greater productivity from employees who f
    • It just seemed like such a no-brainer. If it’s so good for the individual, if it’s so good for the business, then how is it we’re not making this happen in an organization?

First humility. Some of the best leaders and managers that I’ve ever worked for are quite humble. There’s also a quality of vulnerability. Finally, I think there’s a spirit of generosity that operates in the best leaders that I’ve seen. And of course,  when we start behaving like that, it inspires similar behavior. We create a virtual cycle of positivity and optimism.

    • Ask one of these questions with the spirit of curiosity. And in 60 or 90 seconds, you can cover a lot of ground, and you’re doing career development.
    • In so many organizations, career development has become this checkbox process: Let’s do it every year. Let’s cross it off the list and then we’ll come back next year, this time, pull it out, dust it off and start all over again.
    • Leaders can find ways to lift these questions and this conversation into the day to day interactions they’re already having with people.

Elevate the quality of the conversation, while walking down the hallway to get a cup of coffee from – how was your weekend, to – what’s really getting you up in the morning and excited about coming here?

    • If I could only ask one question, it would be the question, “what do you want to do?”. It’s so simple but so powerful. And it’s very different from what most managers are asking: ‘where do you want to be in 3 to 5 years?”.
    • Suddenly possibilities open up because I might not be able to put you in the position you want to be in. But man, I could find a way as a leader to invite some of what you want to do into the envelope of your current role.
    • Another way to enhance engagement is to do that kind of job crafting that allows people to do the things that really let their souls express themselves.
    • The question really is what can the manager and the employee together do, to make that happen? Career development is a partnership between a manager and an employee.
    • At the end of the day, I think it’s about leaders. Being in that leadership role, for the right reason. Because they’ve got a deep and abiding desire, passion, need to help others, to support others, to grow others, to move things forward with and through people.

Thanks to Julie Winkel Giulioni for joining us in this episode!
Please click the audio player to hear our entire conversation.

Julie Winkel Giulioni on LinkedIn
Julie’s website JulieWinkleGiulioni

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