Enterprising Design (Progress Drive): Growth, Development & Performance

🛠️ What They Need to Grow in Their Work

Enterprising individuals grow when they are given goals to chase, ownership over outcomes, and a runway for leadership. They thrive in competitive or high-growth environments where advancement is tied to performance. They need clear targets, quick feedback loops, and a degree of autonomy to make things happen without micromanagement. They’re highly self-motivated — but only when they can see a direct connection between effort and reward.

Key Growth Needs:

• Autonomy to pursue measurable goals

• Stretch assignments that challenge their drive and initiative

• Real-time feedback to course correct quickly

• Opportunities to lead or grow something from scratch

• Environments that reward performance, not just tenure

🔥 Growth happens when they’re given the room to move, the clarity to win, and the leadership to advance quickly.

📦 Resources That Support Their Development

Enterprising designs benefit from goal-setting tools, performance metrics, leadership training, and fast-paced learning environments. They’re energized by platforms that track results, offer benchmarks, or allow them to measure their progress and compare it to others. They also thrive with mentorship from high-achieving leaders who challenge them and provide access to next-level opportunities.

Helpful Resources:

• KPI dashboards, CRM systems, or progress tracking tools (e.g., Asana, Salesforce, ClickUp)

• Leadership development programs, negotiation or executive training

• Public speaking or influence-building workshops

• Coaching from high-achieving peers or performance-driven leaders

• Access to key performance data and customer or impact analytics

🎯 Best Ways to Build Competency on the Job

They build competency best through high-impact, real-world experiences where they can stretch their influence, deliver results, and learn by doing. Put them in charge of a product launch, internal growth initiative, or performance-driven campaign. They’ll grow faster when they're given ownership, held accountable, and challenged to exceed expectations. Let them fail fast, pivot, and improve — they learn by doing, not theory.

Effective Development Tactics:

• Assign to lead a measurable, time-sensitive initiative

• Give competitive sales, growth, or client acquisition goals

• Involve them in high-visibility projects or performance turnarounds

• Offer leadership roles in pilot programs or new team initiatives

• Encourage cross-functional collaboration to expand influence

🚀 They grow through motion, pressure, and the chance to prove themselves in real time.

📊 KPIs to Track Their Growth and Impact

For Enterprising designs, performance must be visible and measurable. Their work should be evaluated based on growth, output, and initiative-driven impact. They want to see how their efforts directly affect the bottom line — whether through revenue, expansion, retention, or engagement.

Suggested KPIs:

• Revenue generated, accounts closed, or new business acquired

• Project completion speed and execution accuracy

• Percentage growth in assigned team, territory, or metric area

• Initiative launches, completed sprints, or market traction gained

• Leadership influence (e.g., number of people led, initiatives initiated)

🎧 Coaching Tips to Improve Productivity & Presentation

Enterprising individuals are confident but may move too fast, skip detail, or struggle to articulate ideas to more methodical team members. Coaching should focus on channeling their energy strategically, strengthening follow-through, and refining their communication to influence broader audiences. Help them balance speed with clarity, and remind them that slowing down enough to present well is a leadership skill.

Coaching Tips:

• Guide them to align ambition with execution strategy
  “What’s the clear next step — and who needs to be on board?”

• Help them present with structure, not just enthusiasm
  “Use the format: objective, result, recommendation.”

• Encourage them to close loops before moving on
  “Who needs to know this is done? What follow-up ensures it sticks?”

• Reinforce that delegation and patience grow influence
  “You don’t need to do it all — leading means multiplying your impact through others.”

🎯 They don’t need more speed — they need coaching to channel their drive into consistent influence, strategic communication, and scalable results.

✅ Summary: Growth & Performance Development for Enterprising Designs

AreaInsightGrowth NeedsHigh-impact challenges, measurable outcomes, advancement potentialBest ResourcesGoal-setting tools, leadership accelerators, performance metricsDevelopment StyleTrial by fire, ownership-driven learning, fast-paced iterationPerformance MetricsRevenue, growth, project delivery, leadership impactCoaching FocusStrategic execution, structured communication, follow-through, influence building

 Enterprising Design (Progress Drive): Promotion & Fairness at Work

🎯 How They Deal With Promotion

Enterprising designs are highly goal-oriented and actively expect promotion when it aligns with their results. They don’t wait passively — they track their own progress and are very aware of what they’ve achieved. For them, promotion is a natural step that should follow clear accomplishment, not be blocked by office politics or slow systems. If they are delivering, they want that to translate into advancement — quickly and visibly. If it doesn’t, they often become frustrated, vocal, or begin looking elsewhere.

• They view promotion as the next logical step after proven results.
  Example: “I’ve closed 15% above target for three quarters — what’s the path forward?”

• They bring up promotion conversations proactively.
  Example: “Let’s revisit our earlier talk about my growth — I believe I’ve outgrown this role.”

• They see promotion as a signal of respect and momentum.
  Example: “If I’m not moving forward, I start to feel like I’m being undervalued.”

🧭 How They Want to Be Promoted

They want to be promoted quickly, visibly, and tied to real performance metrics. They don’t need flattery, but they do want the moment to feel like a clear acknowledgment of success. Public recognition energizes them, and a new title or responsibility gives them a tangible sign that their effort is paying off. They’re most satisfied when their promotion includes a clear scope of influence, new challenges, and the freedom to run with something bigger.

• They prefer public acknowledgment tied to concrete achievement.
  Example: “We’re promoting Alex to Senior Strategist for growing client revenue 2x in the past year.”

• They want promotions to feel earned — not handed out generically.
  Example: “I want the title because of what I’ve built — not because it’s time to check the box.”

• They appreciate rapid advancement when it matches their growth curve.
  Example: They’ve only been in the role a year, but they’ve surpassed senior benchmarks already.

⏳ When They Want to Be Promoted

Enterprising types want to be promoted as soon as their results show they’re outperforming their current role. They are constantly tracking progress, and when they see a mismatch between what they’re producing and the title or compensation they hold, they feel the tension. They thrive when growth opportunities come quickly and efficiently — waiting too long without movement can feel like stagnation or disrespect.

• They want promotion when their performance clearly exceeds expectations.
  Example: “I’ve taken on more clients, trained two new team members, and increased team output — what’s next?”

• They lose energy in slow-moving systems.
  Example: “Why are we still talking about whether I’m ready? I’ve been proving it for months.”

• They expect clarity and movement — no vague timelines.
  Example: “If you’re saying ‘soon’ — what does that mean? Next month? Quarter?”

😔 How They Feel When They’re Not Being Promoted

If promotions are delayed or denied despite strong performance, Enterprising designs feel frustrated, disrespected, or blocked. Because they tie personal momentum to career momentum, stagnation often feels like failure — even if they’re doing good work. This can lead to a drop in engagement, impatience with leadership, or exploring other roles where advancement is more achievable. They might even feel insulted if they believe their work is clearly being overlooked.

• They feel stuck when there's no clear growth path.
  Example: “If I don’t see a future here, I’ll create one somewhere else.”

• They may assume leadership doesn’t appreciate their drive.
  Example: “I’ve been pushing, solving, delivering — and no one seems to notice.”

• They may grow restless or visibly agitated.
  Example: They become impatient in meetings, cut back effort, or challenge decisions more openly.

🧨 What They Might Do If Overlooked

When passed over, Enterprising types won’t suffer in silence. They will either confront leadership directly or start exploring better opportunities. They’re confident in their value and often feel that if an organization can’t match their growth, they’ll find one that can. If they stay, they’ll likely begin to build something independently, such as a side project, mentorship platform, or initiative that gives them the leadership experience they’re craving.

• They’ll speak up and ask, “What else do you need to see?”
  Example: “Here are my results — what’s the barrier to advancement?”

• They may begin applying elsewhere while still performing.
  Example: “If I’m not moving here, I’ll move there.”

• They may create their own leadership lane.
  Example: Starting an internal program, launching a team sprint, or proposing a new initiative to prove readiness.

⚖️ How They View Fairness in the Workplace

Fairness, to the Enterprising design, is simple: reward people who produce results. They believe that effort should lead to opportunity and that systems should be transparent and merit-based. They dislike favoritism, seniority-based advancement, or promotions based on relationships rather than measurable outcomes. In their view, fairness is about speed, clarity, and opportunity based on actual performance — not personality or tenure.

• Fairness = reward tied to real achievement.
  Example: “If someone grows the business, they should be the first in line for a leadership role.”

• They are skeptical of politics and hidden criteria.
  Example: “If it’s who you know, not what you do — that’s not a fair workplace.”

• They value equal access to advancement — not equal outcomes.
  Example: “Give everyone the same targets, and let the best performer rise.”

🛡️ How They Address Unfairness (For Themselves and Others)

Enterprising individuals are direct and action-oriented when they see or experience unfairness. They are not afraid to call it out, request a meeting, or propose a solution. They may defend others who are being passed over unfairly, especially if they admire their performance. While their tone may seem blunt, their motivation is typically constructive — they want systems that are transparent, motivating, and results-focused for everyone.

• They bring performance data to make a case.
  Example: “Here’s how my performance compares. Can we talk about what’s next?”

• They call out favoritism or bias directly.
  Example: “He’s been here longer, but she’s outperforming him. That needs to be acknowledged.”

• They advocate for performance-based opportunity.
  Example: “If we want to grow as a company, we need to elevate the people who are making things happen.”

🔍 Summary: Promotion & Fairness for Enterprising Designs

CategoryInsightPromotion StyleQuick, achievement-based, and publicly acknowledgedPreferred TimingAs soon as performance outpaces current roleEmotional Response to DelayFrustration, restlessness, or detachmentAction When OverlookedSpeak up, seek other opportunities, or initiate their own leadership pathFairness LensMeasurable outcomes, performance merit, and clear advancementResponse to UnfairnessDirect confrontation, constructive challenge, or seeking a merit-driven culture elsewhere