What does career growth mean to you?

When I was still in the corporate world (a million years ago) working as a civil engineer and would interview for jobs, I would frequently ask the question: is there growth potential in this role.

It’s a good question to ask….if you give context to YOUR definition of growth.

In my case, I always just asked the blanket question because I knew I wanted to “grow.” But, I hadn’t even determined my own definition of growth, let alone conveyed that to the interviewer.

The working world seems to define growth as “upward movement” from the perspective of a corporate structure.

When not specified, “growth” to an employer typically means moving into management. You will start in a technical (or “worker bee” role) and move up the proverbial ladder into an oversight function, usually managing both work and people. This is what we traditionally consider professional growth.

NEWS FLASH: Not everyone should (or wants!) be a manager. I know, it’s shocking isn’t it?

Therein lies the hiccup in this blanket assumption. Because corporate success has been defined as such, management becomes the only option to “move up” in a company due to this broad definition. What’s worse is that damn ladder not only becomes the singular key to growth, but employees are subsequently made to feel inferior if this path doesn’t line up with their aspirations.

What if we challenged this standard and defined growth in our terms? What if we took a step back and thought about our own needs for professional fulfillment and figured out what it means to us to grow, advance, and reach that elusive full potential? What if we then challenged our employers to support and match those desires?

Here’s some alternatives-for-growth food for thought:

— Knowledge. To some people, continual learning and gaining of knowledge is growth. Becoming an expert in your field is the goal, regardless of your title or the number of people you manage.

— Salary. Is the only reason you want to grow or “advance” is to make more money? What if there were ways to move up the ranks in a technical capacity without being (potentially inappropriately) forced into an oversight role.

— Title. Do you want to be a “big deal?” Perhaps you want the validation of being named a Vice President, regardless of the responsibility that comes with it.

— Responsibility. On the flip side of wanting a validating title, perhaps it IS that responsibility and leadership you crave. You want to be in a position of authority and change-making…the title just happens to come with the territory?

— People. You like the dance of managing human capital, supporting their growth, and leaving your mark on the world through them. Whether it’s managing more of them or managing fewer at a higher level, it’s the mentorship that you truly love.

— Projects. Perhaps you’re more wired to put your love over leadership and oversight to work in a project or program management type role because you love seeing the fruits of your labor come to life.

— Service. Do you want to help those in need or desire to come from a place of service to give back or leave your impact through support of those less fortunate? Does improving more peoples’ lives through aide fulfill you and make you feel as if you’re growing as a person through the professional experience?

— Ownership. If you aspire to be your own boss and want to call all the shots, then I have some entrepreneurial friends you should talk to.

— You’re Content. The status quo is fine. You’d be perfectly happy staying right where you are for the rest of your career and finishing out your working days within the comfort zone you’ve created (secret: we won’t think less of you if this is your answer!).

How do you define success? It can be one, all, or a combination of the above. Think about it and learn how to articulate it in an interview or in an internal meeting with those in your company who can facilitate the shifting of you into such a role.

— — — — — — — — — — — — The Anecdote — — — — — — — — — — — —

To bring it full circle, when I was still in the engineering world, I saw all too many Project Managers and VP’s who should have just stayed at the drafting table. That was their passion, and that was their strength. They didn’t feel at home in a management role, which caused dysfunction and dissatisfaction, on their part and the part of those whom they (poorly) managed.

Some people are just wired to be worker bees, and that is (translate: should be) OK!

When you allow people to advance through their careers in ways that align with their definition of growth and fulfilment, that person is also likely in a position that utilizes their strengths. This means they’re happy (my goal!).

They flourish instead of floundering.

I wish corporate America would agree. And adapt.

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