Traditional career conversations often adopt a “one-size-fits-all” approach, which Jenna aptly described as the “spread the peanut butter approach,” where everyone gets the same thing regardless of their individual needs.
Jenna emphasized, “Racialized individuals like myself come with different backgrounds and experiences. Individualizing these conversations takes more effort and time, but it’s what makes people feel seen.”
For Jenna, creating a safe and personalized space is key.
“As a people leader, when someone starts on my team, I ask them about themselves: how they’d like to receive feedback, how they’d like to have career conversations,” she explained.
By separating these discussions from day-to-day tasks and deadlines, Jenna ensures they focus on the individual’s aspirations and growth.
Jenna’s perspective on career conversations reframes them as an essential tool for advocacy and advancement. She believes these discussions should be approached with clarity and intentionality, enabling both leaders and team members to align on aspirations and actionable steps.
“Let’s say I want a promotion. I put that on paper,” she shared. “If you want people to advocate for you, you have to do 90% of the work. Put it out to them and make your aspirations visible. Your managers are busy; the more you can streamline that process the better.”
Jenna also recognized that sometimes you may encounter unsupportive managers. Jenna emphasized the importance of being strategic and not letting the experience discourage you.
Jenna recalls advice she received from a coach. “Consider what motivates your manager and connect with them on that level,” she suggested. “While this puts the onus back on you which can be a challenge, it’s important, particularly in your early career, to build that rapport.”
Jenna acknowledged that if a leader consistently fails to act in your best interest over time, it may be necessary to escalate the issue or seek alternative support.
“The best approach is to give feedback in the most appropriate setting, like 360 feedback if your organization has it in place,” she noted. “Alternatively, you may escalate the issue or seek out other mentorship for support.”
Jenna’s approach is a rallying cry for organizations and leaders to rethink career conversations. By embracing a human-centered lens, managers can not only enhance psychological safety but also unlock the full potential of their teams.
“For Indigenous, Black, and racialized women, these conversations aren’t just about career progression,” said Jenna. “They’re also about being seen, heard, and valued—Career conversations, when approached with intentionality, have the power to illuminate pathways that might otherwise remain obscured, opening doors for new opportunities and enabling individuals to thrive.”
