Performance review

6 posts

3 Things You Should Do When You Get A Bad Performance Review

The Wall Street Journal recently published an article that talks about the fact that people can expect harsher performance reviews going forward, and I have to agree with them. Therefore, I want to tell you three things that you should do if you get a bad performance review to help you protect your career.

1. Don't Take It Personally

When you get a negative performance review or you get a performance review with a lot of constructive feedback after getting great, positive performance reviews in the past, it might be due to shifts in the market.

I always tell my clients that problems trickle down in the workplace. Many companies are tightening their belts right now. They're changing strategies and trying to figure out what's going on, and so those problems become headaches to the leadership team and they're not just going to take the brunt of that themselves; they're going to push it down to the people that they're paying to help solve those problems and alleviate that pain.

Consequently, more people are going to be told that what they've been doing in the past isn't good enough anymore. Their company needs more from them. That's the trickle-down effect. Now, I want you to have the right frame of mind around this. Don't take it personally. This is business, and your "customer" that owns the business, that employs you, is telling you they've got changes and they need you to support them in those changes. So, try to stay objective when you get a bad performance review out of nowhere.

2. See How Your Boss Is Treating Other People

The second thing that I want you to do is see how your boss is treating other people. If you got a bad performance review but other people aren't getting that same feedback, if you're not hearing that other people got negative performance reviews, then I need you to be really careful because this could be the company starting to single you out for a restructure, layoff, or firing.

These types of situations are happening more and more now. What was good enough before is not good enough anymore. So, take a look around. Is everyone getting the same feedback? Or do you feel like you're being singled out? Because if you are, there's a good chance that your job might be at risk and I don't want you finding that out later. I want you to be more proactive, which leads to my last tip...

3. Get Your Job Search Tools Ready

The moment you see a shift in how others are treating you after a bad performance review, you need to increase your networking efforts and get your job search tools ready. Any good business knows that if they start to see a customer who's not satisfied or who's acting like they're not satisfied, you do what you can to make that customer happy again, but you also remember that customers have life cycles and this may be the end of the life cycle.

You don't want to be left without a customer. You don't want to be left without an income for your business-of-one. So, it's important that you update your resume and LinkedIn profile. Get ready to do informational interviews and start networking with people who work at companies you might want to work at. Just get that ball rolling. You never knowâa great opportunity might come along and this might be the push that you need to make that change. But you want to be prepared. You don't want to start looking for work when you suddenly don't have a job, and for a lot of people, that's what's happening right now. I want you to protect yourself from that.

So, to recap...

Change your frame of mind. Don't take it personally. Understand that problems trickle down.
See how your boss is treating other people. Is this you being singled out as a performance problem? Or is everybody getting this feedback, and what can you do to fix it?
Protect yourself. Update your resume and LinkedIn profile. Increase your networking. Do some passive job searching. Whatever it takes to protect your business-of-one so it always has an income.

I hope this information helps if you suddenly get a bad performance review at work. Remember these tips, and you'll protect your career.

Good luck, and go get 'em!

Need more help with your job search?

Become a member to learn how to land a job and UNLEASH your true potential to get what you want from work!

Acquiring Job Advance Your Career Career Changing Careers and Employment Education Internship Job

3 Things You Should Do When You …

Why Companies Fire People To Save Money

There are a lot of companies that will choose to fire employees instead of laying them off. Let's walk through the instances when this happens so you can better prepare yourself.

Placing The Blame On You

Lots of companies right now are deciding to make significant cuts. They aren't making their numbers. They're not feeling financially secure. Whatever the reason may be, the biggest expense is people, so the fastest way to save money is to cut staff.

Now, most companies will be transparent about this and admit that it's a layoff. They didn't perform well. They need to make changes. They're laying you off through no fault of your own. It stinks, but nobody's blaming you. However, there are companies out there that will say that it's a firing instead.

When companies fire employees instead of laying them off, they're saying it's not their fault. It's not their fault you're suddenly underperforming and, therefore, they're going to fire you. How ironic is it that you were getting great performance reviews, everything was going fine, and then all of a sudden you're having a performance issue?

What normally happens is the company has figured out that they can get somebody to do your job for a lot cheaper. There are a whole bunch of people in the job market who will do your job at a lower pay. But if the company lays you off in order to save money, there are laws around discrimination that you could cite and then file a charge of discrimination against them.

Some companies want to avoid any risk of this, so instead they suddenly decide you're not performing and they document that and gather the paperwork to be able to prove that you're not performing (you're the problem) so they can fire you. This is how they avoid lawsuits. And when they fire you, they can replace you and hire somebody for less money.

You can never take your eye off the ball as long as you are working. If you're making a wage that you want to keep making, you need to watch your market conditions because if you're not growing, you're dying in your career.

Way too many people get into kind of an autopilot situation where they're not really growing and evolving with the market. And it's not just about amassing more skills. It's about strategically understanding the direction your career needs to go in so you stay relevant and in demand. You can have all the skills and experience in the world, but if you don't know how to package that up and market it correctly to employers, you're not going to differentiate yourself in the market and stay competitive.

Please be on the lookout for this situation in your career. The moment your company realizes they can have someone do your job for less money, you're going to become a performance issue. It's easier to fire you than it is to lay you off. Remember that, and make sure you know your unique value add (UVA).

Good luck, and go get 'em!

Need more help with your career?

Become a member to learn how to UNLEASH your true potential to get what you want from work!

Acquiring Job Advance Your Career Career Changing Careers and Employment Education Internship

Why Companies Fire People To Save Money

Executive Spotlight: How To Tell An Employee Theyâre Underperforming

In every company, there are usually overachievers and underperformers. For underperforming employees, managers need to figure out a way to tell these employees that they're underperforming while also motivating them to work harder and meet their goals.

We recently asked our leading executives for their advice on how to tell an employee they're underperforming.

Here are their responses...

Lisa Perry, Global Marketing Executive

As a marketing executive, one of the most challenging aspects of your role is addressing underperformance within your team. Delivering constructive feedback can be uncomfortable, but it is essential for the growth and success of both the employee and the organization. Throughout my career, Iâve used these seven effective strategies to communicate with an underperforming employee, ensuring a respectful and supportive approach that encourages improvement.

1. Preparation is Key: Before initiating a conversation about underperformance, gathering relevant data and facts to support your assessment is crucial. Review the employee's job description, performance metrics, stakeholder feedback, and specific instances of subpar performance. Identify the areas in which they are falling short and the impact it has on the team and organizational goals. This preparation will help you approach the conversation objectively and ensure that your feedback is specific and constructive.

2. Understand Their Perspective: When addressing underperformance, it's essential to consider the employee's perspective. While you may believe they are not meeting expectations, they may have a different understanding of those expectations. Take the time to listen to their viewpoint and clarify any misalignments between their perception and the role, assignment, or job description. By fostering open communication and understanding, you can bridge the gap in expectations and ensure everyone is on the same page moving forward.

3. Focus on Behavior and Performance: When discussing underperformance, it is crucial to focus on specific behaviors and performance outcomes rather than personal characteristics. Avoid using judgmental language and provide objective feedback supported by evidence. Communicate the expectations that were not met and highlight the impact of their underperformance on the team or organization. Focusing on the actions and results can help the employee understand what they need to improve upon and avoid making it a personal attack.

4. Use the Feedback Sandwich Approach: The feedback sandwich technique starts and ends the conversation with positive and constructive points, with critical feedback sandwiched in between. Begin by acknowledging the employee's strengths, achievements, and valuable contributions. Then, provide constructive feedback, emphasizing the areas where improvement is needed. Finally, conclude the conversation positively, offering support, guidance, and resources to help the employee succeed. This approach helps maintain the employee's motivation and self-esteem while addressing the areas of concern.

5. Collaborative Goal Setting and Action Plan: To facilitate the employee's improvement, involve them in setting goals and developing an action plan. Ask for their input on overcoming their performance challenges and achieving the desired results. This collaborative approach fosters ownership and engagement from the employee. Together, define specific, measurable, achievable, relevant, and time-bound (SMART) goals.

6. Regular Check-Ins and Tracking: Once you have set goals and developed an action plan with the employee, it's important to establish regular check-ins to track their progress. These check-ins are opportunities to review their performance, provide guidance, address any questions or confusion, and offer further clarification. By maintaining ongoing communication and monitoring their progress, you can identify any potential obstacles or challenges early on. These check-ins also allow you to offer support and adjust the action plan if necessary, ensuring that the employee stays on track towards meeting their goals.

7. Documentation for Clarity, Alignment, & Accountability: Maintaining documentation throughout the performance improvement process serves as a means of accountability and a tool for clarity and alignment. Documenting the agreed-upon expectations, action plans, and next steps ensures that you and the employee have a clear record of what was discussed and agreed upon. This documentation helps avoid confusion or miscommunication and provides a reference point for future discussions. By keeping detailed records of conversations, goals, progress, and any adjustments made, you can ensure that both parties are aligned and on the same page, fostering a productive and transparent working relationship.

Remember, effectively addressing employee underperformance aims to inspire improvement and create a culture of continuous growth and development within your team.

Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.

Michael Willis, Sports Business Operations Executive

Manager talks to an underperforming employee during a meeting

My first thought is: whatâs the temperature of whatâs happening inside the company now? If the company is in a season of staff reductions, this could be the âperfect stormâ for making the employee a candidate for dismissal.

If this is an employee I see as a valuable part of the team, then as a manager, I need to figure out how to get the employee back on track by investing time and energy into a fix.

Start an investigation.
Whatâs not meeting the standard? I need specifics.
Meet one on one with the employee.
Lead the conversation with the many good things that the employee is doing.
Go into a detailed discussion on the item(s) not meeting the standard.
Plan an action plan to correct the issue.
After a short time, meet again with the employee to see the results of the corrected action.

In closing, managers need to act when the deficiency first occurs. That action could be an observation of the deficiency. Build your plan of action to be a resource to make the employee better.

If the deficiency is a resistance to change or company culture, it might be time to move on from this employee.

The window to fix underperformance might be short in a fast-paced, results-driven environment.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M - $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Ana Smith, Talent Architect & Global Learning Strategist

Manager listens to an underperforming employee during a meeting

Addressing employee underperformance can be a very delicate task, but with a structured approach, you can effectively communicate the issue and help the employee sustain improved performance. Here's a step-by-step process for handling this situation:

Preparation and planning:
a. Gather data: Collect objective performance metrics, feedback from colleagues, and any other relevant information to support your evaluation of the employee's underperformance.
b. Define expectations: Clarify the job responsibilities, performance standards, and specific areas where the employee is falling short. Identify the desired level of performance for each area.
Choose an appropriate time and place:
Schedule a private meeting with the employee at a mutually convenient time and select a quiet location where you can have an uninterrupted conversation.
Open the conversation:
a. Start on a positive note: Begin the meeting by acknowledging the employee's strengths and past contributions. This sets a constructive tone and helps the employee feel more receptive to feedback.
b. Express concern: Clearly communicate your concern regarding the employee's current level of performance. Use specific examples and objective data to support your observations.
Seek their perspective:
Give the employee an opportunity to share their perspective on their performance. Ask open-ended questions to encourage them to reflect on the challenges they may be facing or any factors that might be impacting their performance.
Provide clear feedback:
a. Be specific: Clearly communicate the gaps between the expected and actual performance, focusing on behaviors and outcomes. Avoid generalizations or personal attacks.
b. Use the SBI (Situation-Behavior-Impact) model: Describe the specific situation, highlight the observed behavior, and explain the impact of their actions on the team or organization.
c. Active listening: Give the employee a chance to respond to your feedback, allowing them to express their thoughts or concerns. Listen actively and demonstrate empathy.
Collaborative goal setting:
Work together with the employee to develop a plan for improvement. Set specific, measurable, attainable, relevant, and time-bound (SMART) goals that address the areas of underperformance. Ensure the employee understands the expectations and the consequences of not meeting them.
Provide support and resources:
Identify any resources, training, or mentoring opportunities that can assist the employee in developing the necessary skills and knowledge. Offer your assistance in addressing any obstacles they may encounter.
Regular check-ins and feedback:
Schedule regular follow-up meetings to review progress, provide constructive feedback, and offer support. Recognize and acknowledge improvement, reinforcing positive behaviors.
Offer training and development:
Provide opportunities for professional development that target the specific areas where the employee needs improvement. This could include workshops, seminars, online courses, or mentoring programs.
Recognize and reward progress:
Celebrate milestones and achievements along the way. Acknowledge the employee's efforts and progress publicly when appropriate, reinforcing their motivation to sustain improved performance.

Remember, it's important to approach this process with empathy, fairness, and a genuine desire to help the employee succeed. Building a supportive environment and providing ongoing guidance can contribute to the employee's long-term growth and improved performance.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the "red thread."

How do you tell an employee they're underperforming? Join the conversation inside Work It Daily's Executive Program.

Acquiring Job Advance Your Career Career Changing Careers and Employment Education Internship

Executive Spotlight: How To Tell An Employee …

Executive Spotlight: Performance Review Dos & Donâts

A performance review usually isn't something employees or managers look forward to. But it's an essential part of the businessâto discuss performance and give feedback with the intention of helping the employee and the company as a whole. If you're the one conducting the performance review, how can you ensure it's a productive conversation?

We recently asked our executives what their performance review dos and don'ts are.

Here are their responses...

John Schembari, Senior Education Executive

Make the evaluation process as grounded as possible in evidence of practice/what is empirically observed. The use of performance rubrics that delineate and explain different levels of proficency can help to ensure that quality of work is being evaluated as opposed to personality.

If there are several individuals evaluating staff in similar roles of like function ensure that there is inter-rater reliability and, thus, equity in how performance is measured. Determine a common definition of quality performance and success across the organization. In the review, highlight both the practices that the employee should continue doing as well as those that should be refined. If possible, allow the employee an opportunity to discuss both their successes and determine how they will address practices to be refined as well as deliverables/due dates.

Don't wait until the next review to follow up with the employee. Provide resources that address growth areas and check back on a regular basis.

John Schembari is a current K-12 teacher/school leader academic improvement coach and former school building and district administrator. He loves to draw, travel, swing dance, and read nonfiction.

Ana Smith, Talent Architect & Global Learning Strategist

Woman gets feedback on her career from her boss during a performance review

Top performance is the way in which organizations grow, evolve, and compete. The same goes for employees of all levels. Yet one key ingredient is delivering performance feedback, which for managers and leaders can feel quite difficult and filled with stress. And all of this in addition to the current inflation, burnout, and a hot talent market that has employees quitting in droves.

We know from vast research on feedback that if you donât deliver tough, healthy feedbackâif you just let people "skate by"âit has a demotivating effect on strong performers and team players.

One important trend which has taken place for the past decade or so is eliminating year-end reviews. The rationale behind year-end reviews is to understand and measure the accomplishments and quality of work from year to year.

Focusing throughout the year on having good, quality performance coaching conversations with a specific cadence is what makes the difference. If this is the approach, for the vast majority of people, the year-end review becomes just another good performance conversationâa summary of what youâve talked about throughout the year.

Michael Willis, Sports Business Operations Executive

A performance appraisal is an evaluation done on an employee's job performance over a specific period of time. It is the equivalent of a report card on an employee and how their manager assessed their performance over the prior year.

A performance appraisal should motivate an employee to better performance by helping them understand why they need to move away from poor performance or toward critical objectives.

360 Feedback Evaluation

I like the 360 degrees form of appraisal where employees are evaluated by colleagues, customers, subordinates, and other connected managers. The 360 feedback allows the employees a glimpse of how others view their performance in various relationships critical to the job.

I think everyone's work and evaluation should be aligned to 3 factors:

A company's mission
A company's goals
A company's competitors

This evaluation should factor in the company's competitors:

Current competitors
Future competitors
New market entrant competitors

Melodie Turk, Learning Experience Executive

Boss meets with an employee for a performance review

Do not give surprise feedback during a performance review.

Do summarize all the accomplishments and the improvement work done throughout the year.

Many years ago I had a boss that set up quarterly development meetings with each employee. We were both expected to answer two questions about ourselves and the boss. They were: "What am I doing well? What could I improve on?" and "What are you doing well? What could you improve on?"

It's a framework I continue to use to open up the conversation on both sides for constructive feedback that works both ways. The valuable conversation plus the frequency made it very easy to prepare for the annual performance reviewâand there are no surprises.

Melodie Turk is a learning experience executive with a unique background in the learning and development arena as well as change management. She is passionate about bringing change to the workplaceâchange that is meaningful and change that will last.

Don Schulz, Senior Operations & Commercial Real Estate Executive

âIn my experience in leading people and teams, the key to performance evaluations is to make them an ongoing process. They should not be a point-in-time event but rather a more regular occurrence, integrated into the normal rhythm of business. This maintains transparency and ensures there are no surprises. Use regularly scheduled one-on-ones as the primary forum for discussing it. Feedback should flow both ways between employee and manager as appropriate.

It is also worth mentioning the timeliness of this question. I just returned from a national veteranâs charity event in Florida where this exact topic came up in conversation with some veterans. While none of them expressed the least amount of joy in the administrative aspects of completing performance evaluations, all of them expressed one shared belief: the importance of regular, continuous, ongoing feedback and how it is critical to maintaining high-performing teams, effective alignment, and a collective focus on mission.

While the level of criticality in the military varies from the civilian work world, the principles still applyâpeople stay more properly oriented toward an organizationâs collective goals, display greater engagement, and deliver better results through regular performance feedback and a more transparent understanding of their individual contributions, both positive and negative.

Don Schulz is a 25+ year commercial real estate executive & COO. On the personal side, he likes to ski, hike, golf, and run, and is an occasional homebrewer.

Kathleen Duffy, Founder, CEO, And President Of Duffy Group

Performance reviews should be a time of self-reflection for the employee and an opportunity to set professional goals for the upcoming year. We look at KPIs each month and have found when the employees look at them through the lens of their goals, the discussions take on a tone of continuous improvement.

Within our framework, here are examples of a few questions we ask:

What one or two skill areas are you going to focus on or continue to focus on to improve as a leader?
What will be the impact for you if you do improve in this skill?
What will be the impact on the company overall if you do improve in this skill?
What do you need to focus on doing/not doing, feeling/not feeling, to be a better leader in 202X?
How can I help you?

I don't want to give the impression that we avoid tough conversations. We have them in real time and don't wait until the performance review.

Kathleen Duffy is the founder, CEO, and president of Duffy Group. The company's vision is to elevate recruitment research as an alternative to contingent and retained search. Since its founding, Duffy Group has been a remote workplace and a culture of work/life harmony.

Stan Hammond, IT Cyber Executive

Woman talks to her boss during her performance review

A performance review is official and engages HR. It is essential to treat your staff with respect and dignity. Two rules and/or ideas:

1. Never bring up a subject (especially negative) during the official performance review that you have not presented and discussed unofficially before the meeting.

2. Use the process to get to know your staff better and to build camaraderie. Ask about something they have accomplished this past year that you may not know about. Share positive feedback you have received from other leaders/team members. (This may take proactive work on your part to prepare for the review.)

Stan Hammond is an IT cyber executive with decades of experience leading billion-dollar corporations and government agencies, including ServiceNow, the State Department, Veterans Affairs, Charter, GKN, Baxter, Caremark, and Pfizer, with cutting-edge technology.

Lisa Perry, Global Marketing Executive

Professionals during a business meeting/performance review

Sixty-nine percent of employees say they would work harder if they felt their efforts were better recognized according to a survey by Officevibe. The truth is what makes the difference is the little things that you do throughout the year for your employees that can make an impact; from keeping track of your employeeâs development, providing support to setting them up for success.

Here are five dos and don'ts of performance reviews.

Define Objectives & Expectations: Donât forget to define your objectives and expectations. Iâve used SMART (specific, measurable, achievable, results-oriented, and time-bound) objectives for years. But Iâve just started to now use OKRs (objectives and key results), a collaborative goal-setting methodology used by teams and individual employees to set challenging, ambitious goals with measurable results.
Provide Frequent Feedback: Donât give feedback once a year. Provide coaching conversations that people welcome on a regular basis. This will help your employees stay focused, meet their goals, and grow professionally.
Two-Way Discussions: Donât make the review process one way, top down, and behavior focused. Focus the performance review on results and make it as much of a 360-degree review as possible. Employees need to feel like theyâre being heard and valued. Include the boss's assessment, employee self-appraisal, and peer reviews in a meeting in which both parties can share their observations, perspectives, and comments about job performance.
Provide Facts: Donât provide vague feedback. Provide well-documented facts for both good and not-so-good results. Everything should be backed by facts.
Action Plan: There is no follow-up to the performance review with an action plan. Develop an action plan with set goals, areas for improvement outlined, support detailed, and deadlines to evaluate the progress. Keep it simple and positive, and express your confidence in their ability to improve.

With these tips, your review discussions with your employees will be a natural extension of the coaching that they receive. Remember, your team should be supported and listened to. Be open to receiving feedback as well.

What are some other performance review dos and don'ts? Join the conversation inside Work It Daily's Executive Program.

Acquiring Job Advance Your Career Career Changing Careers and Employment Education Internship

Executive Spotlight: Performance Review Dos & Donâts

How To Prepare For Annual Performance Reviews

Do you have a good upcoming performance review plus arenât sure how you can get ready? Are you struggling to help communicate your value throughout a yearly performance review? In that case, weâre here to display the ways to efficiently prepare and stand away to your employer!

Performance reviews could be intimidating, especially if an individual arenât sure how towards prepare and what is going to be discussed. Either way, itâs critical to spend additional time setting yourself upward for success during this particular ending up in your manager.

Think associated with these meetings as a new valuable opportunity to talk to your manager about development and goals moving ahead within your career. Youâve obtained this!

Within this training, youâll understand how to:

Get clear on the goals both individually in addition to within the organization
Effectively prepare with regard to the annual meeting upon your performance having a office manager
Develop efficient speaking points that lead to your growth and even accomplishments as a expert

Join our TOP DOG, J. T. O'Donnell, together with Director of Training Advancement & Coaching, Christina Burgio, for this live occasion on Wednesday, August twenty fourth at 12 pm AINSI QUE.

CAN'T ATTEND LIVE? That's okay. You will have access to this recording as well as the workbook right after the session!

Acquiring Job Advance Your Career Career Changing Careers and Employment Education Internship

How To Prepare For Annual Performance Reviews

How To Prepare For A Career Discussion With Your Boss

In order to have a productive discussion about career growth with your boss, it is important for you to prepare and think through some key items ahead of time. You want to be in full control of your career path and the best way to do that is to approach your manager with confidence and conviction around your career growth goals.

To prepare for the discussion, start by answering some basic questions about yourself and your career:

Basic Career Questions You Should Ask Yourself

What is your personal branding statement with regard to your career?

This response should focus on what you hope to achieve in your career.

What are your values?

This response should include your top five values in life. The importance of answering this question is to be sure your career goals match your current values. For example, if you value innovation, that influences your career choice and objectives.

What are your motivators?

This response includes examples of what motivates you. Is it fast-paced work with short deadlines? Is it structured work or flexible work? As with your values, you want to be sure your career objectives align with your motivators.

Deeper Career Questions To Ask Yourself

Businessman thinks about career goals in preparation for a meeting with his boss

What is your short-term career objective?

This response should be about where you see yourself in the next 12 months. If you want to be in a new assignment, then you should state that, as well as what that assignment could be. If you want to remain in your current role but perhaps take on additional duties, then include that information in this question response.

What is your long-term career objective?

This response highlights your ultimate career growth objective. Some people do not know what this is, but if you do, it is important to share it with your manager. This helps your career plan to be tailored toward reaching your ultimate career goals.

Questions For Planning Career Growth

Manager goes over her employee's career goals

What are your strengths?

This response focuses on your current strengths that you can leverage as you grow in your career.

What are your developmental areas?

This is about the areas where you need to grow so you can reach your career objective.

What are you willing to do in the next 12 months to reach your career objective(s)?

This response should focus on some specific, tactical items (SMART goals) that you can work on over the next 12 months. Consider this your action plan to reach your objective.

After Preparing For A Career Discussion With Your Boss

Confident professional is ready to move forward after important career discussion with manager

After you have these questions answered and feel comfortable with your responses, it is time to share this information with your manager. Ask your boss for input on your career growth objectives and whether they feel these are reasonable and achievable.

Ask them for input on your strengths and development areas and also request their support of your action plan. This will aid in your ability to be successful in reaching your objectives.

By taking the time to answer these questions and prepare for your career discussion, it will be much more productive and, hopefully, a more engaging discussion for both you and your manager.

Not sure how to grow your career? We can help!

We'd love it if you joined our FREE community. Itâs a private, online platform where workers, just like you, are coming together to learn and grow into powerful Workplace Renegades.

It's time to find work that makes you feel happy, satisfied, and fulfilled. Join our FREE community today to finally become an empowered business-of-one!

This article was originally published at an earlier date.

Acquiring Job Advance Your Career Career Changing Careers and Employment Education Internship