6 Key Value-Proposition Questions to Understand Your Personal ROI

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Think beyond your current experience.

Have you ever defined your highest “value proposition” – both to your current company and in general? It is not always a simple thing to do.

Another way to think about value propositions is to borrow a concept from the investing world. What is your personal ROI? What return on an employer’s investment do you bring? If your total compensation is $50,000, $100,000 or $500,000 a year (plus benefits), for example, is the employer’s investment worth it, and why?

Think beyond your current ROI. Focus not only on the experience you bring and what you have done in the past, but also the greater value you can offer.

We often let our job titles and duties lead our thoughts about our professional net worth, but our true value add to a company is not best expressed by what department we are in or what tasks we have completed. We need to think beyond that and take a look at what problems we solve, what we have accomplished and how we do the job differently (and better) than anyone else who could have held the same role.

Key value-proposition questions include:

1)  How does my role fit into the organization’s big picture?

2) If I left my role tomorrow, what gaps would need to be filled?

3) What have I accomplished in the last 6, 12 and 24 months?

4) Where do I consistently receive positive feedback? Is the feedback meaningful to help me define my unique strengths and talents?

5) What basic needs of my employer do I meet? Providing vision, generating profit, supporting growth, managing risk or something else altogether? Be specific as to needs and how you meet them.

6) Where do I want to move next professionally and how can it benefit me and my current/future employer?

Beyond our current companies, we need to ask how our roles over time fit into our long-term vision for our careers, including our values, talents, strengths, interests, competencies and risk tolerances. Many of us lead careers that we have not fully examined, and therefore miss finding meaning in our careers, which leads to dissatisfaction and ultimately does not let us reach our potential. Defining your value proposition in this larger context helps you understand yourself and your role(s) better, so that not only do you find a better fit, but you are better able to communicate your worth.

This larger definition of value proposition takes more time than most of us are willing to invest, which is why those who do invest that time and energy have a distinct advantage. As you think about your career, what has made you stand out in each of your various roles? Can you tie these together or do you notice a trend?

Takeaway question: are you passionate about the things for which you are known, and if not, how can you become known for the things you are passionate about? 

Even if you are not passionate about all aspects of your job, you can tailor it to bring the role closer to what you do find challenging, interesting and meaningful.

Anne Marie Segal is a career coach and résumé writer for attorneys, executives and entrepreneurs. She is currently completing her first book, on job interviews, which will be available in early 2017. To join her monthly mailing list and receive a preview of the chapter on value propositions, please click here and write “Book Preview” in the comments section.

This post was originally published on LinkedIn.

© 2016 Anne Marie Segal. All rights reserved.
Image from Shutterstock.

 

Key Moments to Raise Your Hand (And Volunteer for New Projects During Your Career)

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When to say “I’ll do it!” and when to let an opportunity pass you by.

In the corporate world, and in other work environments, there are key moments at which you should raise your hand and volunteer for a new project or responsibility. These moments are critical to get right, because once you “own” a project that is going nowhere, it can be difficult or impossible to beg off at a later point. Knowing which moments are the right ones to volunteer is essentially a process of considering the end game: what are you hoping to get from the experience, and what value will it bring?

If you were always someone who raised your hand in school, eager to step up to the plate, you may volunteer too often and get stuck managing or completing projects that have minimal value to you and the organization. If you prefer instead to keep your head down and “get your work done,” you may miss some critical points to increase your leadership, reach and range. Striking a balance between appearing desperate to get noticed for doing a great job and disinterested in new work, here are three key factors to determine whether you should raise your hand when the boss is asking for volunteers.

  1. Is it high profile?
  2. Is it high need?
  3. Are you highly motivated to do it?

In general, if you have at least two out of the three hits above, you should probably be ready to go for it.

HIGH NEED / HIGH PROFILE

All things being equal, high need/high profile projects are, of course, the best projects to be on. You can increase your political capital within the organization by solving something mission-critical, and you can increase your visibility and level of responsibility for years to come.

If you are highly motivated to complete a high need/high profile project, you have the best of all worlds. On the other hand, if you do not initially feel motivated, brainstorm for possible motivators to get you going, including the obvious points I mention above. Generally, if you are in the right field and concerned about your career, you can generate the motivation to complete projects that meet the other two criteria by focusing on the initial and long-term results they will will bring to you and your company, whether or not the day-to-day tasks are always inspiring.

(Note: If you cannot muster up motivation despite the benefits, you may wish to keep your hand down and re-evaluate your commitment to your chosen role.)

HIGH PROFILE / LOW NEED

High profile projects can bring many benefits, but if they are not important to the organization, consider your motivation before volunteering. You may appear inauthentic, harming your credibility, and in the long run you may not have the commitment to do a good job (while on stage in front of the important individuals and teams within your organization). Examples of high profile/low need projects are the pet projects of senior management, which may allow you to rub elbows with the “right folks” but do not significantly advance (or redeem) the main profit drivers of your organization.

HIGH NEED / LOW PROFILE

Similar to high profile/low need projects, you may only wish to volunteer for high need/low profile projects when you are and can remain highly committed to them until completed. In addition, you should weigh the number of these types of projects that it makes sense to take on at one time.

If you do have strong (or sufficient) motivation to manage or participate in these projects, they could be a boon for your career, teaching you new substantive skills and helping you develop further leadership and self-reliance. You also will demonstrate your commitment to advance the goals of the company, even when being “in the trenches” does not yield an immediate gold star. That commitment can bridge the gap to yet another project that is more significant, if the earlier ones go well for you, and also give you a sense of accomplishment and meaning in your career.

LOW NEED / LOW PROFILE

In the case of a low need/low profile project, you likely should not volunteer regardless of how motivated you are to become engaged in something, unless your goals are no longer aligned with your company and current career path. These projects offer little in terms of advancing your career within a company, and in fact will present an opportunity cost, taking you away from more significant work. If you are tasked with one of these projects without volunteering for it, you may wish to accept it graciously and do your best to complete it (or, if appropriate, discuss your views on why it is not needed). If you are tasked with many of these projects and at the same time wondering why you cannot get traction in your career, you may wish to revisit your career goals and standing within the organization.

Copyright 2016 Anne Marie Segal. All rights reserved.