- Foster (by behavior or lack of behavior) either of these two beliefs: promotion is a political popularity contest, or equally as damaging, promotion is guaranteed with good job results. There are no guarantees.
- Force people to make a Career Development Plan. Creating realistic Career / Leadership Development plans is the responsibility of the employee and coached by the leader. The leader provides advice about how to move strategically through the organization but doesn't force a person to look for a promotion if they are happy with what they are doing.
- Provide feedback once a year when you have to. Feedback should be constant.
- Lie about performance just to avoid conflict or to avoid difficult conversations. They’re going to find out the truth when they hear about others' success.
- Block a great resource's career because you can't replace them. They’ll leave.
- Catch your team members in good behavior and make a big deal about behavior above and beyond their Key Accountabilities. This is where promotions come from. Reinforce this message.
- Some people are interested in learning new things, but not leading at higher levels. Encourage people to map out lateral moves in their Career Development Plan if that is their goal. Leverage the individual's Talent Report to help identify good moves for their unique strengths.
- If an employee makes a mistake, address it quickly and focus on learning and what will happen next. Build accountability and responsibility.
- An employee Career Development Plan is a strategic map to career growth. Like any strategy, it's a best-guess not a guarantee. Share this message often.
- Encourage each employee to include Succession Planning (see below) in their Career Development Plan. Each employee can help find and grow their successor to be available for a move.