Myths Dispelled: What Keeps Leaders From Offering the Career Coaching that Organizations Need and Employees Still Want?

Excerpted from the 3^rd edition of Help Them Grow or Watch Them Go by Bev Kaye and Julie Winkle Giulioni

The research is clear. Career development drives engagement, retention and results. Yet year after year, it receives low scores on climate surveys as people express their dissatisfaction with the attention paid to their growth. The damage goes far deeper than mere numbers on a page because career development (or lack thereof) is among the top reasons employees give for leaving.

If career development is truly this important, why isn’t career development a more common feature of the organizational landscape? Over the years, leaders—by sharing oral history and spinning lore—have created and continue to propagate several myths. These myths or beliefs keep them from having the very career conversations their employees want. Which are familiar to you?

Myth 1 —There isn’t enough time.

No one will argue that time is among the scarcest resources available to leaders today. But let’s get real. You’re having conversations already—probably all day long. What if you could redirect some of that time and redeploy some of those conversations to focus on careers and development?

Myth 2 —I can’t give them what they want.

This myth is based upon the assumption that everyone wants more, bigger or better—things like promotions, raises, prestige or power. If you believe this, you likely view career development as a confounding no-win situation. Since these things you imagine others want are in woefully short supply, it’s understandable that many leaders might avoid a potentially disappointing and demoralizing conversation. But based on our research, the fundamental assumption behind this response is patently inaccurate. Today’s employees are looking for a different relationship with work—one that depends less upon the traditional trappings of career development and more on the experience of meaning, purpose, flexibility, challenge, balance and more—all things a leader can help facilitate.

Myth 3 —Why rock the boat?

If I don’t talk about it, they may not think about it. Developing people increases the likelihood that they’ll leave and upset the balance of your well-running department, right? Wrong. Employees have growth on their minds—whether you address it or not. Withholding these conversations is a greater danger to the status quo than engaging in them.

Myth 4 —Employees are responsible for their careers.

Employees must own the development of their careers. Full stop. If they’re not in the driver’s seat, the vehicle isn’t going anywhere. But that doesn’t mean that leaders are off the hook. You have an essential role as navigational support, helping others steer their career development toward success. That role plays out in large part through conversation.

Myth 5 —The learning and development professionals will take care of it.

Organization-sponsored training is a rich and valuable resource. Considering the urgent skills shortages facing many organizations, assigning an employee to a workshop or webinar could be an essential next step. But formal programs are just the tip of the iceberg. Informal opportunities and growth experiences within the workflow abound. Whether formal or informal, though, don’t be lulled into thinking that your obligation is satisfied once the activity is assigned. Your partnership throughout the process will help employees turn learning into actionable career development.

Breaking down these myths and understanding the realities of career development is an important first step. Only then can we overcome the barriers, allowing us to shift perspectives and update our mindsets around the pivotal role leaders play in the growth of those around them. By integrating career conversations into everyday interactions, recognizing that employees seek more than just promotions, and acknowledging the necessity of leader involvement, you can create an environment where career development is not only possible but becomes a natural part of your daily routines.

Now is the time for leaders to step up, dispel these myths and actively contribute to the growth and satisfaction of their teams—because, ultimately, the success of both the organization and its people hinges on it.

JULIE WINKLE GIULIONI is a champion for workplace growth. One of Inc. magazine’s Top 100 Leadership Speakers, she’s also the author of the bestseller Promotions Are SO Yesterday and Help Them Grow or Watch Them Go. Julie partners with organiza­tions worldwide offering her expertise in leadership and career develop­ment and designing award-winning bespoke development experiences.

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Keep an eye out for our next issue on April 1st, with more articles related to workplace coaching. Sneak peek at the titles and contributors:

• Beyond Management: How Top Sales Leaders Drive Real Results by Mike Carroll

• Nature vs. Nurture Vol 2 by Jane Roberts

• How a Chief of Staff Drives Strategic Leaders in the Executive Suite by Anne Marie Otanez

The Workplace Coaching Times is a free publication created by Tim Hagen from Progress Coaching. See a list of previous issues here: