Create a Culture of Compelling Career Conversations

It can sometimes seem that high net growth employees have one foot out the door, particularly top performers who are seeking greater meaning and impact from their work. However, when conducting interviews for Pivot, it was very rare that someone said their first choice was to leave their current job. It was only when they were stymied by bureaucracy at every turn toward greater growth that exasperated employees left.

Leaders care deeply about team retention and engagement, but don’t always have the tools to close the career development gap between an employee who has hit a ceiling and visibility into opportunities for growth within the company, even within their current role (which is where the most successful pivots start anyway).

For those worried about “having 2,500 (or 250,000!) employees trying to Pivot tomorrow” as I often hear from leaders on the cusp of bringing a program like this into their organization, rest assured! The Pivot Method is a simple, practical, four-stage framework that guides employees toward mapping their growth for the year ahead, starting within their current role.

Managers can apply this shared framework for conducting transformational career development conversations (with a strong emphasis on listening first, not jumping straight to advice-giving). At one point during my tenure at Google we had over 15 personal development templates—clearly, templates were not the issue! It’s the uncertainty of what might resonate most, and creating the time to step back from day-to-day tasks to reflect, understand what’s working, and design small resonant experiments to pilot what’s next.

With Pivot programs in place, both managers and employees have a stronger jumping off point for more detailed personal development plans (if you offer that internally).

Did you know . . .

  • When training is reinforced by in-the-field coaching, ROI increases 4x

  • 46% percent of employees say coaching by their manager is one of the best ways to reinforce new skills

  • More than 60% of employees are more likely to leave their job if their manager is a poor coach

  • The average manager devotes only 20% of their time to coaching

The new reality is career as a smart phone, not a ladder—dynamic, and customizable to each individual. I teach leaders how to help employees “pivot before they leap”—to find further growth within their company to avoid feeling like their only option is to quit in order to advance.

Careers are not linear any more, but they are not random either.


  • Foster agility within employees and leaders and create a culture of adaptability and fluidity, helping employees pivot and plan next moves within their existing roles, while exploring additional small project experiments outside of their teams (if desired)

  • Keep high performers engaged: learning, growing, and involved in career development programs. If they are going to Pivot it’s important to show it can be done from within the company, even if it means a rotation program, 10% or 20% project or horizontal move.

  • Provide tools for managers, mentors and coaches to have these conversations and align individual goals and career aspirations with the team and company metrics and performance expectations – these do not have to be mutually exclusive.

How We Can Work Together

If you are interested in working together, please submit an inquiry form here » 
I look forward to hearing from you!

Past and Present Pivot Clients: