Preliminary Identification of Development Targets
Before initiating a meeting with the raters or preparing a detailed development plan, recipients need to cull the data to focus on the critical few things that will make the greatest difference in their performance. As part of this process, we recommend that managers use a set of questions to help them move from the consolidation worksheet to a short list of preliminary development targets. (We say preliminary, because we believe it is important for people to validate their findings back on the job before preparing their development plans or taking other action.)
We begin by asking managers to focus on their strengths. Unfortunately, many people become so preoccupied with their weaknesses that they lose sight of what they already do that makes them effective. Our experience has shown us that the most effective managers not only clarify their development needs and remedy them but also become very clear about their strengths and how to leverage them in different situations. For behaviors that are important and seen as strengths, we ask people to think about the following questions:
• In what kinds of situations does this strength serve you well?
For example: Supporting—when the work is difficult and people are frustrated; when my expertise is needed by others
Team building—when a group is coming together to achieve a goal
Recognizing—when coaching team members on new skills and recognizing improvements in performance
• In what situations might this strength be less useful?
For example: Supporting—working with people who are very experienced
Team building—a team that is highly motivated and cohesive
Recognizing—when I am the new person in the group and have less credibility or do not know the appropriate form of recognition
• What steps could you take to leverage these strengths?
For example: Supporting—be available especially to new team members and ensure that I continue to develop my listening skills
Team building—model cooperation and teamwork; ensure proactive communication
Recognizing—ensure that my praise is specific; be sure to recognize everyone
In his role as facilitator, David DeVries encourages feedback recipients to use their strengths to address their weaknesses. He tells a story about one individual who used his incredible ability to problem solve and execute solutions to mend the fractured interpersonal relationships that were his main problem area. “The challenge for him,” says DeVries, “was to accept these relationships as worthy of his attention and to accept his role in their ‘brokenness.’ Once he did so, he used his strengths to attack this area with great intensity.”
Changing behavior is difficult and requires a real commitment on the part of the individual. When identifying areas for development, therefore, it is important to be sure that the effort is worthwhile, that is, that the skill in question is directly related to effectiveness. The questions that follow serve two purposes: they help confirm that the target is worth pursuing, and they provide the basis on which to build a development plan. The following example is for Problem Solving.
• Why is it important to do this differently? How will it help me be more effective (or successful, or satisfied with my job)?
For example: Our work environment is changing. The pace is increasing. We need to respond to our clients faster. Our department’s role in providing direct service to clients has changed—we are now more visible.
• What gets in the way of my doing it?
For example: I’m concerned that I am not getting the full picture or have enough information before I make a decision. I’m concerned that I am making a decision that will be inadequate.
• How might I overcome these barriers?
For example: Practice on a small problem (not a big risk). Get input from a peer who does problem solving well. Talk to my boss about how my past decisions would have changed if my approach had been different. Speak to my mentor for a different perspective.
• How can I use my strengths to help me?
For example: Ask the teams I work with to help with the analysis or help me understand when enough is enough. Ask team members to support me in taking what may feel like premature actions.
• How can I minimize my risk when starting a new practice or using a new behavior?
For example: Start with a small problem. Use the team or do a joint project with a peer. Warn my boss of my attempt to change my approach and ask to get immediate feedback on decisions.
The final set of questions helps managers confirm what they need to clarify before they finalize these preliminary findings and determine appropriate next steps. For this part, we ask participants to consider three questions:
• What parts of the feedback do I find confusing, incomplete, or contradictory?
For example: Networking—there are conflicting messages about the frequency with which I make contacts outside the department
• Who could help me understand this better?
For example: My boss’s feedback indicates that he sees that I have a tendency to stay within the department, while direct reports see me differently.
• When will I meet with these raters (or others)?
For example: I have set a meeting with my boss and will discuss it with him then. I will talk to my direct reports about this during my sharing and clarifying meeting.
This preliminary assessment of the data provides the basis for the next follow-up activity—the sharing and clarifying meeting. Up until now, participants’ assessments may have been based on their interpretations alone. Many questions may be left unanswered, or findings may need to be clarified. Before development goals are finalized, it is useful for recipients to validate and confirm their findings.
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