What are the most effective ways to communicate your accomplishments to your employer?

It is important that we showcase the value added to the organizations who employ us. Yes, we are also increasing our own value in the overall marketplace, but not at the expense of the organization. Show how you helped the organization progress according it's current milestones. Bring in other's contributions as well. Many people progressing are better than one. Sure, pick a few things to increase innovation, but be sure there are plenty of achievements that executives can see fulfilling their goals as well.

What’s the why? Before you begin anything, take a moment to define why you’re doing it in the first place. The answer to your why is going to be the staple ingredient in all your communications going forward.

Effectively communicate your accomplishments to your employer by using clear, concise language, highlighting quantifiable results, and aligning your achievements with organizational goals during regular performance discussions or through periodic progress reports.

By provided means you should communicate your accomplishment in relation and alignment to your goals by giving simple and concise significant value attached to it and most preferably in a quantifiable format with practical and demonstrate-able metrics on how to navigate through.

This has to be done at a time that makes sense and have proper context. The great opportunity to do so is when asking for a promotion or raise. By highlighting how you have positively fulfilled areas of the company’s goals you add a reasonable argument to your request for higher responsibility and/or pay.

I think for many individuals and especially leaders, discussing their accomplishments outside of a formal performance appraisal or evaluation would feel unnatural. Succeeding is the overall goal and achieving accomplishments part of that. For this I would encourage flipping that script and ask leaders to engage with their staff outside performance reviews. That’s mentorship at its core. If that leader or boss is not embodying the approach themselves, it truly would be hard to believe that mentioning accomplishments to them would have a truly positive impact. In terms of sharing with peers, the hope is that you are a part of team that supports and roots for your success and would appreciate hearing about your accomplishments.

Beyond the time and the format to communicate, mode of the communication and intention of it must be clear and guarded enough not to be mis-interpreted by the audience. So you do not just cease "any" opportunity to communicate this critical part, you do so when it is right. The relationship between the communicators matter, if your audience is your line manager for example and you are really close in persons, you can say it anytime you see him in a brighter mood, infact during a coffee break, yes.

I find that the best way to communicate my achievements to my employer is primarily during weekly check ins with my supervisor. If I have a new win, I also mention it as a celebration when we pass each other in the hallway or as a quick drop into the supervisor’s office. This way I keep building rapport as well. Then I remind my supervisor of my accomplishments during performance review season in my self evaluation and add documentation to back up my work.

This is mostly important, your direct manager has to know right away, no matter how small you feel that contribution to the team, or the organization, is. Let your direct manager know right away. When going up the ladder, timing becomes more important, yet they also want to know that this milestone has a check next to it, ask your manager to communicate up or take advantage of an elevator ride or coffee break. If the achievement is a major one, be sure to let everyone in the organization know right away and share the spotlight with everyone who was involved in this achievement.

Knowing and understanding how employers' supervisors and/or managerial personnel operate (e.g. when is best time to approach them and what dialogue to use) can be essential for such matters. Timing and method of communication (verbal, in-person, messages as contextually exchanged) are two important aspects to any position, regardless of industry and information being relayed.

I always tell people to create a "brag book." This is where you write down everything you have done throughout the year as it happens. I personally organize my points by week and then summarize them at the end of the quarter. These points should be detailed, quantifiable, and show the business impact or outcome of your work, especially if it's work that was high risk or required a quick turnaround. This way when your boss asks you about your work this quarter, you never have to formulate your thoughts on the spot because you'll have an in-depth and elaborate list.

When review time comes, it's easy to forget what you've done or accomplished over the last 6 months or a year. One thing I've found helpful is keeping a "Yes" list. I keep a list of all the projects or tasks I've said 'yes' to that were outside the scope of my normal job activities indicating when this occurred and, if applicable, how it helped me reach my personal goals or the goals of the company.

Render an account of your monthly progress. Many employees have one-on-ones with their supervisors at set times each week or during the month. Write down your job responsibilities each month and record what projects you are working on or have completed that month that meet these responsibilities. What additional tasks have you completed that show progress in goals you are working on. Have a section that shows goals you have accomplished from the previous month and another section for goals you will work on the following month. Month after month, these reports will show your development as an employee and how you are contributing to your organization.

BE specific in the communication by highlighting specifically the achievement and the goal alignment in relation to the organizational growth and most importantly in a quantifiable way like using figure, percentage and so on. Keep the approach and language simple and clear to the best of your audience's ability.

- Use numbers and data to provide context and scale. For example, "Increased sales by 30% over the last quarter." -Share measurable improvements tied to key performance metrics. -Highlight growth and expansion you drove. Like "Grew client base from 200 customers to over 500 in 2 years." -Mention any recognitions, awards, or rankings earned under your leadership or performance. -Share measurable program outcomes or participation growth. Like "Volunteer program participation doubled from 100 to 200 employees." Provide percentages, ratios, and scores instead of general claims like "increased" or "improved."

There is one thing missing in most professional narrative about achievement is the lack of visible share of their challenges during the growth. As you communicate your achievement you must also acknowledge that it was not as smooth as getting it by desire but through commitment, hardwork, sleepless nights solving puzzles of obstacles and so on. Let the audience know the challenges specifically and what you did to solve them, what you learnt in researching to solve them, what methods failed you, what attempt worked eventually and all of those blocks of insights. This is golden and any mentor in a space should be capable of that.

I am reminded of a phrase I once heard and now use: "fail forward". The idea is that when we miss the mark ("fail") we can use the experience to move forward and get closer to success. Sharing ways you've failed forward will demonstrate your adversity intelligence, self-awareness, and grit! And that reminds me of yet another phrase: "Experience is not the best teacher; EVALUATED experience IS!" - John Maxwell

I find that being self aware is a critical skill that any mentor or leader should have and it is important for us to be reflective as well, to identify areas for growth and what are the opportunities for us to learn and develop further based on the challenges faced. Highlighting how we overcome challenges can show that we are adaptable in our approach and we are willing to take risks and learn from our mistakes.

We all have blindspots, understanding if you've overcome one or several, what were the lessons learned and mostly how can you replicate your new skills/learnings to move faster in the future and how you plan to share that knowledge so that others can leverage it.

I learned early to always express gratitude to my leadership and then express appreciation to the team that made it possible. Regardless of the compensation, role or responsibility change, it comes from those people with consideration. Nothing is ever as frustrating as being the leader who hears that "it" (whatever it may be) isn't enough. In fact, my career is what it is because I was afforded the experiences. Experiences, compensation and appreciation come through internal and external clients. Every piece of my resume has a corresponding relationship. The relationships with team members, contributors, leaders, clients and even family are the foundation stones that a career is built on - a good place to start appreciating.

Gratitude is an effective tool to unlock curiosity and willingness to release more values in a direction of who gives it often. Be thankful to the team, people, friend(s) that helped you to do a thing or two in the difficult phase of challenges. Be grateful to those that took care of the inspiration part of you, telling you you can do it and showing you mental support. Appreciate the flow of synergy that makes it work out after the effort was sent in motion and DO NOT TAKE THE GLORY for yourself, dedicate it to the team, it is a BIGGER way of saying and showing THANK YOU.

When I hear that someone on one of our teams has done an extra task, did a great job finishing up a difficult review, came up with a time-saving way to address an issue, etc., I take that opportunity to reach out to the individual and let them know how much I and their team appreciates them. Even if their team, the Project Manager, Lead, etc., has already done it, it's important for them to know their work is appreciated by the entire staff - not just their team. Showing the individual that their efforts and accomplishments are 'seen' and that the company, upper management, the larger group appreciate them and are grateful for what they do, can make a big difference and confirm that they are valued and respected.

It's very important to communicate Gratitude. It improves relationships. You exhibit the soft skills you possess. You are showing that you appreciate efforts of the team

Showing gratitude to colleagues who help you is important. It builds a positive work environment, strengthens team relationships, and proves you're a team player, committed to working together towards shared goals.

I’m not sure why this article is framed for only mentors and why the question is about “the most effective way”. Otherwise, I liked the advice. There are multiple wise ways that require emotional intelligence relevant to relationship and purpose. If I had to pick “The Most Effective Way”, it would be for someone else to tell your employer how great your accomplishments are. “Let another praise you, not your own lips.” Proverbs 27:2 That means you are really good and people like working with you. Serve well and be good at esteeming the work of others. You’ll likely reap what you sow. Of course having said this, once after a successful project I did say “I’m not good at everything but I’m good at this.” We both laughed and he agreed.

Compile a succinct list of your achievements and quantify them where possible. Create a performance summary that highlights specific projects, milestones, or improvements you've contributed to. Use concrete data to showcase the impact of your work, whether it's increased sales, improved efficiency, or cost savings. Consider creating a portfolio or presentation to visually present your accomplishments. Proactively communicate with your employer, scheduling periodic check-ins to discuss your contributions. Don't shy away from sharing positive feedback or testimonials from colleagues or clients. Demonstrate not just what you've done, but how it has positively influenced the organization.

Most of us hesitate to communicate our achievements to peers or higher-ups. We will always have the negative mindset of thinking they may think it's not an achievement. Each individual knows how much above and beyond you have gone to achieve the same. Do not hesitate to make it quantifiable to showcase the challenges and our advancement in achieving the same. You may need to realize that minor things can make a big difference to an organization, and most innovative ideas come from small things. Please communicate in different models, ensure it's heard, and move on. Things will fall in automatically.

Not all mentoring is bound to your employer and one should not feel mandated to align mentoring to employer before considering mentoring. I find that most if not all mentoring benefit the personal and professional growth. You will get benefits from it even it is not directly mapped to your current job role.

Be weary of boasting about your accomplishments. A better way is to let your work shine and find humble opportunities to share your successes.