Coaching & Workshops
Managers avoid career conversations because they cannot promise a promotion. This session shows them how to have a genuinely useful one anyway, which is what most people are actually asking for.
Why it matters
When someone asks about their future they are mostly asking whether anyone has thought about them, whether their work is going somewhere, and whether staying is a reasonable bet. A manager who hears only a promotion request answers the wrong question and often makes a promise they cannot keep.
So the conversation gets deferred to a review cycle, and the person concludes nobody is thinking about them. That conclusion is what actually produces the resignation, months later, usually described as being about money.
What the session covers
In the room
Practised, because the surface question is almost always narrower than the actual concern.
How to say a promotion is not coming this year without losing the person, which is possible far more often than managers think.
A career conversation that ends without one specific thing changing was a nice chat.
Signs you need this
When someone resigns and says they were not growing, the conversation they wanted usually could have happened months earlier and cost nothing.
If two or three of these are true you are past the point where it resolves on its own. None of them are unusual, and all of them are cheaper to fix than to wait out.
Sound familiar
Afterward
They have a way to answer that does not require promising a promotion.
Scope, skills and exposure are available now, and most people will take them if someone names them.
The ones described as being about money usually are not.
How it runs
Every manager. This is among the most frequent conversations they have and among the least supported.
Sessions run on site or virtually, and they are built around situations attendees bring rather than case studies from a textbook. You get a fixed fee before we start, and the person who scopes it is the person who delivers it.
Practicalities
Questions
Every manager. This is one of the most common conversations they have and one of the least prepared for.
Then this matters more, not less. Flat structures keep people through scope and skill growth, and that requires managers who can have this conversation honestly.
No, but it makes one work. Most development frameworks fail because the conversation underneath them is not happening.
Half a day.
Yes, and they pair naturally. A full day covers both.
Then honesty plus real scope growth is the play, and it works more often than managers expect. What loses people is vagueness, not a straight answer.
No. A framework helps if you have one, and the conversation is what makes it useful. Most frameworks fail for lack of the conversation, not the other way round.
A stay interview asks what would make you leave. This one asks where you want to get to. They pair naturally and are often run as one day.
Related
Senior-led, delivered by the person you meet
Tell us about your team and we will scope a session. No obligation, and we will say if one of the others fits better.
Tell us what is going on