Throughout this book, we have asked you to view career mobility through a kaleidoscope lens. We have challenged you to create a personal career pattern from six types of developmental experiences. We have offered questions as conversation starters to think about and talk about. And we have encouraged you to have conversations that lead to insights and ideas.

If you are saying “Yes! I can’t wait to get started,” then maybe our work here is done. But we all know—any of us who have spent time inside busy organizations—that it’s rarely as easy as it sounds. Sometimes it takes more than just wanting to do something. Here’s what we think it will take for you to seize development.

Courage—to speak from your heart about what you want from your career pattern. It takes courage to give and receive the feedback that shapes development. It takes courage to redirect and let go when things change. Courage empowers you to accept an experience that may not be traditional but that matches your interests, values, and skills. It takes courage to say that your mobility is going to mean growing right where you are for now.

It takes courage to be a straight talker with those who report to you. Leaders who beat around the bush and don’t give their team members the feedback they need, when they need it, lose the best opportunity for a development dialogue. Encouraging team members to ask for feedback from others, to validate or invalidate one’s views, takes courage—on the leader’s part as well as the employee’s. Sometimes it takes courage to say yes . . . and other times it takes courage to say no.

Commitment—to stay the course and do the work. Yes, development takes work. And change is not always comfortable. Remember that we learn at the edge of our comfort zones. So step to the edge. Keep the dialogue going. Talk about what gets in the way of good intentions. Both sides need to make commitments. Individuals need to commit to following through on their development plans, and they need to speak up when they are sidetracked. And leaders should commit only to something they can deliver. Keep yourself and others on track. Talk about development and have those conversations!

Collaborate—to build an adult–adult dialogue. Once upon a time, managers sat down with their direct reports and told them what they thought the next career move should be. Detailed career path charts were provided, showing every gate to conquer. That conversation had a parent–child flavor. Today, the conversation is and should be collaborative. It can be initiated by a leader or by an employee. These collaborative conversations can be with one’s own manager or with another person in the organization who has served as a mentor or guide. It can even be with a peer or a group of peers. The secret to any of these conversations is the genuine give-and-take. When two or more people come together for this dialogue, options are bound to multiply exponentially.

Connectedness—to maintain or create the connections you need to support growth. Surprised to see this one in the list? Here’s why it’s included. Careers don’t happen in a vacuum. Careers evolve within workplaces and organizations. The employee–manager covenant is more important than ever. Mentors and coaches, formal or informal, make a difference. Go find them. Connect to the resources you need. Build relationships. Get input, insights, and feedback. Draw on your connections, and reciprocate.

Confidence—to draw on the resources that will enable you to act confidently even in uncertain or ambiguous circumstances. All too often we second-guess ourselves. We want to pursue a certain track but we talk ourselves out of it for any one of a number of the reasons outlined in this book. Instead of moving forward, we overthink. We list the obstacles instead of the opportunities; we don’t trust ourselves. Confidence and self-empowerment go hand in hand. The more confidence you exhibit, the more others will follow. Leaders who know how to instill confidence in their teams show respect, give space, and notice when others take chances and risks. They are able to describe what they see and to give it a name. Do you notice when someone on your team takes an uncertain step? Do you notice when you try something different? Double-click on those moments.

Mobility Moments Revisited

The individuals whose stories we have shared as “mobility moments” have what it takes. Some took risks that paid off, and others learned from not-so-successful moves. A few persevered, while a few others wished they had. The support of managers, mentors, coaches, and peers came up over and over.

We can’t experience everything ourselves. Learning from others’ stories can fill that gap. We hope some of the mobility moments led you to reflect on your own experiences or to ask others about what they have learned in their journeys so far.

So, is that all there is?

Not quite.

It’s time to ask, Why bother?

Close the Loop

We know even the best ideas can be overshadowed by other priorities when reality hits. When you feel your development energy flagging, the following “because” list will help you to recharge.

Because “more right places” simply makes sense.

The existence of more right places gives individuals permission to think and act differently. When multiple experiences are celebrated in an organization, individuals have a variety of ways to feel rewarded for good work. The competition for a limited number of coveted positions is lessened. Recognition becomes more inclusive, and managers have additional ways to support the growth of their teams.

Because everyone wants to succeed.

No one shows up saying “I hope I fail at this.” Solid development plans and career patterns make individual and organizational routes to success clear. Successful organizations are collections of successful people working together.

Because working with talented, engaged people is awesome!

Being surrounded by great people, being charged up to do your best, leading yourself and one another to stretch and grow and deliver the best possible future, makes for a pretty terrific experience. Talent stays when the future is hopeful. When it’s not, talent walks.

Because bottom lines matter.

When people disengage or leave because they aren’t growing, it costs money. When talent jumps ship for opportunities that are missing or hidden in the current organization, money that could be spent on improvements and innovation is redirected to recruiting, hiring, and training.

Because everyone has a career.

No matter how many years you work, or how many or few jobs you hold, you will one day look back over the days, months, and years you spent working. That view—that pattern—will be the career you created for yourself. You may have had great mentors and managers. You may have had incredible experiences. You may have made some great choices and some poor ones. Regardless, it will be your career pattern. Make it amazing!

Because it’s the right thing to do.

Helping one another to grow and reach your aspirations is absolutely the right thing to do—for you, for your team, for the organization. When people learn and grow and realize their potential, everyone wins. Growth is a basic human need. Survival itself has depended upon learning new ways to do things and adapting to a changing environment. So, yes, growth is basic and essential.

The Kaleidoscope Is Turning Right This Minute

Are you ready for the new view?

With every tiny turn, opportunities change and new possibilities emerge. The reality that people are now responsible to grow their own careers opens up unprecedented opportunities to those who adopt the Up Is Not the Only Way mind-set.

Here’s your call to action. You now have the following:

Questions to ask and answer

This new mind-set requires asking great questions and listening intently so you can gain valuable insights from all conversations. Start those conversations.

Experiences to examine and evaluate

Your career patterns will be combinations of the six experiences outlined in chapters 4 through 9. How they fit together is up to you. Which experiences are next in your pattern? Create your pattern.

Your Mobility Moment

We saved this one just for you. If reading this book made you . . .

•    think “I never thought about careers that way before,” then we are pleased.

•    say “I am going to have some conversations about this,” then we are happy.

•    seize the opportunity and take action, then we are thrilled!

Go for it!