Career
Growth
Professional
Goals
1 / 7
Technical
&
Functional
The
craft
itself
—
depth
in
your
discipline
.
Communication
&
Influence
Getting
ideas
understood
and
adopted
.
Leadership
&
Management
Delivering
through
other
people
.
Strategic
&
Commercial
Connecting
daily
work
to
business
outcomes
.
Collaboration
&
Relationships
The
network
that
makes
work
possible
.
Personal
Effectiveness
Sustaining
high
output
over
long
horizons
.
1.2
S EL F
-
AS S ES S MENT
MAT RIX
Rate
honestly
against
the
level
required
for
the
role
you
want
next
—
not
the
role
you
hold
today
.
Update
this
table
at
each
quarterly
review
.
Domain
expertise
in
your
primary
function
Data
literacy
and
quantitative
analysis
Tool
and
platform
proficiency
Process
design
and
documentation
Quality
assurance
and
error
reduction
Clear
written
communication
Structured
verbal
presentation
Active
listening
and
questioning
Persuasion
without
authority
Executive
-
level
summarisation
Delegation
and
task
scoping
Coaching
and
developmental
feedback
Performance
conversations
Cross
-
functional
team
coordination
Decision
-
making
under
uncertainty
Business
model
and
P
&
L
literacy
Prioritisation
and
trade
-
off
analysis
Market
and
competitor
awareness
Roadmapping
and
planning
Risk
identification
and
mitigation
Stakeholder
mapping
and
management
Conflict
resolution
and
mediation
Cross
-
cultural
and
remote
collaboration
Mentoring
and
knowledge
sharing
Professional
networking
Time
and
priority
management
Deep
focus
and
attention
control
Adaptability
and
resilience
Self
-
directed
learning
Reflection
and
feedback
seeking
2 / 7
S KILL
AR EA
C UR R ENT
LEVEL
TAR G ET
LEVEL
P R IOR ITY
AC TION
Technical
&
Functional
Advanced
Expert
Own
one
end
-
to
-
end
initiative
with
measurable
business
impact
.
Communication
&
Influence
Proficient
Advanced
Present
quarterly
results
to
a
senior
audience
without
a
script
.
Leadership
&
Management
Developing
Proficient
Lead
a
cross
-
functional
project
with
4–6
contributors
.
Strategic
&
Commercial
Developing
Proficient
Build
a
business
case
for
one
proposed
investment
or
change
.
Collaboration
&
Relationships
Proficient
Advanced
Mentor
two
junior
colleagues
for
a
full
quarter
.
Personal
Effectiveness
Advanced
Advanced
Protect
two
uninterrupted
deep
-
work
blocks
per
week
.
3 / 7
02
Career
Growth
Professional
Goals
Each
goal
is
written
to
be
specific
,
time
-
bound
,
and
verifiable
.
If
you
cannot
point
to
evidence
that
it
was
completed
,
it
was
not
a
goal
—
it
was
an
intention
.
2.1
IMMED IAT E
GOAL S
—
NEX T
9 0
D AYS
G
1
Close
the
largest
identified
skill
gap
in
your
current
role
Pick
the
one
capability
from
the
self
-
assessment
matrix
rated
furthest
below
target
.
Commit
to
a
structured
route
—
a
course
,
a
book
plus
exercises
,
or
guided
practice
with
a
senior
colleague
—
and
produce
something
tangible
at
the
end
of
it
.
Evidence
:
completed
coursework
or
portfolio
artefact
Deadline
:
Day
90
G
2
Build
a
written
record
of
your
contributions
and
their
impact
Start
a
running
"
brag
document
"
updated
weekly
.
Record
the
problem
,
your
action
,
and
the
measurable
outcome
.
This
becomes
the
source
of
truth
for
performance
reviews
,
promotion
cases
,
and
résumé
updates
—
and
it
removes
the
recall
problem
that
costs
people
credit
they
have
already
earned
.
Evidence
:
12
weekly
entries
logged
Deadline
:
Week
12
G
3
Establish
a
formal
development
conversation
with
your
manager
Move
beyond
the
standard
performance
check
-
in
.
Ask
directly
:
what
does
the
next
level
actually
require
,
what
evidence
would
make
the
case
obvious
,
and
where
are
the
gaps
in
how
you
are
currently
perceived
.
Get
the
answer
written
down
,
not
just
discussed
.
Evidence
:
documented
development
plan
,
co
-
signed
Deadline
:
Day
30
G
4
Improve
one
communication
habit
that
is
measurably
holding
you
back
Common
examples
:
writing
overly
long
updates
,
burying
the
recommendation
at
the
end
of
a
document
,
or
hesitating
in
larger
meetings
.
Identify
the
habit
from
feedback
,
state
the
replacement
behaviour
,
and
test
it
in
a
low
-
stakes
setting
before
it
matters
.
Evidence
:
3
pieces
of
confirming
peer
feedback
Deadline
:
Day
90
G
5
Take
ownership
of
one
process
nobody
currently
owns
Find
a
recurring
workflow
that
is
inefficient
,
undocumented
,
or
falls
between
teams
.
Own
it
,
document
it
,
and
hand
it
back
better
than
you
found
it
.
Owning
an
unglamorous
gap
is
one
of
the
fastest
routes
to
visible
scope
expansion
.
Evidence
:
written
process
document
adopted
by
the
team
Deadline
:
Day
90
4 / 7
2.2
S HORT
-
T ERM
GOAL S
— 3
T O
12
MONT HS
G
6
Lead
a
project
with
measurable
business
impact
from
start
to
finish
Not
a
workstream
within
someone
else
'
s
project
—
a
complete
initiative
where
you
set
the
plan
,
coordinate
the
contributors
,
manage
the
risks
,
and
report
the
result
.
This
is
the
single
most
transferable
piece
of
evidence
for
promotion
at
almost
any
level
.
Evidence
:
delivered
outcome
with
a
quantified
result
Deadline
:
Month
12
G
7
Develop
two
junior
colleagues
through
structured
mentoring
Mentoring
forces
you
to
articulate
what
you
do
intuitively
,
which
surfaces
gaps
in
your
own
understanding
.
Hold
regular
sessions
with
an
agenda
,
give
specific
feedback
,
and
track
their
progress
—
the
outcome
is
their
growth
,
and
the
by
-
product
is
your
leadership
evidence
.
Evidence
:
2
mentees
, 6+
sessions
each
Deadline
:
Month
9
G
8
Earn
one
externally
recognised
credential
or
certification
Choose
a
credential
that
hiring
managers
in
your
field
actually
respect
—
not
one
that
merely
looks
impressive
on
a
profile
.
Confirm
its
value
by
checking
whether
people
in
your
target
role
list
it
,
then
commit
to
a
fixed
exam
or
submission
date
.
Evidence
:
certification
issued
or
exam
passed
Deadline
:
Month
12
G
9
Build
and
deepen
a
professional
network
beyond
your
immediate
team
Identify
10
people
whose
work
you
admire
—
internally
in
adjacent
departments
,
or
externally
in
your
industry
.
Reach
out
with
a
specific
question
or
observation
rather
than
a
generic
request
.
Maintain
the
relationships
with
occasional
,
genuinely
useful
contact
.
Evidence
:
10
new
or
reactivated
contacts
, 4
substantive
conversations
Deadline
:
Month
12
G
10
Publish
your
expertise
in
a
visible
,
professional
format
Write
a
technical
post
,
speak
at
a
team
or
industry
session
,
contribute
to
an
open
-
source
project
,
or
present
at
an
internal
knowledge
-
share
.
Public
work
compounds
:
it
makes
your
capabilities
discoverable
and
forces
a
higher
standard
of
rigour
than
private
work
does
.
Evidence
:
2
published
or
presented
pieces
Deadline
:
Month
12
2.3
MID
-
T ERM
GOAL S
— 1
T O
3
YEARS
G
11
Move
into
the
next
level
of
scope
and
responsibility
Whether
that
means
a
formal
promotion
,
a
title
change
,
or
simply
a
larger
remit
,
define
what
"
next
level
"
specifically
means
in
your
organisation
—
headcount
,
budget
,
decision
rights
,
ownership
area
—
and
close
the
gaps
deliberately
rather
than
waiting
to
be
recognised
.
Evidence
:
promotion
,
expanded
remit
,
or
documented
scope
increase
Deadline
:
Year
3
5 / 7
G
12
Build
genuine
strategic
fluency
in
your
business
Learn
how
your
organisation
actually
makes
money
,
where
the
margin
sits
,
who
the
competitors
are
,
and
what
the
next
three
years
depend
on
.
Read
the
financials
,
ask
to
sit
in
on
planning
sessions
,
and
be
able
to
explain
your
work
in
terms
of
business
outcomes
rather
than
tasks
completed
.
Evidence
:
authored
business
case
or
strategy
contribution
Deadline
:
Year
2
G
13
Develop
a
specialism
that
makes
you
the
obvious
choice
for
a
category
of
problem
Generalists
get
hired
;
specialists
get
sought
out
.
Choose
an
area
where
your
organisation
or
industry
has
a
persistent
,
expensive
problem
and
go
deep
enough
that
people
route
those
questions
to
you
by
default
.
Evidence
:
recognised
internally
or
externally
as
the
go
-
to
person
Deadline
:
Year
3
G
14
Build
a
track
record
of
developing
other
people
Move
from
mentoring
to
sponsoring
—
putting
your
own
credibility
behind
someone
else
'
s
advancement
.
Track
who
you
have
helped
progress
.
This
is
the
defining
marker
of
senior
leadership
capability
and
is
almost
impossible
to
demonstrate
without
a
history
of
doing
it
.
Evidence
:
2+
people
promoted
or
progressed
who
credit
your
support
Deadline
:
Year
3
G
15
Sustain
a
deliberate
learning
practice
rather
than
episodic
bursts
Set
a
fixed
weekly
or
fortnightly
block
for
learning
—
reading
,
practice
,
or
study
—
and
defend
it
the
way
you
would
a
client
meeting
.
Skills
decay
without
maintenance
,
and
the
compounding
effect
of
two
hours
a
week
over
three
years
is
substantial
.
Evidence
:
consistent
logged
practice
across
12
quarters
Deadline
:
Ongoing
2.4
L ONG
-
T ERM
GOAL S
— 3
T O
5
YEARS
G
16
Reach
a
defined
senior
position
or
equivalent
scope
of
authority
Name
the
target
explicitly
—
senior
manager
,
director
,
principal
,
partner
,
or
founder
—
and
work
backwards
.
Identify
the
three
or
four
experiences
your
target
role
requires
that
you
do
not
yet
have
,
and
engineer
them
deliberately
into
your
next
two
assignments
.
Evidence
:
role
attained
or
equivalent
responsibility
held
Deadline
:
Year
5
G
17
Hold
accountability
for
a
budget
,
team
,
or
P
&
L
Financial
and
people
accountability
change
how
you
make
decisions
and
how
you
are
perceived
.
Seek
the
smallest
real
version
of
this
first
—
a
project
budget
,
a
small
team
,
a
cost
centre
—
and
grow
it
from
there
.
Evidence
:
formal
ownership
of
financial
or
people
resources
Deadline
:
Year
4
6 / 7
G
18
Develop
a
recognised
presence
within
your
industry
Move
from
internal
contributor
to
external
contributor
.
Speak
at
conferences
,
write
regularly
,
contribute
to
standards
or
community
projects
,
or
take
on
a
leadership
role
in
a
professional
association
.
Industry
presence
creates
optionality
—
opportunities
arrive
before
you
look
for
them
.
Evidence
:
5+
external
contributions
over
the
period
Deadline
:
Year
5
G
19
Maintain
a
career
that
is
sustainable
,
not
merely
successful
Ambition
without
recovery
leads
to
attrition
.
Protect
the
conditions
that
let
you
perform
over
a
decade
rather
than
a
quarter
—
reasonable
hours
,
genuine
rest
,
health
,
and
relationships
outside
work
.
A
career
plan
that
assumes
unlimited
capacity
is
not
a
plan
.
Evidence
:
sustained
performance
without
burnout
across
the
period
Deadline
:
Ongoing
7 / 7
