The Problem. Anya was almost hysterical on the phone. Her new manager, Meeta, gave her a "not meeting expectations" rating on her annual review and discussed putting Anya on a Performance Improvement Plan. Meeta also said that Anya would need additional training.
Employees who receive frequent criticism without acknowledgment of their strengths and abilities are being mismanaged. It's our responsibility as professional managers to see clearly what others do well.
Star performers in all walks of life need their own unique professional development plan to continue to grow to their highest self, both personally and professionally.I would like to give you my Professional Development Plan Process, so that you can choose 3 skills that you would like to develop.Shawn Kent Hayashi's Professional Development Plan Process
Recently, I interviewed Shawn to find out what communication tips she has for general managers, supervisors and safety professionals about how to improve their safety coaching and leadership communication skills.1. How do you recommend that safety professionals train new staff to develop their safety skills?
Sometimes we leave a conversation feeling energized and excited, confident that we had a meaningful connection with someone. Other times we leave a conversation just feeling relieved that it is over and that we don't have to face any more uncomfortable questions and awkward silences. What separates these good conversations from the bad ones?
Preparing for performance reviews is a year-long process. That means managers - or anyone who has an employee - needs to create an ongoing conversation with employees about performance. The "Performance Review" is a written summary of these on-going conversations.
Managers spend a lot of energy instilling in their team members a sense of accountability. One of the best ways to do so is with a discussion focused on their projects list. Very simply, a projects list is a listing of every project an employee has agreed to complete. The list isn't a step-by-step plan of how to complete the project. It's a menu of all the projects for which the employee is responsible.
Every time someone you mentor or coach expresses a desire to accomplish something professionally, you have an opportunity for a conversation about accountability. That's because the best way-and sometimes the only way-- to help those you are developing stay on track and achieve their goals is to create a structure for accountability. The word "accountability" often has a negative connotation, because it gets confused with micro-management, which isn't the same thing.
We are lucky to have several interns this summer who are bright, creative and resourceful. It is important that they know how to create conversations and engage people. To work for The Professional Development Group it is not a requirement that a person already be a gifted conversationalist - it is expected that they want to learn how to create meaningful conversations.
Shawn Kent Hayashi's article, "Mentoring An Age-Old Idea That Works Now" is highlighted in the May/June 2012 edition of Insights & Strategies.To view the Insights & Strategies magazine, please click here.