In my last post, I explored how to identify people who could contribute to your career development. Continuing on this theme, in this post I outline the best way to approach those on your list of potential candidates. These suggestions are drawn from ‘Who is in your Personal Boardroom: How to choose people, assign roles and have conversations with purpose‘ by Zella King and Amanda Scott.
The different Personal Boardroom roles
Information roles
Customer voice- helps you understand markets, customers and business opportunities.
Expert gives advice based on their sector, or challenge-specific expertise.
Inspirer– inspires new ideas and brings fresh thinking.
Navigator-can tell you who you need to know, who does what and how things work.
Power roles
Unlocker-provides access to resources (money, data, people’s time).
Sponsor– speaks out to endorse you and your ideas to senior or important people.
Influencer-works behind the scenes to win support and helps you get things done.
Connector -makes introductions and connects you with people who can help you.
Development roles
Improver -gives candid, constructive feedback on your performance and development.
Challenger -challenges your decisions and thinking, and helps you see your errors and blind spots.
Nerve-giver– strengthens your resolve at difficult times and gives you a sense of purpose.
Anchor– keeps you grounded and holds you to account for the balance between your work and the rest of your life.
Making the most of the relationships
When you’ve decided on the purpose of those whose support you’re seeking, consider how you’ll maximise their support and expertise.
Formalise involvement
- Once you’ve defined why you need help, meet with those on your list to provide them with more information. Understanding your ‘why’ fully will help them to help you.
- Explaining the role(s) they currently play for you will make them feel appreciated.
- Talking about a new role they can play focuses the thinking on exactly what you want from them.
- Where someone – for example your line manager- plays more than one role, agree how you will structure your discussions in order to make the most of their expertise and manage the time.
- Agree roles with those who have not previously worked with you. These may be people you’ve not worked with in a while, or those you have infrequent contact with.
Purpose of the conversation
- Make sure you are respectful of others’ time. Ensure you create boundaries. If you’re clear that the support you’re seeking is for a specific period of time, this will make people more inclined to offer their help.
- Before each conversation, determine what you’d like to achieve and how they can help you achieve it.
- Listen well; value their input. Ask questions to seek clarification and build your understanding.
- Ask open ended questions such as “what are all the things I need to consider when deciding on my approach?” This will provide a range of options. You can decide later which you’ll follow through on.
After the conversation
- Take time to reflect what went well and less well. This will enable you to consider where else you may need help or what to explore next.
- Follow through. Ensure you commit to doing what you say you will and let others know you have. It’s always great for those who have helped you to know that their input has been appreciated – and also what happened as a result. This makes them as well as you feel good.
Paying it forward
By building a team of people around you who can support you on your career journey, you will have cause to be grateful to a number of people. Your best way to appreciate this is to reciprocate where you’re able to. In turn, think what you can do to support others who may appreciate you being part of their personal boardroom.
Consider which of the 12 roles you may be able to fulfil and be ready to offer support.
When I help others, my life flourishes. Allegra Sinclair
