Thread by @swardley

X : Can you use mapping for HR.
Me : Yes, people do this. Using maps to identify where they need to go and what sort of skills (aptitude) and attitudes they will need.
X : I mean personal?
Me : Oh, well people have used mapping to help identify their future path / direction.

X : That's not why I mean.
Me : OK, now I'm curious. Just tell me.
X : Can I use mapping to get a pay raise?
Me : I don't see why not, it's seems to be a useful skill and people have used it to identify what skills will become important i.e. in the IT space learn Lambda.

Me : However, there's something deeper here because an odd question to ask.
X : Why?
Me : I rarely hear people talk about the topic because most companies realise the importance of keeping good people. I'm assuming you're "good" as you''re trying to learn more. That's positive.

X : That doesn't get me a pay raise.
Me : Hmmm. Do you know what does?
X : That's what I was hoping mapping would tell me.
Me : Can I ask something personal?
X : Sure.
Me : When did you last get a pay raise?
X : Five years ago.
Me : Oh.

X : Can mapping help?
Me : Yes and no.
X : Why no?
Me : Your firm doesn't value you, it probably hates you. Anything beyond a couple of years is a signal that they want you to go. Five years is like ... well unheard of. You need to find somewhere else to work.
X : Why yes?

Me : Mapping can help you find new skill sets that will become useful. Are you in IT?
X : Yes
Me : Learn serverless, AWS Lambda etc. Polish up your CV and get yourself on the market. That'll be your fastest route to a pay rise.

X : What if I want to stay. Can't I use mapping to develop myself in the organisation?
Me : You could but that requires them to listen to you. They're not.
X : How can you say that?
Me : Ever bought a tennis racket with a plan of playing tennis but you never got around to it?

X : Yes.
Me : Is that tennis racket currently in the back of some cupboard gathering dust?
X : Yes.
Me : You're that tennis racket. You need to move on, find someone who wants to play tennis.

X : But things will surely improve as the economy improves?
Me : The economy has improved. You're in a relationship where you're the tennis racket hoping that someday the person will play tennis. Don't waste your life on this, you have limited time. Move on.

[An old conversation. I'm glad to report that X has sent me an email about their new, much higher paying job, in the serverless space].

Two basic rules of thumb.

Firstly, try to do what you love.

Secondly, never ask for a pay raise -it's not your but the employers responsibility to keep you happy. If you're unhappy, find a new job and move on. It will also help keep your skills up to date. Use maps for this.

X : What if my employer really values me and matches any new job offer. Is that ok?
Me : Once and once only. But, you really to need to think carefully about that. A better path is to go. Remember, the employer didn't value you until you presented them with the new job offer.

X : What's wrong with asking for a pay raise?
Me : It's not your role to tell you how much the company values you. If you do ask, then make sure it's a figure that will cause people to gasp. Remember, if someone is offering you a role then they want you. Don't be afraid to move.

X : What about loyalty?
Me : And?
X : Don't people value loyalty?
Me : Do you own a broadband subscription?
X : Yes
Me : Ever noticed how the offers are for "new customers only"
X : Yes
Me : Now you know the value of loyalty.

X : According to you the role of leadership is to understand the landscape, build and adapt the strategy accordingly, create a culture that fits the context and look after your people.
Me : That's the absolute bare minimum to lead. Of course, that assumes your role is to lead.

X : What other roles are there?
Me : Lots. I might be a caretaker i.e. maintain what exists. Or, I might be a corporate raider in which case the job is value extraction. I wouldn't care about culture, strategy, awareness or people in such a role. Leading is a very specific role.

X : I thought every executive was a leader?
Me : Only in the hand waving sense of "leadership". Just because you're given corporate authority over an area or a group of people doesn't a) make you a leader or b) mean the job is about leadership.

X : I think you underestimate how powerful loyalty is.
Me : No, I don't. I just happen to know it's a two way street. You might gain value when others give you loyalty but if you give none in return - that's just exploitation. Don't expect to keep noshing on that free lunch.