Identify Your Relevant Business Results

My wife graduated from college with an English degree. That means all errors you find in this site are there because I didn't run the content past her. While living with her I have also been cured of trying to post a first draft. Everything gets two or more edits before going public.

Living with an editor is maddening—and also the best thing that has happened to me.

Consider me your Career Editor,
also known as the best thing that has
happened to you related to your career,
​and we'll get along fine.

Knowledge is nice,
but you need to use the knowledge to become great.
It's time to act. I'll show you how,
​and give you some resources to help.

Watch the video...

Read the book...

Identify Your
Relevant Business Results

I mentioned before that this is not career advice; that I’m giving you two tools and a strategy. Your run-of-the- mill career advice-giver would say something like, “Make sure you have clear expectations from your supervisor!” Instead, since I know many of you have supervisors that think they’re giving you clear expectations, but aren’t, I’m giving you a tool to obtain those clear expectations.

With this activity, you’ll be starting to use the VAO Model—actually doing the first action. In doing this activity, you’ll recognize that developing Meaningful Competence and enhancing your career is a team activity, with you as the team leader.

To identify your Relevant Business Results, you’ll prepare for and have a meeting with your supervisor. After you and your supervisor have agreed on a set of Relevant Business Results, you’ll establish your baseline and monitor trends to both confirm that these actually are Relevant Business Results and to see your progress. Finally, you’ll begin bragging. Or, rather, the data will be bragging on you.

THE PROCESS

PREPARE FOR YOUR DISCUSSION WITH YOUR SUPERVISOR

Nearly 100% of all supervisors hate surprises. So don’t surprise your supervisor by walking into her office and saying, “I’m here to identify my Relevant Business Results.” I hope you already know that, but I’ve been startled on occasion to find out what some people don’t know. So, how do you prepare?

• Identify what you think your Relevant Business Results might be. Listen to what your supervisor talks about during staff meetings and in your casual and formal discussions with her. Then you’ll be ready if your supervisor asks you what you think your Relevant Business Results are.
• Make an appointment for this discussion. When you ask for an appointment, you’re more likely to get uninterrupted time and attention dedicated to you. When you drop in, your manager may think you’re having an informal discussion, and you may not get the dedicated attention you want.
• Prepare your supervisor. If your supervisor is interested, look in the Resources section of this VidBook. You’ll find papers and other media you can share with her.

​THE DISCUSSION

If your memory is like mine, it’s useless to just tell you how to have the discussion. Instead of telling you, I recommend you use the “Relevant Business Results Discussion Agenda” found in the Resources section of this VidBook.

Consider having a practice discussion with a mentor or colleague first. That could reduce some anxiety about having the discussion with your supervisor. Plus, know that most supervisors have their own supervisor they report to, so they’re usually approachable if you’re bringing up something that will help the organization. And your improvement will help the organization.

KEEP YOUR BASELINE METRICS

Carrie was doing a great job, and she knew it. Her supervisor often thanked her for her contribution. Then an industry downturn hit. It was a nasty downturn; 30% of the employees were laid off, including Carrie. When Carrie went to the outsourcing counselor to work up a resume, she realized that she had no real numbers she could use to show her contribution to her now previous company.

Don’t end up in Carrie’s situation. Once you identify Relevant Business Results, keep your own records.

Start with your baseline metrics. These are the metrics that exist when you first start collecting metrics. With these baseline metrics, you can clearly show how much value you added to your organization. You’ll be able to make statements such as, “The marketing I supported increased our customer pool by 32% in the last year.”

MONITOR TRENDS

Personal coaches suggest that you take time to reflect on life. I’ve often wondered what to wonder about. I think one thing you probably should wonder about is the next action that will enhance your career. And with your Relevant Business Results you’ll have more than opinions to rely on, you’ll have documented evidence of your past results.

Use your advantage over those who merely get opinions.

Having the metrics will also allow you to try something new and see whether it works or not. If you’re the one that can explain why the metrics changed, you get positive recognition. (And I’m sure the metrics will have increased, because you will have implemented the rest of the Meaningful Competence strategy.)

BRAG

That leads us to the last point. Brag. You’ve just made it easy to do, even if you’re on the shy side. The numbers do most of the work. All you have to do is sit down with your supervisor and review the numbers. That’s all. Since you’ve been monitoring your own metrics, you won’t be surprised by what your supervisor sees.​

AND THIS LEADS TO...

Knowing your Relevant Business Results prepares you for the next action of the VAO Model—writing Value-Added Outputs. If you’re focused on enhancing your career, you have the feedback loop in place to let you know which Value-Added Outputs will increase your Meaningful Competence.

This is going to be great for you. I can’t wait for the next chapter.

This chapter walks you through one of the Worksheets. Your not just told how to do implement the strategy, you're given the tools and guidance to do so.

You'll find that as you build your Meaningful Competence strategy, you're constantly working with your current supervisor. Why? Because it's the only way to continually communicate your real value to your supervisor.

Because you're using strategy, not advice, your implementation of the Meaningful Competence strategy will become natural to you.