5 Tips To Advocate For Your Workplace And Career Happiness

A new study revealed that people who quit their jobs as part of the Great Resignation are having regrets with decreased workplace happiness. So, if you’re dissatisfied at work (whether you were a Great Resignation quitter or not), how can you advocate for your happiness instead of making a premature move that might not be in your best interests?

Luck Dookchitra, vice president of people at Leapsome, believes that learning how to self-advocate at work is an important professional and life skill to tackle. So, I decided to talk with her by email, and her first comment was, “If you’re thinking about how to advocate for yourself, chances are something isn’t going how you expected, or you’re feeling slighted or overlooked.” I thought that sounded like a fair assessment. So, I asked the vice president how an employee can begin the process of being their own self-advocate.

Four Preliminary Assessments To Self-Advocacy

Dookchitra told me that an easy way to start is to get clear around what exactly is at the core of what you’re feeling, and then reflect on” Why am I feeling this way?” She offered four preliminary assessments before taking action, starting with clarity:

1. Get clearminded. She says once you’re clear on what it is you want to advocate for—a promotion, raise, recognition, more opportunities or more support, etc.—you’re more likely to build a compelling case for yourself. “Take into account key metrics, proven successes and other factors that provide further credibility and proof for why your ask should be considered,” she advises. “As you contemplate what you’re looking for, it’s important to recognize that some asks aren’t binary. Like with any good negotiation, it’s good to consider all of the factors that would influence the overall outcome you want. For instance, perhaps your proposal can’t go forward due to budget constraints, which parts are most important to you and are there ways to push for a partial win or an alternative timeline to move you closer to your goal? Remember, even partial success can be progress towards your bigger goal.”
2. Advocate for your true values. Dookchitra explains that a partial answer might not suffice if what you’re advocating for is something that is true to your values, although this may be the answer you were looking for to help you make better decisions anyway. She gives this example: “You’re standing up for something you believe in, but there’s no way for the organization to support you or the situation. Perhaps this means that it’s not the right place for you. This can be dissatisfying but also clarifying for you to make your next move.”
3. Consider who’s on the other side. She reminds us to remember that we’re not the only person as part of this equation. As you reflect on finding clarity for yourself, it’s also important to consider the people on the other side. “Preparation, research and thoughtfulness will likely factor into how your request is received,” she points out, suggesting that you ask yourself questions such as, “Does your manager/management have a preferred style of communication? Have you considered timing around when you will bring up your request? Is your manager the final decision maker? What information could you prepare in advance to ensure you paint a complete picture? Have you given the other party a heads up about what you want to talk about?”
4. Think about how you plan to approach the other party. “Be realistic about what you’re asking for, and be as clear as you can be about what you need, why you need it and by when you need a response,” she emphasizes. “Or, just be clear about wanting to start the conversation and build rapport. In most cases, having the conversation is a great start to helping your manager become an advocate on your behalf.”

Five Best Practices To Negotiate Raises Or Promotions

Dookchitra offered four steps to advocate for a raise or promotion:

1. “Do your research. Look at market data and transparent salaries for similar positions in similar regions and other job postings within your own company.”
2. “List out your accomplishments and successes.”
3. “Consider your company’s career-level frameworks. Take a look at the levels around yours and see how you compare to the rubrics listed to build your case. Be honest about where you excel and where you have room to improve.”
4. “Are you working on business-critical projects? If so, how can you prove your impact? If not, how can you start working on them?”
5. “Exercise patience. While you can prep as much as you can and perform as well as possible, market conditions and budgets may not be in your favor. Talk to your manager about what is realistic, timelines and what else is possible and how to continue the conversation.”

Repairing The Gap Between Managers And Colleagues

As the divide between employers and employees widens, the need for business leaders to connect with disconnected employees has never been greater in today’s workplace. Dookchitra acknowledges that building relationships has become a lot harder in hybrid/asynchronous/virtual interactions. “If you’re experiencing challenges with your manager or colleagues, it might be a sign that further connection is needed,” she notes, and other experts agree.

A Betterworks study concludes that 40% of employees are not getting either conversations or feedback from management, and it’s crushing their growth. Ellen Rudolph, founder and CEO of WellTheory, cites the statistic that just 24% of U.S. employees believe their organization cares about their overall well-being. Yet, at the same time, she says, large employers are spending on average $3.6 million on well-being programs—underscoring that there’s clearly a disconnect when it comes to employer intentions and their advocating for employee mental health.

Allison Vaillancourt, vice president in the organizational effectiveness practice at Segal, states that employers can get employees onboard, starting with trust and transparency and genuinely listening to employees. And Dookchitra agrees. “Sometimes, behind screens, it can be hard to relate. Thus, it’s important to build in relationship-building via in-person connections, casual coffee chats, virtual icebreakers or team activities,” stressing that employers build in rituals that take personality and life into account. “Learning more about the other person as a human can be all the difference in building rapport and creating empathy and understanding,” she concludes.