Who Cares the Most About Your Career?

Why you need to look out for you

May 20, 2025

Early in your career, you may see signs that many people care about you and your career growth. You may have former bosses, mentors, family advisors and even your current management chain who are all showing signs of supporting you and appear willing to help.

On the job, you might hear phrases like, “We’re all like family here,” or, “We’re invested in your future.” You might even be in a formal development program that promises several rotations that may lead to bigger and better job opportunities. It sounds nice, and it may even feel true at times.

But there is a stark reality: the one person who cares the most about your career? YOU

Your manager is primarily focused on their own success, thinking about how he or she is performing and what opportunities lie ahead. The senior leaders are focused on how they make the right moves to make themselves look good. And, the company’s ultimate priority is ensuring financial and customer results – not employees’ individual successes.

It might seem like a cynical notion, but I have seen it play out dozens of times. The good news is that the sooner you internalize this idea, the sooner you’re able to see clearly how you can take control of your own career.

In your career, you need to be your own biggest advocate. You can work with others to amplify your advocacy, but ultimately you are responsible for it because you are the one who cares the most about your career growth.

Let’s look at some scenarios where employees mistakenly believe their company or boss is looking out for them – and what the reality actually is.

Scenario 1: “The Company Cares”

Where does this idea that “the Company Cares” come from?

The idea that the “Company Cares” about its employees comes from many sources. There’s a barrage of corporate messaging, leadership training programs, company culture demonstrations and communications aimed at retaining workers. And some of these are based in truth.

Companies will often use a “we put our people first” message in company meetings, town halls and organization-wide emails. You might see slogans like “Our employees are our greatest asset” or “Our crew is #1,” creating the illusion that a company is capable of feelings and puts the well-being and success of its employees first. It’s a positive message, and helps to create a hopeful, optimistic environment.

During onboarding and early in employees’ tenure, companies may imply that the organization will be a nurturing environment for growth. There are success stories about long careers and promotion opportunities. There are early positive experiences with new projects and training programs. The company and its leaders may put forth a good effort at helping new employees integrate and grow.

Company perks add to the feeling of belonging. Employees feel good about offerings like wellness programs, development opportunities and company discounts that are designed to boost productivity and retention. All of these benefits are designed to meet our psychological need for continuity and stability and these feelings lead to a sense of security and caring.

One of the most overused company clichés is the idea that a company is like a family. It’s a comforting thought – until you realize that unlike family, companies make decisions based on business priorities, not how long or how well they “know” you.

The company, as an entity, will always put its business interests and financial results first. Recognizing this early will allow you to appreciate the positive work environments while also maintaining your own self-interests. Your company will not put you first – you will have to put yourself first.

There may be some managers and senior leaders who actually care. While they may show signs of caring and support, there is a limit. These individuals may be good people who would like to see you succeed. But recognize that they also have wants and needs for their own careers, and ultimately, they will prioritize themselves over you.

For example, consider the scenario where your boss is given an opportunity for a big promotion, but it requires restructuring your team in a way that sidelines your role. Do you think your boss will choose your well-being over their own? Unlikely.

That’s not to say there aren’t good leaders who care about their people, but they are acting in their best self-interest too. The important thing to remember is that once you are aware of this dynamic, you will be able to build strong relationships without mistaking them for unconditional loyalty. It’s important to manage your relationships like a portfolio – maintain a diversified set of strong connections so that you can manage the risk of being too tied to one individual.

Scenario 2: “I’m new here”

When you first join a new company or team, everything feels great. There’s hope, optimism and novelty. Your management may roll out the red carpet for you, making you feel they’ve been waiting for you as the solution to an important problem.

In your first days and weeks, they’ll highlight career development programs, mentorship opportunities, and their “people-first” culture. They’ll introduce you to colleagues who have recently advanced in their careers, and they will tell you about all the exciting projects you will work on.

After completing your onboarding training and orientation programs, the reality will set in. There’s a lot of work to do! You’ll start to see what performance is required, and you’ll understand how your work contributes to business results. The mix of messages you hear about “people-first” and “business results” will start to shift emphasis on the latter. You may even start to wonder if they’ve forgotten about your growth and your future.

The lesson here is that you have to remind yourself why you joined the company or the team in the first place. You likely took on this new role because it aligns with your own personal and professional goals. You knew it was going to take hard work and high performance to succeed. You didn’t join because someone made you feel like they cared about you.

From the outset of a new role, you should take charge of own career. You are learning on the job and building your skills so they serve the company and you. You can maintain the ability to simultaneous care about the business results and your own growth.

Scenario 3: “I’m up for a promotion”

Many companies feed a steady stream of messages about career paths, promotions, and development opportunities. They offer employee development worksheets, special apps in Workday and mandatory career discussions with your manager.

There’s a lot talk about posting for new roles and upward mobility. But the reality behind the scenes is that your own career growth will happen because you push for it, not because your manager or someone else at your company will serve it up to you.

If you’re waiting for someone else to provide a guaranteed route to your next promotion or big high visibility project, you might already be behind. Your boss is likely not thinking about how to advance your career – they’re thinking about how you can help them meet the team’s or company’s goals. If these goals line up with your ambitions, then great.

If they don’t, you need to take control.

First step is to be proactive. You’ve hopefully already sketched out a short- and long-term career plan. You can ask for projects that stretch your abilities or build new skills, seek mentorship from people who can influence your career or open new doors, and invest in continuous learning outside of work. Your growth is your responsibility.

Next, remember that promotions are typically a business decision by the company or senior management. People usually don’t get promoted because “they deserve it” or they are appreciated. Promotions happen because there is a business need: somebody’s skills, background and experience are needed for a specific role. Your task is to make sure that your skills and experiences fit the bill.

If you’re expecting a promotion and it doesn’t work out for you, try not to take it personally. Remember these are business decisions. The company is spending money for a set of skills to fill a role, and they found what they thought was a better fit. It’s not a moral judgment – it’s just a business decision. Take a step back and ask yourself: Did I make myself indispensable? Did I prove that my specific set of skills and experiences was the best for this role?

And if you find yourself consistently hitting barriers to advancement, it might be time to start looking elsewhere. Sometimes, the best move is to take your talents to a place that values them appropriately.

Scenario 4: “I’m leaving”

You go through a lot of internal dialogue before you decide to leave a job. You wonder about what it will mean for you, for your team, your manager and your company. You may even spend time thinking about the implications that your move will have on other people.

When you actually hand in your resignation, you will see just how much of a “family” your company really is. The reaction you get will be very telling. There might be a counteroffer, expression of surprise, anger or confusion. There might even be an emotional farewell. But in the end, they will move on.

Businesses are built to be resilient. Even though businesses are made up of people, and you may have developed an attachment to some of them, the machinery of the work will keep running and your time there will become a memory.

When you decide to leave, try not to let guilt or a sense of loyalty keep you from making career moves that serve you. Think of your new opportunity as the right move for your growth, and move toward it with enthusiasm. You are acting in your own best interest. Your previous company will be just fine.

Call to Action: Your New Mindset

Understanding that you are the one who cares the most about your career is empowering. Fortified with this knowledge, you can see your professional world with a sharper perspective.

Business Results Are the Priority – You will be in a role that demands that you deliver value. Stay focused on delivering high quality results and performing your job as best as you can.
It’s Not Personal – It’s very difficult not to be drawn in by the corporate messaging designed to increase your emotional attachment. Companies make decisions based on the business goals and objectives, not on personalities.
Invest in Yourself – If your company offers opportunities to learn, grow and take on new challenges in service of its business results, go for it! Take what comes your way as a two-fer: advancing your own skills while helping the company perform. You’ll not only be performing at a high level, but you’ll also be preparing for your next move, even if you’re happy where you are.

Take full ownership of your own career. Invest in building relationships, delivering high-quality work, and acquiring new skills and expertise. Don’t lose sight of the fact that you are your own best advocate.

The company will always do what’s best for the company. Your manager and other leaders will do what’s best for them. You need to do what’s best for you.