Masterclass on leading Personal Development Discussions

Taking the time to sharpen the saw.

Strategic Learning and Development Priorities 2015

• Leadership and Management capability• Ensuring our people managers are equipped with the tools and

skills to support their teams.• Developing our Talent pipeline (succession for key / critical roles /

skills shortages, apprentices, grads)

People

• Customer Services• Understanding our customer• Value sales• Tools, processes and methodology• Agile, expert/ specialist / Solutions Architecture (including services)

Competitiveness

• Sales• Winning, complex capture, export control, values, best selling, price

to winGrowth

What the experts say• Example is leadership.

• Albert Schweitzer, Nobel Prize Winner

• "Coaching is unlocking a person’s potential to maximise their own performance. It is helping them learn rather than teaching them"

• John Whitmore, Coaching for Performance

• Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful.

• Albert Schweitzer, Nobel Prize Winner

• Leaders should be spending 20% – 30% of their time on people leadership. This includes growing talent into future leaders.

• Jack Welsh, former CEO GE and author of Winning

Sharpening the Saw!

• Doing the same thing over again and expecting a different result – insanity

• For effectiveness sharpen the saw• Take feedback• Take time to step back and evaluate• Make necessary changes• - Sharpen the saw -With apologies to Dr Steven Covey – 7th Habit – Seven Habits of Highly Effective People

Q. Is there someone who has positively influenced your career to date? What did they do? Could you do what they did for someone else?

In everyone's life, at some time, our inner fire goes out. It is then burst into flame by an

encounter with another human being. We should all be thankful for those people who rekindle the

inner spirit.Albert Schweitzer, Nobel Prize Winner

Scan the environment

Directive and Non Directive Coaching

• I know how• I tell you• You follow instruction

• You know how• I ask you• You decide

• Suggesting Options• Listening• Agreement

Dependence

Directive Less Directive Non Directive

Reliance, Guidance Support and possibility

“Give a man a fish, he eats for a day, teach a man to fish, he eats for the rest of his life”

Purpose of PDD

The Personal Development Discussion

• What does it comprise of?1. A discussion about how you’re getting on, (reflect

back to the last Appraisal). Ask “what are your longer term aspirations?”

2. A discussion about what learning interventions are needed to achieve those aspirations AND what should go into the next set of objectives to facilitate the learning?

3. Then you can jointly build a Development Action Plan

Personal Development Discussion – What it is not and the leader’s role in making it a success

What it is not!• It is not a negotiation (team

member wants to do 8 training

courses at TTC and you can only

afford 2 from your budget)

• It is not …. “If you give up this I

will give you….”

• It is not a wish list!

What it is: • Set the strategic tone (Business

direction, opportunities etc...

• Facilitate

• Be honest

• Manage expectations

• Act commercially

• Commit to what you can deliver

• Plan development over a number of years

Skills Required from the line manager• Listening – Active Listening where your mind is doing nothing

except listening and focusing on what the person is saying https://www.youtube.com/watch?v=-4EDhdAHrOg

• Silence - Get comfortable with silence• Summarise – So let me see if I am hearing you correctly.... Did I

capture that correctly• Questioning – See next slide• Empathy – “I understand that can be difficult….”• Rapport – Take an interest in the person. The more a person

opens up, the more information is transmitted to support options on a way forward.

• Body Language - (Mirror or be aware not to give negative impression)

• Giving feedback – Feedback on Performance or behaviour

So you think you know what Development is?!

Development is not just Training

New knowledge, skills and behaviours are part of it

Preparation is vital and as important as recording the conversation

Development plan should support career aspirations

Know the Difference....

Training is an instructor-led, content-based

intervention that leads to desired changes in behaviour or skills levels

(as provided, for example, by training courses)

Learning is a self-directed, work-based process that leads

to increased adaptive Potential (as might be provided by

coaching or mentoring opportunities, for instance).

TRAINING DEVELOPMENT

How we learn?Take account of Learning Styles

Alternative Interventions for DevelopmentA training course is only one of many different Professional Development interventions

Seminars & conferences Special projects/formal assignments Visits to other projects/sites Member of professional association Job rotation Secondments Coaching or being coached Formal studies/additional certification Acting role as a manager Participate on a new project or user

group Volunteering Internal briefings Technical presentations

Networking Facilitate on-site or external training Join committees/working groups Develop presentations/run meetings On-the-job learning Work shadow Mentoring or being mentored Expanded responsibilities Self-study, e-learning Reading a book Structured discussions Business nominated development

programmes 360° feedback

Learning interventions aligned with Honey and Mumford

• Coaching or being coached• Secondments• Join committees/working groups

• Visit other projects / sites• Coaching or being coached• Seminars & conferences• Feedback on how a project went

• Lead new project (OJL)• Lead larger project• Coaching or being coached• Secondments

Activist Reflector

TheoristPragmatist

• Harvard Business Review articles on Leadership• ‘How to influence’ text book • Coaching or being coached• Business nominated development programmes• Formal studies/additional certification• Self-study, e-learning• Reading a book

What are we committing to do today?

1. Prepare for the meeting (Venue, dates, time, 2014 AAD, 2013PDD, speak to key stakeholders for

feedback)

2. Ask your team member to commit to prepare and complete the relevant online or paper based tool

3. Treat it as an important discussion between two people not a process

4. Discuss career aspirations and progress against previous Appraisal

5. Prepare a list of questions you want to ask

6. Give feedback

7. Agree a Development Action Plan

8. Commit

9. Review quarterly

10.Do what you committed to do.

Prepare and Do