Career Growth Action Plan
A 6–12 Month Roadmap
This worksheet is designed to guide our one-on-one conversations regarding your career growth over the next 6–12 months. We will work through the sections together, with you, as the employee, leading the reflection, and me, the manager, serving as a thought partner and coach.
We agree to:
- Engage in a conversation that is focused and distraction-free.
- Dialogue with candor. This is a planning and learning tool, not an evaluation.
- Capture ideas, thoughts, and answers in real time. Imperfect notes are better than no notes.
- Revisit this plan often and at the agreed check-in points to learn together and adjust as needed.
Before setting goals, take time to look inward. These three subsections build on each other, moving from who you are today, to where you want to go, to the specific skills that will get you there. Do not feel you need to rush through this section in one conversation or meeting; take your time to reflect on these questions before moving to Part 2: Goal Setting.
Self-awareness is the foundation of meaningful growth. Use these prompts to understand what drives you, what you are great at, and what kind of work fits who you are.
With your strengths and values in mind, look ahead. You do not need a perfect five-year plan, just a clear sense of where you want to invest your energy this year.
Identify 3–5 skills or competencies most critical to your growth direction. In Column A, rate where you are today (1 = Beginner, 3 = Proficient, 5 = Expert). In Column B, rate where you want to be in 12 months on the same scale. In Column C, rate priority as Low, Medium, or High.
| Skill or Competency | Current Level (1–5) | Target Level (1–5) | Priority (L/M/H) |
|---|---|---|---|
Let’s translate your reflections above into one concrete SMART goal for the next 6–12 months. A strong goal is Specific, Measurable, Achievable, Relevant, and Time-bound. Avoid vague goals like “become a better leader”; instead, name what you will do, by when, and how you will know it worked. Together, we will work to ensure your goal is aligned with departmental and institutional goals and priorities.
Combine the above into a single goal statement that will guide your effort. Consider this format: “I will do (specific) by (time-bound) so that (relevant). I’ll know when I’m successful because (measurable).”
To ensure you progress steadily as you move forward, outline up to three milestones you want to accomplish.
Now that the goal is set, let’s plan how you will grow into it and name the support, resources, and obstacles that will shape whether the plan succeeds. Do not forget to document estimated timelines or due dates for when these actions should be completed. You are not required to fill out all opportunities below; some may apply to you more than others.
On-the-Job Experiences
Where most growth happens: challenging work that stretches you.
- Lead a high-visibility project or represent your team on a cross-functional committee
- Take on a new responsibility outside your current scope
- Step in to cover during a manager or peer’s absence
- Volunteer for a complex problem no one has solved yet
Learning From Others
Growth through relationships: mentorship, coaching, and feedback.
- Identify a mentor inside or outside the institution
- Set up monthly coffee chats with leaders you admire
- Request structured feedback from peers or direct reports
- Shadow someone in a role you’re curious about, or join a peer learning community
Formal Learning
Structured education: courses, books, certifications, conferences.
- Enroll in a course, certificate program, or workshop
- Read 2–3 books on your target competency
- Attend a relevant conference and bring back learnings
- Listen to a curated podcast series on your growth area
Growth rarely happens in isolation. Get specific about what you need from your manager, your team, and the organization, and name the obstacles you might face before they derail your plan.
Consider using Sophia, your 24/7 Leadership Coach, available in My Path in your Academic Impressions membership. Tell her what you are trying to accomplish, then ask her to help you identify the risks and obstacles you might face and, more importantly, to help you think through possible solutions to manage them.
Let’s build in deliberate moments to revisit this plan. Without scheduled check-ins, even the best plans drift. At a minimum, let’s set dates now. We can hone in on the focal points later if needed, and we can always meet more often than prescribed below. We will also document learnings during these check-ins, so this plan remains a living document.
| Check-in | Date | Focus / Topic | Notes and Key Learnings |
|---|---|---|---|
| 30-day | |||
| 60-day | |||
| 90-day | |||
| 6-month | |||
| 9-month | |||
| 12-month |
By signing below, both parties acknowledge this plan represents a shared commitment to the employee’s growth. This is a living document and may be revised at any agreed check-in.