Time to Tackle the Big Issues

Here are some concluding remarks to the chapter and a brief introduction to the next one.

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Chapter review

There you have it. You now have the tools and the motivation to define career progression for you, your team, and maybe even the whole department. If nothing like this exists at your company, I encourage you to start this movement at your workplace. You should start by defining a progression framework with your team as an exercise to define how they see their roles and your own role. Then, you can begin to invite others to see what you’ve been working on and see whether the network effect can bring about real change.

Career progression frameworks lower the barrier to career progression discussions. They bring specificity to the skills and competencies that ICs and managers should be aiming toward and enable those who’ve been too reserved to ask about what their future holds to have those conversations with greater ease.

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