What is going on everybody, thank you so much for joining me again, we are going to be talking about getting your manager on board or better yet even finding out if your manager is on board for your career trajectory, the things you can the actions, you can take the things you should be asking questions, you should be asking to your manager. So it's really important that you at least find out if your manager is on board. And we're going to take the path veteran manager is on board. So just so you know, because if your managers not, it's a whole other segment, whole other steps you would have to undertake, in order to get the support you need internal to your organization to grow your career, if you're looking to stay there. And as these are the same things you would do if you go to another organization as well. And, and most importantly, that you want to ask when you're in the interviewing process. Okay, so first of all, you want to set times to actually meet with your manager about your career progression, your career advancement trajectory within an organization. And you want to do that a minimum of two times a year because you already do your annual review. But you need to do it really, once a quarter. What happens is, I don't know if any of you do this, you set these great goals, right? That you want to achieve in the year. And then stuff happens like your job and you don't get to that, those extra things. And you forget about it up until like six to eight weeks when your review is due. And you're like, I can't get these all of this done, maybe two out of the five or one out of the six, whatever it is. And so by meeting with your manager on a quarterly basis, you are then more accountable to making progress in what you agreed to in the previous year, whenever you do your performance reviews, and you set your annual goals. So that's one reason. But on top of that, when if you're meeting with your manager prior to your performance review, you are already laying the path to what is going to be your goals for the next year, your manager already knows where you want to go. And that way you can build it into your performance plan for the next year. Or you can tweak and change your current performance plan that you've already created. Some places let you do it, others don't. So managers like look, this is what we know happened. So those things are gonna fall off. And they work with you to get it submitted and put into your, your own online system. So don't get stuck on Oh, I have to wait for the next review cycle No, start now because it makes it a whole lot easier. Because you'll know what to write in there as opposed to trying to do it and have do your review and then set your new goals all in the same time. So a minimum of two times a year, but really, once a quarter is what you want to aim for. When you're meet with your manager found find out where he or she sees your career going. And you're simply going to ask this question based on my skills and strengths. What direction do you see my career going in the company? Right? And they may ask you some questions, and they may ask you some more in depth questions about where do you want to go? Be sure you get their idea. And this is why because I'm talking to those of you who are in engineering, you're in tech, you're in science, right? You're in very technical fields. And a lot of times I've talked to women and their managers are the one that's pushing them to do less technical work. What does that really look like when that happens? So you want to pay attention to what your manager is where they he or she is seeing you go and ask them why. And you can use the by wide method and really like just ask them. Okay, so XYZ but why this division? Why this role, why those duties and to figure out what really, sometimes are their biases for pushing you out of a technical space and making them aware of it as well. So you definitely, definitely want to ask them where they see you going in the organization. Now also in that discussion.


Ask them if they're on board, and you're able to think you're telling them where you want to go. And they're agreeable, like Yeah, I can definitely see you doing that. You have XY and Z skills. Ask them what specific actions you need to take to be qualified for x row, like, what gaps do you need to fill in? And even how long do they think it'll take you to fill in those gaps. And so now you know what your gaps are, and they know where you want to go, right? So you literally can take your performance plan now and cultivate it around filling those gaps. Yes, it can be that simple. And that easy, just to at least document and having that discussion. Oftentimes, we're waiting to perform, it's time to do this, I highly encourage you to literally make an appointment with your manager, if you're remote. And they aren't doing regular weekly check ins with you anyway, they should be doing weekly check ins with their team on an individual basis to see how they're doing. during a pandemic, if you are going in the office, you're probably not going to meet face to face anyway. But it is still a great thing for you to do and engage with them in. So those are the things you want to do you want to set to meet with your manager two to four times a year for being out small, which is once a quarter, you want to go in and ask your manager, where does he or she see you going in the organization and really make that a lengthy conversation and under and asking them why they see you going in a direction, especially if it's in a non technical role, and you want to go into technical space? And then lastly, what actions do you need to take in order to qualify for X role? And some of you may find that you're already qualified. And they're gonna say, Well, you don't have anything open. And then now you're trying to figure out how can you turn determine when a next opportunity is going to be available? How can you just slide on in and just wait for that to open up? And so you could just tell your manager, hey, well, why don't we call Jessica who's the departmental manager and director over that group, and talk to her now. Because if you if we know when a role is going to open up in that team and that department for me, I can go ahead now and we can start training somebody to replace me when that positions open. So you're not trying then to be trained on a new position, as well as training somebody to Bill you're currently so make it a win win to when you're talking to your manager and you talking about your career trajectory and advancement, that you're going to help them out. But it's better if you're planning together and really leveraged, just planning period to help both of you out. Okay. That is all I have for this segment. I will catch y'all again later and we will still be talking about career trajectory, more things you need to be having discussions and questions you need to be having with your manager to make sure he or she is on board. I will talk to you later. Bye