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Here they lay out five strategies for
making development more doable in today’s workplace where time constraints are always a factor.
1. Transfer ownership -
Managers don’t own their employees’ careers, their employees do. All that managers
can (and should) feel accountable for is guiding, encouraging, collaborating
on, and supporting the effort. When employees have some skin in the game,
engagement, interest, commitment, and results grow.
2. Cultivate curiosity -
When ownership for development is transferred to the employee, career
conversations suddenly become a lot easier and less stressful for managers.
Managers don’t need to have all the answers - only the right questions and a
genuine interest in learning from others.
3. Iterate the IDP -
Re-think the formal, lengthy individual development planning processes. For the
manager, it’s a huge time-sink, and for the employee it’s frequently like
drinking from a fire hose. So break it up. Do a little bit each month - or
better yet, each week. These smaller, iterative chunks better accommodate the
cadence of business. Equally importantly, they better accommodate how
development really occurs: little by little, over time.
4. Engineer experiences
- Contrary to conventional wisdom, development isn’t dependent upon promotions
or new roles. It can be as simple as jointly identifying activities, tasks, or
responsibilities that leverage talents and build the skills that employees
need... right where they are.
5. Carpe coachable moments
- Career development opportunities occur countless times each day and when
managers are sensitive to the cues around them, they can seize
these coachable moments. An authentic and intentional two-minute touch-base can drive
greater development than many well-staged formal career meetings.
Managers who consistently find the
time to engage in career development that employees appreciate don’t have more
time than others, they just have a mindset that allows them to use the little time they do have for maximum impact.
And maybe they eat more vegetables than the rest of us.
1 comment:
This is an excellent book. I plan on reviewing & recommending it to be used as guidance in picking out a good manager and company to work for. (Although mgrs come and go, something's to be said for leadership having a mgr on board who is invested in employee development).
In regards to consistent communication with employees, I discovered (and used when I was a mgr), an invaluable resource that would seem a powerful ally to Beverly & Julie's book. It's called the Daily 5 Minutes. Rosa Say is its caretaker. http://www.talkingstory.org/daily-5-minutes-resources/
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