Looking Elsewhere: To Tell or Not Tell Your Supervisor

It goes against the common school of thought yet one man decided honesty could be a smart way of addressing his career ambition with his superior:

“I usually don't think you have to tell your supervisor you’re applying for a position, but I always did. And I'd tell them why — not that I'm unhappy, but I'm looking for a better opportunity, a different opportunity or a higher salary.”

The question today: “Helpful or not: Telling your supervisor that you’re seeking a new position?”

Worthy of discussion? Communication Intelligence Magazine says, “Yes,” and four professionals have shared a variety of viewpoints on the subject.

Travis Lindemoen

“I'm all about open communication in the workplace. It’s not a straightforward yes or no but let me share my take on this with you,” says Travis Lindemoen, founder of Enjoy Mondays and the managing director of Nexus IT Group.

“I’ve always been an advocate for transparency,” he says. “When I was in a similar situation, I’d sit down with my supervisor and have an honest conversation. It’s about personal growth and exploring new opportunities.

“This approach helped me maintain a good relationship with my manager, and they often appreciated my candor. However, it's not a one-size-fits-all solution.”

However, he confesses there are potential landmines to consider.

“It depends on your specific workplace culture and your relationship with your supervisor. If your workplace is more traditional or if you think your supervisor might react negatively, you might want to keep it on the down-low until you’re sure about the new job,” Lindemoen says.

“Ultimately, it's about weighing the pros and cons, and deciding what's right for you in your unique situation,” he says, going on to explain what is a possible reaction,” he adds, going on to briefly tell of two experiences.

“Once I had a fantastic boss who encouraged such discussions and even offered to help me network for the new position,” Lindemoen says, “But in another job, my supervisor didn’t take the news well, so I had to keep it under wraps until I had a firm offer.”

The big picture is important to remember.

“In the end, what’s most important is your career and your personal well-being,” Lindemoen says. “Trust your instincts and consider the dynamics of your workplace and you’ll make the right decision for yourself.”

Tim Toterhi

“Here's my take as a CHRO and career coach,” says Tim Toterhi, a chief human resources officer and a career coach at Plotline Leadership, with 20 years of management experience in the Americas, Europe and Asia.

“Never do this. Never. The only greater office-based blunder is asking ‘how far along’ an unpregnant colleague is,” he states.

The logic of the thinking and the quote at the top of this article are at odds, Toterhi infers.

“Looking to leave and wanting more in the current company are two very different things,” he points out. “Demonstrating ambition is something your manager can support. But once an employee has invested the emotional and intellectual energy to consider a move, it’s hard to reel them back. That’s why counter offers rarely work in the long-term.”

He expresses what many supervisors are likely to think and communicate.

“You can only ride one bus at a time,” Toterhi says. “So plan your travel before you open your mouth.”

He offers what he believes is smarter counsel.

“If you want to stay, ask for want you want, specifically. If you want to leave or have to because the current company can’t meet your needs, secure a new job and then give notice,” Toterhi advises. “Threatening to leave gains you nothing except perhaps the brand of problem employee.”

Cierra Gross

There is a critical checkpoint to consider and follow.

“Those with a positive working relationship with their manager or who work at a company where growth and development is encouraged, then of course telling your manager is a positive thing that will be viewed as a positive,” says Cierra Gross, the founder of Caged Bird HR.

She speaks to the sobering reality.

“However, most people don’t work in that type of environment or have a truly supportive manager,” Gross says. "So this decision becomes more about risk than about general sharing of information.”

She brings up something that hasn’t yet been discussed.

“In most cases, when people do share they are looking for new position it’s because they are trying to understand where they stand with the organization,” Gross says. “Retention offers are used to keep high-potential employees from leaving. So by telling your manager you want to leave, employees are really testing to see if they will be offered a retention offer or not. If not, the employee then knows the company doesn’t see them as valuable and they move forward with plans to leave.”

Brian Hart

“Several years ago, an account manager on my team had publicly posted her resume on a job-seeking website, writing ‘I would love a job that allows me to be creative and truly challenges me on an intellectual level,’ in her profile,” recalls Brian Hart, the founder and president of Flackable, a public relations and credibility marketing agency.

“We are a public relations agency, so the profile came up during our routine media and reputation monitoring that we conduct for ourselves and our clients,” he says.

Surprised, he addressed it.

“I confronted her about it and she claimed it was an old, outdated profile, even though it had clearly been updated with her most recent promotion,” Hart says. “Sure enough, she resigned shortly thereafter for a role with another company.”

He looks back at the experience.

“While the evidence contradicted her claims, I made the calculation at the time that it was better to let her leave on her own than to escalate the situation. In retrospect, after enduring the disruptions and distractions she imposed on her way out, I believe the right move would have been to end her employment when I discovered she was already mentally checked out,” Hart says.

He isn’t biased though.

“With that said, I do think there are mature, professional and constructive ways for an employee to express to a supervisor that they are not content with their current role,” Hart admits. “But first, the employee needs to determine what they want to accomplish. Are they seeking more money? Career advancement? Or a change of scenery altogether?”

The answers matter.

“If its the latter, then informing a supervisor would primarily serve as a courtesy for those who want to minimize the disruptions their exit may cause,” he recommends.

“If they are open to staying with the company under certain conditions — such as a pay raise— they should be prepared to discuss their request in terms of meeting the company’s goals and not solely based on their own personal and professional goals,” Hart contends.

“Tell your supervisor how your promotion will help the company meet its goals and how it will strengthen the team.”

He was willing to provide examples to illustrate and further explain.

“If you enjoy and excel at training new hires, explain how the promotion will position you to strengthen the onboarding process within your team. If you’re seeking a raise or enhanced perks, assure them that the increased salary will in fact secure your retention and help you ignore those distracting recruiting offers,” Hart says.

“Put yourself in your supervisor’s shoes and speak in their terms.”