There is little doubt that human beings have a need for social interaction and networking. In his landmark paper A Theory of Human Motivation (1943), Abraham Maslow concluded that, after fulfilling our psychological and safety needs, we must fulfill our interpersonal and “belongingness” needs. To paraphrase Maslow, individuals hunger for affectionate relationships with people and they will strive with great intensity to achieve this goal.
By all accounts, the world of work you are experiencing is significantly different than your parents’ world of work. The old ways of networking and measuring performance are ineffective in the face of unprecedented change and transparency.
So now you’ve had the value conversation with your boss, and it went really well. Here are a few steps you need to take after a value meeting in order to keep the momentum up.
Now that you have your value meeting scheduled with your boss, what are you going to say? Here are some suggested talking points to help keep you on track and to make sure you cover the most important areas.
When you’re ready to have a value meeting with your boss, you can follow certain steps to ensure that you have a productive conversation. Most organizations across the globe are not having this type of discussion, so it really helps to have a plan in place and all your ducks in a row.
Approaching your boss and requesting a conversation about the value you create is not an every day occurrence. Since “value conversations” are not being held widely in organizations, I suggest you try to be the following in order to make progress on this vital topic:
As stated previously, there is no greater activity to begin the process of raising the value you create for your organization than a conversation with your boss. By approaching your boss and requesting a conversation regarding value creation, you are already raising your value in your organization. Yet, at the same time, this is not a conversation being held in organizations across the globe.
It’s best to know if your activities are creating value for your organization or if they’re just providing a lot of busy-work. By conducting a value identification exercise, you can confirm if your activities create value for your organization or not.
With so many options and possibilities already existing in your organization, you can start to raise your value immediately. Before you jump out of your chair and begin the shift from good performer to valuable employee, however, you need to do the following two things: