Opportunity: The sixth principle

If you and I were to meet four years ago, you would’ve found me working in a warehouse.

I was responsible for assembling, programming, packing, boxing, and shipping access control panels throughout the country.

I would arrive at work ready to accomplish all of my assigned tasks for the day. I would typically put on my headphones and listen to my favorite podcasts or books throughout the day.

After nearly a year, my new wife and I decided it was time to look elsewhere for a different role to accommodate our now combined bills.

It wasn’t even two days later that I received a phone call from the manager of the technical support team at the company. He was curious to know if I would be interested in joining his department. This posed the exact opportunity that my wife and I were searching for. I quickly accepted the role and began to work for who would become one of my favorite managers of all time. He understood the importance of people and always placed his employees first. To this day, his retention of his team is incredible.

After a quick six months, I found myself being presented with another opportunity at the company. The EVP of Sales offered me a role that would change my life. Before I knew it, I was managing our entire resell channel and being involved in executive meetings. This role has enabled me to learn from high-performing individuals, contribute to the growth of the company, and travel the country building relationships.

The presentation of opportunities not only generated personal buy-in but also the desire to chase additional opportunities in the future within the same company. This same principle applies to any employee. It is crucial to have the perception of opportunity within your company. If employees do not feel as though they can grow or become promoted within their current organization, they will look outside the company to do so.

The perception of opportunity

Employees who feel they can grow as the company grows will continue to contribute at a high level. It is likely that they will exceed expectations in order to remain first in line for possible promotions.

You’ve heard the saying before, “A rising tide raises all ships” but is this actually true for all employees?

As the company expands, executives should consider their current employees as the first option to fill up-and-coming leadership roles. If new external managers are hired over those who have contributed to the company for a long time, you will immediately lose loyalty. This is an example of a rising tide that sinks the ships that have been around the longest.

Not only is this a sure way of negatively impacting company culture, but it proves a false long-term perception of opportunity.

Employees must understand what lies ahead for them if they continue to achieve their goals and perform at a high level. This contribution should always be rewarded. Ensuring that employees understand their potential growth at a company only drives results. Be sure this perception is honest and indeed possible, otherwise, a false perception will quickly diminish the output of teams.

What is the workforce actually experiencing?

If you were to talk to any company executive, they would tell you how important retention is to them. But are they actually doing anything to back this up? It’s more than likely that they aren’t. In fact, they may be causing more harm than they know.

Clear Co. provides us with some startling statistics. Here are only a few to help shed some light on the subject:

• 76% of employees are looking for further opportunities for growth.

• 86% of employees have confirmed that they would switch jobs for more opportunities for growth.

• 94% of employees say they would stay at a company longer if efforts were put forth for professional development.

• 83% of companies are quoted saying that the development of employees is important but only 5% have clear programs to do so.

• Companies that enable growth and opportunities within the company see a 58% increase in retention.

With such staggering data, what is actually being done to support further internal growth in the common workforce? All around, nothing…

However, that doesn’t mean that you can’t be among the few to influence this within your organization.

Enhancing potential and paving the road forward

Employees don’t expect their employer to pay for tuition (although that would’ve been nice), but at the very least invest in various forms of development. Most companies expect all employees to undergo ‘on-the-job’ training and never experience any other form of training. If the employer desires that the employees prepare themselves for future roles within the company, avenues for learning and development ought to be issued.

The growth of employees doesn’t require a heavy investment. Perhaps it doesn’t require an investment at all. There are a variety of ways to assist in the development of team members to find if they are a good fit for future opportunities. These avenues of learning can also be incentivized by the opportunity of promotions or raises upon completion. Here are a few simple ways to cultivate a new culture of opportunity:

• Transparent communication → Foster a culture of open communication where the company's vision, goals, and opportunities for growth are clearly communicated to all employees. Regularly share updates on the company's growth trajectory, new projects, and upcoming opportunities. Practice honesty with the employee. Do not lead them down a false road of growth. If they have hit their ceiling, make it known.

• Career development programs → Implement structured career development programs that include mentorship, coaching, and training opportunities. These programs should be accessible to all employees and tailored to their career aspirations and skill development needs. This can be done by both internal and external individuals. These can include both hard and soft skills.

• Performance feedback and reviews → Conduct regular performance evaluations that provide constructive feedback and identify areas for improvement and growth. Use these reviews as opportunities to discuss career goals and map out development plans.

• Internal job postings → Establish a transparent and accessible system for internal job postings. Ensure that employees are aware of job openings across different departments and levels within the organization. Encourage employees to apply for roles that align with their career aspirations. Perhaps issue jobs only to internal teams before making them publicly known.

• Success stories and role models → Share success stories of employees who have advanced within the company through hard work and dedication. Highlight the career paths of these individuals to inspire others and showcase the possibilities for internal growth. Consider using these same individuals as trainers or mentors for new employees.

• Career pathing discussions → Encourage regular discussions between managers and employees about career aspirations and development goals. Help employees create personalized career paths within the organization that align with their skills, interests, and ambitions. Managers should be invested in the growth of their employees, even if it means they accept a role elsewhere.

• Promote a growth mindset → Foster a culture that values learning, innovation, and continuous improvement. Encourage employees to take on challenging assignments, pursue stretch goals, and learn from both successes and failures. Practice the art of intrapreneurship within the walls of the company.

• Recognition and rewards → Recognize and reward employees who demonstrate growth potential and contribute positively to the company's success. Acknowledge milestones and achievements that align with the organization's growth objectives. Even if this does not result in a promotion, the employee will still feel valued and perhaps have something to add to their resume.

It all begins with a simple question

Taking the first steps toward a better environment of opportunity can be more simple than you think. Start with one of these questions:

If you are an employee, ask: “What does the future hold for me at this company? Do I have areas of growth? If so, what can I do to prepare for the next opportunities?”

If you are the manager, ask your employees: “What are your career aspirations? Where do you see yourself in 3, 5, or 10 years? What can I provide to help you achieve your goals?”

If you either enable the perception of opportunity or understand your own opportunities for growth, more output will be achieved by all parties.

Consider teaming up with other influential individuals at your company. It could dramatically change the trajectory of growth, retention, and innovation. You could be the person to make all the difference.