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Moving into your next opportunity doesn't need to be painful

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The ‘company loyalty program’ doesn’t exist anymore. Phoenicians who started with a company in the 80’s or 90’s and wanted to have a career that provided professional development, coaching, mentoring, and promotion based on results may find themselves in a very different position today. Depending on your industry, there may be a shift to bring in less experienced workers based on their abilities technologically or the costs to acquire them financially. The company isn’t the enemy, but there are important ways to communicate your value to your employer as you leave the organization.

  • What have you done for me lately? This is the mantra of every company, but in some cases this generation doesn’t have the ‘soft skills’ to effectively develop the business relationships that the Baby Boomers and Gen Xer’s have. If this is a strength area for you, be sure that your supervisor knows it.
  • Why aren’t you meeting the ‘metrics’? It really doesn’t matter that the metrics are unattainable, unrealistic, or unreasonable. They are what they are. The bigger picture is that companies may not be taking ‘feet on the ground’ perspective into their assessments of employee evaluations. So, think about how you can express the importance of that viewpoint into plans moving forward, whether you are with the organization or not.
  • You are doing ‘all the right things’, but you aren’t producing the ‘right results’. Clearly any employer is going to assess that ‘you’ are the problem. Finding a way to explain that the ‘right things’ don’t work/aren’t effective’/ are not worth the time and cost in your market is probably the most challenging situation that an employee can have. Consider finding colleagues in similar markets or having someone from HQ visit your customers to evaluate your effectiveness.
  • Put a market value on customer relations. Try to explain the value the next representative needs to provide to your customers. At the end of the day, you want your customers to have someone who actually gives them value and won’t necessarily ‘fill your shoes’ but can at a minimum be available when issues and questions arise.


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