The roles of manager and their reports in Development Planning conversations

Every good manager plans the development of their team with an aim to make sure that the learning and development offered is relevant to our the organisation, team and individuals. Personal development, effective career management and succession planning are linked together. They involve individuals who:

  • Are aware of their aspirations, strengths and areas for development;
  • Know what they want, what they are good at and those areas they need to improve upon, or not be involved with;
  • Are in a good position to manage their career.
  • Are aware of opportunities that either are available or may become available.
  • They are forward-thinking about their roles and what they need to do to achieve their aspirations.

Their manager is responsible for monitoring the progress of each employee, including coaching them towards meeting their performance and career goals. A good manager empowers their employees, providing them with tools, guidance, challenge and support.

This means that in practice they have multiple roles with their team:

  • A role model -demonstrating interest and activity in your own career development;
  • An information source – providing information to your team about business direction, organizational changes as well as career/job-related development and career opportunities;
  • Encouraging them to consider and take on career/job-related development and recognize them when they do this;
  • Meet with them to guide and support the implementation of their Development Plan;
  • Assess their strengths and weaknesses provide them with constructive feedback;
  • Create on-the-job development opportunities; and
  • Provide time, budget, and work environment that encourages and reinforces learning and sharing

The role of the individual in the Development Planning process is to:

  • Think about their career interests, and the skills, knowledge, and experience they need to achieve their career aspirations;
  • Develop the skills, knowledge, and experience needed to achieve their performance objectives; and to
  • Be prepared to adapt to changing business needs

What teams want to be known for

I often work with teams.  Some are new, some old.  Others are performing well and want to be even better.  Others aren’t. It might be conflict, lack of leadership, personal and group fortitude, poor direction or that they are a new group working their way to becoming a team.

One thing that is always true is that everybody there has been in a team before. That could be a work or sports team, a club, some volunteering activity or at school.  All are from some form of social grouping, whether it is because they happen to live under the same roof or because they are a tight knit family where everything is known and understood.

So, nowadays I tend to get bored with having to establish behaviours and Ground Rules at the start of a team session.  I want us just to be honest about what good and bad behaviour is and which we want to have.  That sounds like a slightly pathetic plea along the line of “why can’t we just love each other ?”  and my practical, pragmatic nature won’t allow that. So, I’ve tried to find a simpler way in, and found this Class Charter in a quick search.

I’ve now used this a couple of times and it says everything about what a team is – and what it should be known for, by its members and others that have any interaction with it. People haven’t felt that it is patronising.  They like the simplicity and clarity.  Everything in it can be ‘translated’ to any team and it seems to last beyond the session. It becomes their team brand.
If you are interested in this (not original) approach and want to share your ideas – get in touch.