AMA: Honouring your values at work & balancing ‘The Juggle’ with long-term goals

Question #1. What strategies do you recommend for communicating your values and long-term career aspirations to your manager in a way which feels authentic and constructive — especially when it can feel a bit vulnerable or aspirational?

A US based connection sent me this question via LinkedIn after she attended the Career Planning with Purpose presentation I delivered to her organisation late last year. It’s one of the sessions I ran recently for another corporate client and such a brilliant question, I wanted to answer it here.

In this presentation, I share a process to clarify your personal values. But also HOW to practically use them to make career decisions, set the right professional goals, lead and work in ways which are more fulfilling and sustainable.

This individual shared how she discovered that the career path she was pursuing didn’t align with her values. It led her into the work she does now and since then, she’s kept her values at the front and centre of what she does every day.

So when it comes to communicating your values and aspirations, here’s how I’d approach it.

First, it’s critical to openly share those career aspirations and long-term goals with your manager. The best way to do this is by having regular, two-way conversations with them about your development — not just performance.

This helps your manager build future capability and gets you involved in succession planning. It also allows you to work together to identify how your individual career goals can be achieved and supported in line with the needs of the business.

Second, you can communicate your values in subtle ways which are relevant to your role, team and even how you want to lead or be managed. For example, one of my clients values authenticity. So, she said to her manager: ‘Authenticity is really important to me, so can I please ask you to share feedback with me honestly and transparently?’

Freedom is one of my personal values and a big reason I’ve run my own company for the past 13 years. But when I think back to my time in corporate, one of the best managers I had gave me the freedom to operate my business area and manage my client relationships autonomously — in the way which worked for me.

Of course this didn’t happen overnight. It came from building trust over time and proving I could generate results this way. But the point is, it was important to me and I asked for it.

The reason sharing your values feels vulnerable is because it’s personal. So to ensure what you’re sharing isn’t fluffy or aspirational, shift the focus from you and your desires to HOW this benefits the business.

Always align your personal goals to the organisational strategy, KPI’s for your business area, the company’s mission and values. THIS is how you keep the conversation relevant and constructive.

This person reported back how helpful it was to integrate her values into everyday conversations with her manager. In her next quarterly 1:1 check-in, she pitched a new approach to streamline workflows and improve team collaboration. She not only communicated the benefits to the business, her leader and team beautifully — but found a way to apply her values in action.

Here’s the takeaway for you: When you don’t just talk about your values but live them through the work you do every day, you will create a career that’s fulfilling and sustainable.

Question #2. How do I support a high-performing team member who wants a promotion but structurally the organisation has no budget or next level opportunities?

This question came up in a recent workshop I ran with a small group of leaders. We focused on how to lead effective, ongoing development conversations to support their people’s growth, build capability and futureproof their teams.

One conversation which came up was how to develop and retain your top performers when progression opportunities are limited. Here’s what I suggested:

The first step is to acknowledge their aspirations. There was general agreement around the room that above anything, team members want to be heard. Start by recognising their goals and your commitment to supporting them.

The second step is to manage expectations. Confirm what opportunities exist, the promotion criteria and timing. Then, remind them of the importance of aligning their individual goals with business needs.

The third step is to provide clear feedback on their current strengths, development areas and required capabilities. Then, co-create a plan to help them reach their goals with clear steps and timeframes.

The fourth and final step is to be prepared to let them go. Help them identify suitable roles and projects that meet their career goals. Also, support their internal applications — even those outside your immediate team or department.

Better they move teams and stay with your organisation than losing them altogether!

Here’s the lesson for you: When you invest in your top performers (even beyond your immediate team), you will retain your best people and futureproof your team.

Question #3. How do I balance the juggle and keep taking steps towards my long-term goals when I’m career driven but in a season of life where I have a young family?

A big topic we talked about in the same workshop was how success looks different in each season. One leader shared a shocking confession: ‘I don’t think I belong in this room…’

When I invited him to elaborate, this individual said he’d done a quick Google search and noticed I work with high-performers.

He’d once put work ahead of everything else, including his health and important relationships. But with two young boys, his priorities had shifted. He didn’t see himself as a “high-achiever” anymore.

As with everyone else in the room, I was grateful to him for sharing this reflection, as it opened up an honest discussion about the importance of clarifying what success looks like at each career stage or season of life.

For this leader, he’s no longer living to work. He puts in the effort and does a great job while he’s at work. However, he now has clear boundaries between his personal and professional life.

Success in this season looks like flexibility and balance — and he focuses everything around his family. In the past it was the other way round. There’s no right or wrong.

Another senior leader was at a later stage in his career and heading towards retirement in the next 5 years. This career chapter was all about sharing his knowledge and developing the next generation of professionals in his team and business area. Success at this stage means giving back and leaving a legacy.

Then there was the incredible female leader who asked me this question. Talented and accomplished, she’d recently completed her MBA — all while working part-time with two kids under the age of four! Like many working mothers, she wanted to know how to stay career driven during this phase of life.

Here’s what I recommended.

First, define what success looks like to YOU. Success is different for everyone — and it doesn’t always mean a promotion, leadership or more responsibility. It could be more meaningful work, greater flexibility, or the opportunity to keep growing in your current role.

Consider your whole life — including your lifestyle goals, life stage, personal commitments and current workload. This gives you a more complete picture of what you need in your career right now.

Second, review your goals regularly. It’s important to reflect on your goals, progress and have ongoing career conversations with your manager on a consistent basis. Even if actively pursuing a long-term goal isn’t realistic right now, many of my clients find having clarity on their direction keeps them engaged and motivated.

Third, create time to take action towards your goals and make your career development a priority. Break your big goals down into smaller steps. Ask yourself: What’s the next, best step I can take, right now?

You’re the best judge of how much time you have. But as a guideline, this could look like diarising an hour a week to take the smallest step to upskill. If you’re working towards a bigger goal like a promotion, carve out 15 minutes a day.

To manage day-to-day work responsibilities, I recommend identifying your Top 3 tasks and number one priority to work on the next day. Then, treat the steps you take towards your long-term career goals and development the same way. Focusing on ONE task a week related to your long-term priorities is better than doing nothing for 6 months!

I did an entire episode on this topic, because it’s a question I’m asked so often: How do I stay ambitious without sacrificing work/life balance or time with family? Click here to read the article next.

When you define what success looks like to YOU, you will make progress towards your goals — without compromising what matters most right now.

Question #4. How often should you revise the skills you need for your current career?

This question was asked in response to a point I raised in a recent key-note. I was discussing the importance of taking ownership of your career planning and development to keep your skills relevant and futureproof your career. And the key message I highlighted was that in the changing world of work, we ALL need to be upskilling and reskilling on an ongoing basis.

When it comes to the cadence, the answer varies depending upon your role, level and industry. But as a guideline, I recommend revising your skills no sooner than every 6-12 months.

Focus on 1-2 development areas at any given time, set SMART goals and development actions for that period. This gives you the opportunity to make meaningful progress and measure results over time before working on developing new skills.

However, given the pace of change, it’s critical to review your career plan regularly during quarterly check-ins with your manager or as part of your own self-reflection. This allows you to adjust your focus as you make progress towards your goals — or the skills you require in your role shift in priority.

When you continually upskill and take ongoing responsibility for your development, you will futureproof your career.

Question #5. Where do I start if I’m struggling to identify the skills I need for the future?

This was another question I received during the same presentation and I’m addressing it here because one of the most common challenges I hear is: ‘Where do I even start?’

Begin by doing an audit of your current skills and the skills you need for your ideal future career. The similarities are your strengths or transferrable skills and the differences are your development areas. Identify the gaps between the two and prioritise developing those skills first.

I also recommend talking to people who are already doing the work you’re interested in. Ask them about the skills you need to develop to be successful in that career or role.

If you’re unclear on your goal, want to keep growing in your current role or are still struggling to identify the skills you need, focus on developing critical human skills. Think: critical thinking, emotional intelligence communication or leadership skills. This will help you futureproof your career and ensure your skills are directly transferrable to any role in future.

When you start with the gaps and priority areas, you will develop the skills you need for the future — whatever path you choose!

So there you have it. My specific answers to the most common career questions leaders are asking me in the room right now. I hope this helped address some of your burning work questions too!

If you want personalised support to find clarity, build confidence and create a strategy to take ownership of your career, I invite you to explore Ignite Your Career.

Apply for a complimentary call to get started HERE.

Stacey Back is The Career Planning Specialist, an executive career coach and speaker. She guides high-achieving senior leaders and organisations across the globe to design fulfilling, sustainable careers for long-term success.