That's a great question. For me, the first question is to understand their career goals and how much they really want to focus on it. Some people want to go for promo ASAP and want to do as much as possible to build skills now. Others want a more organic and iterative path. Still others are content where they are.
Once we agree on the goals, next is to try to find things that intersect with their skills and interests, and whatever behaviors or attributes the company is looking for at the next level. Whenever possible, I'm willing to shade tech choices or roadmaps to support those. Yes, it might be a slight diversion (keyword: slight) but getting excited and engaged higher performing team members more than offsets that.
Along the way, I make it clear that performance isn't a thing that happens to them, but it's a thing they own. My goal is to mentor and guide, but also to set themselves up to do the work and own it. I'll provide advice on how to go about the work in a way that shows next level skills, as well as appropriate scope, goal setting, etc.
Concrete milestones are definitely useful. Letting your team member set and drive those is great, too. That is a great way for them to demonstrate ownership of their career and understanding of what they need to do to get that promotion.
Once we agree on the goals, next is to try to find things that intersect with their skills and interests, and whatever behaviors or attributes the company is looking for at the next level. Whenever possible, I'm willing to shade tech choices or roadmaps to support those. Yes, it might be a slight diversion (keyword: slight) but getting excited and engaged higher performing team members more than offsets that.
Along the way, I make it clear that performance isn't a thing that happens to them, but it's a thing they own. My goal is to mentor and guide, but also to set themselves up to do the work and own it. I'll provide advice on how to go about the work in a way that shows next level skills, as well as appropriate scope, goal setting, etc.
Concrete milestones are definitely useful. Letting your team member set and drive those is great, too. That is a great way for them to demonstrate ownership of their career and understanding of what they need to do to get that promotion.