One of the ongoing questions for executives today is how to prove your value. Many of my executive coaching clients, who work at various levels and in numerous sectors, lament the fact they do not feel, or are not recognized for, the value they bring to their group, direct reports, and the organization.
It has been my observation these same people are often not sure themselves. It’s not that they don’t see their contributions but they fail to think of their successes in terms of results; rather, they remember what they did (meaning tasks) and how much effort they expended. “I was responsible for…” or “I attended…” or “…pulled an all-nighter.” It doesn’t measure anything but effort (this is not grade school), action is not a way to determine your true worth to yourself or others.
Proving to yourself you have value is difficult, but not impossible. It may seem boastful, self-centered, or even fantasy to prove your value. As with many questions such as this, I like creating a grape cluster (click here to read my article on the topic). For those of you I have coached, you know this is a simple and challenging exercise that helps you put your thoughts and ideas into definable, measurable parts, and highlights where you are conflicted or unsure. Try it and get some clarity.
Another very common issue when trying to prove your value is individuals are unwilling or unable to articulate just what it is they bring to the table. They’re challenged to focus their words and presentation on the listener rather than themselves or some intangible idea. Assuming most bosses are thinking “what have you done for me lately,” why wouldn’t you tailor your message to the present tense, speak in results — numbers and dollars — or whatever the currency of your organization might be? You are proving your worth rather than just stating it.
Once you have determined your successes, and their value to the organization, you need to get your message across to the appropriate ear. We call this “declaring your value.” That might sound a bit more pompous than I mean it but it does speak to the seriousness of the conversation. Casual comments like “I made things happen” or “I brought a lot to this firm” are too general and could apply to several other people, or worse, dismissed. You need to find a time and a place when it is appropriate and the focus of the conversation is your career development and recognition. Practice what you want and need to say — put it into sound bites, not some long narrative. Ask for dedicated time with your supervisor and limit the time you spend making your point. Try and focus on a major win or something in which you took the lead. Take credit then give credit, always with the notion you are feeding your boss with the facts as to why you deserve that promotion, big project, pay increase, or more responsibility.
Rather than waiting for the big moment, prep the person by sending regular updates to him/her not only to inform but to make your point and demonstrate your value. The message needs to be dispassionate, work-focused, and true. Companies that require employees to perform self-evaluation are asking for this type of information. I can’t tell you how many times I saw what I wrote in my self-evaluation transported directly to my supervisor’s evaluation of me.
Finally, always make attempts to interact with your boss’s boss. Often promotions and raises must be approved a level up. If that person has no idea who you are or what you’ve accomplished, they are more likely to challenge than support. Look for casual encounters, volunteer to present, ask your boss to include you in a meeting, attend as many company sponsored events where senior management will be present, even if you hate holiday parties.
Knowing how to prove your value and then declaring it to the person who can make things happen is an essential part of managing your career. It takes thought, planning, guts, and the belief you deserve what you are asking for.
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