Post by Julie Winkle Giulioni

I really appreciate the recent Harvard Business Review article on “thwarted impact”... probably because it puts words to something I’ve been seeing in organizations for a long time. Employees don’t disengage simply because they’re busy, underpaid, or waiting for a promotion. Often, they disengage because they can no longer make the difference they came to make. Every organization has bureaucracy. Every organization needs guardrails. But when policies, processes, or metrics repeatedly prevent people from doing meaningful work—or serving customers the way they know they should—that’s more than an operational issue. It's a: - Career development issue - Engagement issue - Leadership issue One of the eight dimensions of the multidimensional career framework I write about in Promotions Are SO Yesterday is Contribution—the opportunity to use your strengths in ways that matter. When that dimension is constrained for too long, no perks, recognition, or even promotions can fully compensate. That’s why one of the most important career conversations a leader can have isn’t, “Where do you want to be in three years?” It’s, “What’s getting in the way of you making the impact you’re capable of today?” The answer may reveal far more about engagement—and retention—than your next employee survey ever will. Check out the full article written by Jordan Nielsen, Daniel D. Goering, Kinshuk Sharma and Jason P. Orgill: https://lnkd.in/gxKr4z8M