When someone says they’re looking for a new role, I usually want to understand what they’re hoping will be different. Sometimes it’s salary. Sometimes it’s flexibility or the kind of business they want to work in.

But I also want to know whether they’re looking to leave their current workplace, or whether they simply can’t see their next step there. Those are two different conversations. Someone can enjoy their job, get along well with their team and still feel ready for more. The difficulty comes when neither they nor their manager has a clear idea of what that “more” could look like.

More responsibility isn’t always progression

Think about a logistics coordinator who has become a reliable point of contact for customers, transport providers and the wider team. They know how to handle delivery exceptions. They help newer colleagues, or when something needs sorting out, people turn to them. Over time, they take on more. Perhaps they might prepare reports, cover parts of their manager’s role or help resolve more complex issues. But has their role actually developed, or have they just become the person everyone relies on? That’s a distinction worth making. Being trusted with more work can feel positive at first. But if there’s no conversation about what it means for their development, recognition or future, it may not feel like a step forward.

Not everyone wants to manage a team

When talking about progression, it’s easy to think about moving into management. But that isn’t necessarily always what the person wants. A coordinator might want to move towards planning. Someone in customer service might be interested in supply chain analysis. A purchasing officer might want greater involvement in supplier relationships and commercial decisions. Before assuming the next step would be a team leader role, I’d rather ask what part of the work they want to do more of. Do they want to lead people? Build specialist knowledge? Work on improvements? Have more input into decisions? The answer matters when we’re discussing a new opportunity. A bigger title won’t necessarily give someone the development they’re looking for.

What does “room to grow” actually mean?

This is also something I’d want to explore with a client as well. If a role offers development, what could that look like in practice? Could the person contribute to a system implementation, learn more about inventory planning, take ownership of a reporting process or work alongside another part of the business? There doesn’t need to be a guaranteed promotion or a fully mapped-out career path. But there should be something tangible behind the conversation. I’d rather explain an opportunity clearly, including its limits, than describe it as having “plenty of room to grow” without being able to say what that means.

The conversation doesn’t have to wait for a vacancy

For a business, this is worth thinking about before someone decides to leave. A useful starting point might be: “What would you like to learn or become more involved in over the next year?” That’s different from asking whether they’re happy. Someone may be happy with the team and still feel that their development has stalled. The business might not be able to offer everything they want. There may be no management vacancy, and some responsibilities may need to stay where they are. But having the conversation gives both sides a clearer understanding of what’s possible, rather than leaving the employee to work it out alone. For me, the important question isn’t always whether someone is ready for a bigger job, It’s whether there’s a meaningful next step, or simply more work in the role they already have.