If you’re a leader, you’ve likely faced the challenge of balancing results with investing in your people. In today’s fast-paced and hybrid work environments, having meaningful career development conversations isn’t just a nice to have. It’s critical to retaining talent and driving success. In this episode, Julie Winkle Giulioni, author of Help Them Grow or Watch Them Go: Career Conversations Organizations Need and Employees Want,  unpacks how you can make career development a natural part of your leadership style, even with a packed schedule.

• Powerful Conversation Starters: Learn practical, curiosity-driven questions to unlock your team members’ growth potential.
• Effortless Integration: Discover how to weave career development into your everyday interactions, even when time is tight.
• Remote Growth Strategies: Get actionable tips to ensure your remote and hybrid employees have equal opportunities to grow and thrive.

Hit play now to master career development conversations that empower your team to grow, keep them engaged, and help you become the leader they need!

The Importance of Career Development Conversations

[00:00] – The Leadership Game-Changer
David and Julie discuss how a supportive boss creates space for growth, setting the stage for the critical role of career development in leadership.

[05:35] – Develop Me or I’m History
Julie breaks down why career development conversations are essential to retaining and engaging talent, sharing insights into why growth opportunities are the number one reason people join or stay with organizations.

[08:27] – Connecting Growth to Results
Leaders often wonder, “Why should I focus on growth when I have results to deliver?” Julie explains how employee development drives innovation, customer satisfaction, and quality improvements.

[11:08] – Redefining Growth for Everyone
Growth doesn’t always mean promotions. Julie encourages leaders to reframe career development conversations to align with individual goals, whether learning new skills, building confidence, or expanding networks.

[17:23] – Small Moments, Big Impact
Learn how to turn everyday interactions into micro career development conversations that compound over time. Help leaders manage their time while still investing in their people.

Strategies for Modern Leadership

[19:11] – The Power of Great Questions
Julie highlights the value of curiosity and shares practical questions. “What did you learn from that?” helps guide meaningful career development conversations.

[24:29] – From Titles to Action
Shift the focus from “What do you want to be?” to “What do you want to do?” Julie shows how this mindset change can open new opportunities and create actionable growth experiences.

[29:49] – Career Development at a Distance
As hybrid and remote work becomes the norm, Julie offers practical strategies to address proximity bias and create equitable career development opportunities for every team member.

[32:15] – Interrupting Bias with Awareness
Discover a simple yet powerful strategy for tracking interactions and ensuring equal growth opportunities for all team members, regardless of their location.

[42:39] – Supporting Aspirations Despite Performance Gaps
Julie provides a framework for navigating challenging conversations when employees aspire to grow but struggle with current responsibilities. She emphasizes how to use aspirations as a motivator.

The post The Busy Leader’s Guide to Career Development Conversations appeared first on Let's Grow Leaders.

New Ways to Support Career Development – a Multidimensional Approach

1:15 – Julie’s background and motivation for helping leaders navigate challenges associated with career development

7:55 – The two reasons why people development is so important for every leader

9:09 – How to reconcile your to-do list with the vital work of supporting your people’s career development

12:05 – Why your support for career development directly affects your results, outcomes, and bottom line

13:37 – The two career development questions that challenge managers at every level – and why a different approach makes all the difference

16:32 – The eight dimensions of career development and why the traditional “climb” approach isn’t the most meaningful

20:55 – Why some people seek leadership roles and how to discern if it’s a healthy role for them or their team

21:59 – How to think about the career development challenges of status and money that drive people to unhealthy decisions

26:03 – How to open the door to more meaningful development conversations with your team

32:01 – How to practically support a team member whose growth is motivated by contribution

37:08 – The leadership power of helping people recognize their progress

38:46 – Why contentment is a meaningful motivation and how to support people looking for this in their work and professional growth

44:00 – How traditional career development stressed managers and why, and how your support of career development in several dimensions, will increase your enjoyment of work and leadership

Connect with Julie

Website

LinkedIn

Twitter

Get the Book

The post The New Way to Support Career Development with Julie Winkle Giulioni appeared first on Let's Grow Leaders.

You want to help your team with career development, but time is limited. How do you support your team?

Today, on Asking For a Friend, I talk with Julie Winkle Giulioni, author of Help them Grow or Watch Them Go, about how managers can support development when there is pitifully little time. And, ensuring that every member of your team has an active career development plan as part of your talent strategy.

How to Help Your Team with Career Development (With Limited Time)

A few highlights:

1. Avoid taking on too much responsibility. Help your team member take charge of their own career.
2. Encourage them to bring a “plateful of feedback” to the conversation.
3. Look for quick opportunities for development in the context of your regular cadence of work (10 minute, bite-size coaching or mentoring moments).

Development Discussion Planner

An important part of many of our longer-term leadership development programs is to ensure that managers have a robust development plan in place for every team member.

More information on our development discussion planner here.

Ask your employee to reflect on both their current and desired future roles and answer the following questions.

What strengths would you like to leverage and grow?

In what strategic relationships would you like to invest?

What challenges are you looking to overcome?

Which skills would you like to learn or improve?

What support do you need?

Your turn.

What are your best practices for helping your team build a career development plan when time is limited?

The post Career Development: Develop Employees With Limited Time (Video) appeared first on Let's Grow Leaders.

Are you a leadership writer? We’d love to have you join us with your articles, videos, podcast episodes, or simply your best thinking on the topic (even if you don’t have additional content to link.) Our topic for March is diversity and inclusion. Click here to submit your thoughts and content!

Featured Asking For a Friend Guest: Julie Winkle Giulioni

Julie, the author of Help Them Grow or Watch them Go, answers the question “My people all want career development, but I have pitifully little time. What should I do?”

Career Development Thoughts for Leaders, their Teams and their Organizations

Jesse Lyn Stoner of Seapoint Center for Collaborative Leadership gives us Career Mobility Forces Organizations of the Future to Transform. Career mobility is the way of the future. Here are six ways organizations must transform to be ready.  Follow Jesse.

David Grossman of The Grossman Group shares Six Tips to Help Employees Grow and Develop. Taking an active role in the development of your team demonstrates confidence and concern for the future of the organization. It also gives employees feelings of significance, community, and value. Put these six tips into practice to help employees grow in their careers.  Follow David.

Laura Schroeder of Working Girl provides Navigating the Four-Day Work Week. An increasingly popular career path for senior professionals is to negotiate a part-time contract, and companies that embrace flexible work arrangements have access to a more diverse and experienced talent pool. Is the ‘four-day workweek’ right for your organization and how can you support part-timers in a full-time environment?  Follow Laura.

Sean Glaze of Great Results Teambuilding says This ONE WORD is the Defining Trait of Winning Teammates. Winning Teammates are the glue that holds organizations together because they bring more than technical skills with them when they arrive – they also bring vital interpersonal skills that contribute to a more profitable and positive team culture. But it was after a funeral that I learned the defining trait of winning teammates.  Follow Sean.

Maria Tanski-Phillips of Patriot Software shares Five Ways to Drive Employee Career Development in the Workplace.  To retain top talent, you need to show employees that they can grow and climb up the career ladder at your company. Learn five ways you can support and drive employee career development at your small business.  Follow Maria.

Julie Winkle Giulioni of JulieWinkleGiulioni.com  provides a video, How Leaders Can Help Employees Own Their Career Development, which offers actionable strategies for supporting and empowering others toward relevant and sustainable growth.  Follow Julie.

S. Chris Edmonds of Driving Results through Culture offers a video, Culture Leadership Charge: The Gender Happiness Gap. More women feel insecure in their roles then men do, and are more inclined to be job hunting. This video will help you fix your company’s efforts to demonstrate full equal treatment for all.  Follow Chris.

Thoughts for a Leader’s Own Professional Journey

Robyn McLeod of Thoughtful Leaders Blog presents Thoughtful Leadership in Action.  So often we focus more on the decisions that others make or the opportunities that others have. Instead, we should reflect on what we want for ourselves, push ourselves beyond our comfort zones, and be willing to make mistakes and be imperfect. Then we can become the kind of Thoughtful Leader that we want to be.  Follow Robyn.

Wally Bock of Three Star Leadership shares Individual Contributor to Boss: Some Questions to Answer.  Thinking about moving from individual contributor to someone responsible for the performance of a group? Read this first.  Follow Wally.

Eileen McDargh of The Resiliency Group shares In 2020, Forget about Your Eyes. Work on Your Ears.  My “vision” for 2020 is that I must strive to be a more compassionate listener. Find out how that can impact your career and home life.  Follow Eileen.

John Hunter of Curious Cat Management Improvement gives some Advice for Managers Who are Just Starting Out.  Advice for new managers: Learn to experiment and iterate quickly. Your main aim should be to manage the management system (which may mean the management practices used within your scope of authority or influence).  Follow John.

Shelley Row of Shelley Row Associates offers Make the Career Change Leap: Three Threads to Weave the Net.  Do you desire to make a substantial career shift but find yourself paralyzed with inaction and doubts? Weave the net, leap, work like crazy, and the net will appear.  Follow Shelley.

Chip Bell of Chip Bell Group asks Are You a Disruptive Mentor? We live in a time when effective leaders are expected to be disruptors. What does that mean for their role as a mentor?  Follow Chip.

Beth Beutler of H.O.P.E. Unlimited reminds us that as we consider our career and professional development, we don’t forget to cultivate the less tangible soft skills such as time management, communication, and emotional intelligence.  These skills will serve you well in all aspects of life—personal or professional—and help you have a positive impact on those around you no matter where your career leads you.  Follow Beth.

What would you add?

What’s your best practice or tool when it comes to career development?

The post Leaders Share about Career Development: A Frontline Festival appeared first on Let's Grow Leaders.

You’ve got an employee who does great work, but their role is changing. It will ask for new and different skills from them. You’re not sure they’ll be able to succeed. You’re a caring, compassionate leader who’s also committed to achieving great results. What do you do? In this episode, you’ll get practical steps you can take to address the situation and create a productive outcome for your employee and your team.

The post When the Job Outgrows Your Employee appeared first on Let's Grow Leaders.

“I’m looking at my people and I just don’t think they can get there from here.” Vivian was a gung-ho CEO exploring what it would take to build a more Courageous Culture (click to download your free white paper). She loved the idea of eliminating FOSU (fear of speaking up) and encouraging more micro-innovation and problem-solving, but as she mentally inventoried her team, she was concerned that not everyone could contribute great ideas and engage energetically.

Problem-solving and innovation certainly come easier for some than others, but it’s easy to make assumptions and miss people’s energy and potential. There are quieter voices you can amplify and embryonic ideas to nurture. The key is to give them the leadership they need to become effective team members.

How to Help Everyone Contribute Their Great Ideas

As you learn how different people are wired and what energizes them, you can meet them where they are to draw greatness from them. Let’s look at several types of people that present a challenge for leaders who want to build courageous cultures.

Silent Wounded

They don’t trust you—and with good reason. It’s not that you’ve done anything wrong. It’s the three managers who came before you who abused their trust, told them they weren’t hired to think, stole their idea, and then took credit for it. Now you have the same title and, fairly or not, all the negative baggage that comes with it.

Your job is to rebuild their trust. This will take time, but once you’ve built that trust, these team members are often very loyal. Start small. Ask a courageous question and receive the answers graciously and with gratitude. Build up to deeper questions and focus on responding well. Celebrate people, generously give credit, then ask for more problem solving and ideas to better serve your customers.

Silent Ponderous

To draw out the great value silent ponderous people can contribute, start by giving them time to think. For some meetings, this means giving them the main topic a day or two in advance and asking them to think about it. In some settings having everyone write their ideas first will give them time to process.

Another strategy is to clarify that you’re not asking for a 100% accurate answer. When you ask them for their best thinking at the moment or a range of ideas, it gives them permission to explore, rather than commit to something they haven’t thought through yet.

Just Do What I Sayers or Let Me Do My Thingers

You may have team members who are certain of their direction and methods. They’re often successful and just want people to line up behind them and do what they’re told.

When you talk with people in this group, it can help to frame the conversation in terms of their goals. If they want to have more responsibility or more influence, those are easy opportunities to talk about the people-skills they need to practice and demonstrate.

If they want to improve their outcomes, they’ll need people and their ideas. Two points you can emphasize in these conversations are: 1) What success looks like in this organization—is everyone thinking and contributing? 2) You care about their career and want them to succeed–and that’s why you’re having this conversation.

Just Tell Me What to Doers

There are a couple of types of people who consistently just want to be told what to do. The first group is the silent wounded described above. They have a “You won’t fool me again” mantra. As with other silent wounded, take time to rebuild trust with small steps that prove you mean what you say.

The second group of people who want you to “Just tell me what to do” are doing what they know has made them successful in the past. Through much of school and in many organizations, you can get along quite well by just following instructions. The challenge for these people is the same as for organizations everywhere: the world is changing and computers are far more efficient at being told what to do.

First, have a discussion about the changing nature of work and what it will take for your business to thrive. Next, reframe what success looks like for their role. In effect, you are still answering their need to “be told what to do” but in a way that asks them to consider the opportunities and problems facing the organization. Finally, equip them with the ability to contribute great ideas.

Idea Grenadiers

Some people are idea-machines–their brain works overtime to see the possibilities in every situation. Nearly every team is better off with someone who can creatively look at what’s happening and see opportunities to improve or transform. The challenge comes when the idea-person tosses all their ideas in your lap, wants you to do them, but won’t do the work. These are the idea-grenadiers—tossing their ideas like grenades and then running the other direction.

When you’re working with someone like this, it helps to have a direct conversation that calls them back to what matters most and asks them to engage. For example:

“I’ve noticed that in the past month you come to me with four different ideas about how we should improve security, revamp the training program, change our workforce management, and reorganize product management. There is merit in your ideas—and we can’t pursue all of them right now. Which of them do you think would help achieve our #1 strategic priority? Is that a project you’d be willing to help with?”

Schmoozers

Most organizations have a schmoozer—everyone likes them and they talk a great game, but when it comes time to get things done, somehow, they never implement that plan that sounded so amazing when they presented it.

The challenge is that they undermine trust. Ideas they share lack credibility and they’re less likely to be entrusted with good ideas because they won’t implement them.

The best strategy with schmoozers is to ignore the charm and focus on the results. Healthy accountability conversations that help them raise their game will help restore their credibility. When you talk with them, be ready for an elegantly worded explanation for why they didn’t get it done. If it happens again, you need to escalate the conversation.

For example: “This is the third time we’ve had this conversation. Your credibility is at stake. What you said sounded wonderful, but if you can’t implement it, your team can’t rely on you and neither can I. What can we do to get this on track and completed?”

Oxygen Suckers

The final challenging type is the person who sucks all the air out of the room. They often talk so much, so loud, or so vehemently that others don’t contribute. Oxygen suckers can spark drama that derails a healthy conversation and wastes time on tangents. Oxygen suckers often lack self-awareness and don’t recognize how their behavior affects others. It’s up to you to facilitate in a way that allows everyone to contribute great ideas.

To help your oxygen suckers, start with a direct conversation. Privately explain that you will run meetings differently and that your goal is to make sure everyone takes part equitably. Be specific about how you’ll do this. For example: “In some cases, I will time people’s comments to ensure everyone has time to speak. I may ask you to speak after I’ve asked some quieter team members for their perspective.”

With these challenging types, your approach and the conversations give them a chance to take part. Some people will choose not to—and that’s okay.

If someone tells you they can’t perform at the needed level or they don’t want to adjust their style, thank them for their honesty, honor their choice, and help them with their exit strategy. Either way, you’ve energized your team to contribute great ideas and are on your way to a courageous culture.

Your turn. What’s your best strategy for encouraging your team members to contribute their best ideas?

The post How to Help All Your People Contribute Great Ideas appeared first on Let's Grow Leaders.

Career Development May Mean Career Disruption

We’ve seen it time and again. The products and services that we loved yesterday are old news today… and obsolete tomorrow. It plays out in everything from our voracious appetite for new features and phones to the revolving doors of food providers who ride the taste-of-the-moment waves from cupcakes to fro-yo to poke.

That’s why most organizations rank innovation among their top strategic priorities. They know that the only way to survive this challenging and unpredictable reality is to continue to evolve products and services to stay ahead of (or at least even with) their customers’ fast-evolving and frequently fickle expectations.

But for many, mere incrementalism may not be sufficient to thrive – or even survive. So, disruption or radical change has now become the new normal. Organizations can certainly choose not to proactively disrupt; but, in that case, they’d better prepare to be disrupted themselves.

Even the employment landscape reflects this disruptive dynamic. The workplace of the past was almost completely populated with full-time employees. At present, full-timers only make up just over 50% of the workforce and the rest is a patchwork quilt of badge types and employment forms –part-time, contractor, consultant, intern, extern … and the list goes on.

This dynamic business landscape has introduced a range of challenges when it comes to career development. Gone are the days of predictable progression through pre-determined paths. The corporate ladder has toppled. Learning has morphed from formal, organizationally-driven training initiatives to organic, embedded experiences and self-service access models.

A VUCA Guide to Career Success in a VUCA World

Environments characterized by all of this disruption are frequently labeled ‘VUCA’ – volatile, uncertain, complex and ambiguous. Making the most of these factors and thriving in today’s environment requires a disruptive approach to career development as well – one that comes with its own brand of VUCA. Because 21^st century career development must be:

Versatile – Career success today demands an unprecedented level of flexibility, adaptability, and versatility. ‘Multi-purpose’ is the name of the game. Becoming a multi-purpose player. Developing multi-purpose skills. This helps one add more value while keeping pace, shifting gears, and responding fluidly, nimbly and quickly. Versatility supports career disruption, preparing employees to remain in a perpetual state of readiness to perceive and pivot toward possibilities. This is the secret sauce of sustainable success.

Uplifting – For career development to get the attention it deserves (and to break through the din of organizational priorities and noise) it has to mean something. Employees won’t put forth the discretionary effort required to pursue plans and goals if they don’t have an emotional connection to them. As a result, powerful development includes an affective dimension … with activities and elements that leave people inspired, energized and uplifted.

Choice-filled – In the past, career development was guided by static maps or career paths. But what happens if there’s a roadblock, accident, or just the desire to take a more scenic route? Career development in today’s disruptive environment requires dynamic GPS systems that offer current data about changing conditions and options for moving forward. The best career plans are the ones with many decision points, options, and possible roads in the right direction. These choices, teamed with versatility and adaptability, allow for real-time rerouting to take advantage of evolving possibilities as they present themselves.

Active – Gone are the days of employees being passive consumers of organizationally-driven career development services. Today employees and leaders actively partner to co-create opportunities for growth. But employees must really own their development. It must be a conscious choice, a personal priority and a deep commitment that plays out every day.

Today’s business environment requires employees to be ready, receptive, and resilient. Whether people come out feeling vulnerable or victorious depends largely upon one thing: their willingness to disrupt themselves and their careers.

The post Career Development May Mean Career Disruption appeared first on Let's Grow Leaders.

As we engage in our long-term leadership development programs, we inevitably spend time talking to the HR team about who’s in the program, why, and how we can best help. For better or worse, we hear what they’re thinking about you. Their hopes and dreams for what you can become, and of course, their concerns.

It’s been fascinating to experience the consistency of HR thinking across industries and geographies. Whether they are in Singapore, San Juan, or Kentucky, it’s the same behaviors that drive the HR VP nuts.

And of course, their impression can influence your career. Most senior leaders have one trusted member of their HR team on speed dial–not because they HAVE to, but because they WANT to. In my time at Verizon, I’ve been on both sides of that call.

There’s no better ditch the Diaper Genie™ conversation than what happens with an exec and their trusted HR strategic partner on a talent issue.

Here are 5 Behaviors That Will Impress Your HR Team

If you’re looking to get to the next level, or even to survive tomorrow, it’s helpful to have your HR team in your corner, cheering you on. In addition to being a rock star in your day job, Here are five behaviors that can help enhance their impression of you as a high-potential employee worth extra investment and support.

1. Be Coachable (#1 By a landslide)
   Be open to feedback, from up down and sideways. Really listen to what you hear. And show how you are integrating the feedback into real behaviors to improve. HR hears “Yup I got it” all the time, and then watch employees slip back into old behaviors. Show them you’re hearing the feedback by acting on it.
2. Tell the Truth
   Nothing frustrates a good HR person more than half-truths. If you want them to be straight with you, be straight with them.
3. Treat others with Deep Respect (Including Your HR team)
   This seems so obvious…and yet, I can’t tell you how many times I’ve watched a “high-potential” manager talk down to their HR team as if their role was somehow less important than a field assignment.
4. Work Hard
   “He’s smart but lazy.” “She’s great at managing up, but doesn’t actually get much done.” “Yeah, you know that Gamer you talk about in Winning Well? That’s John.” Not the recommendation any of us are going for.
5. Be Open to Try New Things
   Your HR team is looking to build a strong bench of talent for the long-term good of the company. They need utility players who they can count on to turn-around just about any sticky situation. HR loves the employees who are willing to take on a new challenge or make an unexpected lateral move.

Your HR team can be an invaluable resource to help you navigate your career and to get the feedback you need to grow and develop. It’s work the effort to invest in these important relationships and to ask for, and act on their feedback.

See also 5 Secrets of a Utility Player

The post 5 Vital Behaviors That Will Impress Your HR Team (with Video) appeared first on Let's Grow Leaders.

“But I exceeded all my objectives. Why am I not rating ‘leading?”

It’s a frustrating conversation no matter which side of the desk you’re on. The truth is, in most companies, meeting or exceeding your objectives is not enough to stand out. In a stack-ranked world, you’ve got to make a bigger strategic impact.

5 Ways to Differentiate Your Performance and Stand Out

Whether you’re looking for ways to take your own performance to the next level, or to help a frustrated team member differentiate their performance, here are a few proven strategies to make 2018 your best year ever.

1. Know what matters most.

Have you ever noticed it’s not necessarily the times in your career that you worked the longest or hardest that got the most positive attention? Sure sometimes there’s a correlation, but chances are it’s more a matter of finding that sweet spot where your skills and talents matched a strategic business need and pointing all your energy in that direction. You’ve got at least 37 priorities on your plate, you can’t exceed expectations on all of them. Talk to your manager, know what matters most, and be sure you nail that.

Ask:

“What’s the most important thing I (or my team) needs to accomplish to really impact the business this year?”

Or, “I know everything on this scorecard is important, but if I had to fail at something, which of these metrics matters the least, and what do you want me to really blow out of the water?“

Or even, “Imagine we’re sitting here this time next year, and you’re blown away by my (my team’s) performance… what would I (we) have accomplished?”

2. Fix something broken.

What’s not working that’s driving everyone crazy? What process could be made more efficient? What can you do to improve the customer experience (not just once) but systematically? How can you make work more efficient not just for you, but for your peers as well? Find something broken and fix it.

3. Build a clear cadence of communication.

Be the guy that makes everyone’s lives easier through a clear cadence of communication up, down and sideways. Treat everyone’s time as a precious resource. Hold meetings that people actually want to attend. Come buttoned up to one-on-ones with your manager, with a clear agenda (this tool will help).

4. Strengthen strategic peer relationships.

Great work never happens in a vacuum. Invest time in building strategic peer relationships where you truly understand, and help one another to achieve, your interdependent objectives. Nothing frustrates senior managers more than dysfunctional turf wars that distract people from doing the right thing for the business and for your customers. Your competition is not the department down the hall, it’s mediocrity.

5. Invest in your own development.

I once had a mentor who said, “Some people have 10 years of experience and other folks have 1 year of experience 10 times.” Even if you’re not changing roles, be sure you’re constantly learning and growing. Have a clear development plan that stretches you and helps you contribute more to the business each year.

If you want to truly differentiate your contribution–go beyond what’s necessary for today, and work to make a broader impact for your customers, for the business, and for those around you.

Your turn. What’s your best advice for building a year of truly differentiated performance?

See Also our Fast Company Article: 10 Common Excuses that Silently Damage Manager’s Careers

The post 5 Ways to Differentiate Your Performance and Stand Out appeared first on Let's Grow Leaders.

Although many companies caution workers about using social media, utilizing sites like Twitter and LinkedIn can go a long way in positioning you within your own company and as a leader in your industry.  Obviously you need to be smart about how you use social media. Never lambast your company or post anything inappropriate.

1. Share Expertise

A good example of using LinkedIn to develop online leadership is the profile of Keith Springer, president and founder of Springer Financial Advisors. Springer publishes tips on stocks, what is currently going on in the market and his personal reasons for the ways he invests. This not only keeps his co-workers up to date, but also offers advice for others in his niche.

 2. Establish Authority

Another important aspect of utilizing the online world to establish authority is lending credibility to your posts or blog writing. While you may have multiple degrees in your field and years of experience, it’s still important to cite reliable studies from trusted sources, such as universities and well-known research firms. Make sure you add a bit more information to any topic you cover so that people understand you aren’t just regurgitating information, but you truly understand the topic.

If you are really ambitious, write a short book on the subject you know best. You’ll earn quite a lot of respect from your employees and your peers.

3. Get Off the Computer and Into the Real World

Although you can make connections online, you should also be attending events in your industry. As you meet people at conferences, speeches you give or even social gatherings, share what you do and ask them to connect with you online. These in-person connections are much more likely to read, share and promote your content than those who’ve never actually met you.

4. Utilize the Right Platforms

While online leadership is about utilizing online social mediRead this post ‘The Real Definition of Employee Engagement’ by Let’s Grow Leaders to help you get better in Career & Learninga platforms, which platforms you choose can be just as important as how many followers you have. If your business focuses on technology, you can connect with like-minded people on Google+ and LinkedIn, but Pinterest probably isn’t going to bring you a lot of traffic. Study who is using each type of platform, analyze which social sites your competitors are on and start adding your voice to the mix to gain the online leadership skills necessary in today’s global marketplace.

If you liked this, you may also enjoy Scott’s previous LGL post. How to Be a Manager When Your Employees Are Older Than You.

The post 4 Ways to Leverage Social Media to Enhance Your Career appeared first on Let's Grow Leaders.