Tertiary Catalogue

Series: Conversations


Development Discussion: Appreciating Development

Development Discussion: Appreciating Development

Helping staff appreciate how much they are developing motivates them, so use thought-provoking questions to encourage them to recognise their own personal development.
Development Discussion: Helping Your Manager Discuss Your Development

Development Discussion: Helping Your Manager Discuss Your Development

Anyone can use feedback as a springboard to a request for development, so link your request for development to something your manager regards as important.
Development Discussions: Micro Goals

Development Discussions: Micro Goals

Micro goals give people something precise to aim for during a short timescale—depending on the activity, that timescale could be between now and the next monthly review or it could be between now and the end of a 1-hour meeting.
Development Discussions: Performance versus Career Development

Development Discussions: Performance versus Career Development

Managers sometimes need a 'nudge' and the skills to include personal and career development in the one-to-ones they hold with staff. When they see developing staff as a legitimate part of their responsibilities, benefits begin to flow.
Development Discussions: Questions to Help You Think about Development

Development Discussions: Questions to Help You Think about Development

Encourage people to give themselves time to think about how they want or need to develop their career and what actions to take next.
Feedback: Asking for Feedback about Oneself

Feedback: Asking for Feedback about Oneself

The question, 'Have you any feedback for me?' is rarely productive. There are two questions, however, that are productive. Including them will be very useful for getting feedback.
Feedback: How to Receive Feedback

Feedback: How to Receive Feedback

An important aspect of feedback conversations is showing staff how to help their managers give them worthwhile feedback.
Feedback: Third-Party Feedback

Feedback: Third-Party Feedback

These days so many people work in matrix teams or work remotely that managers receive feedback about their staff from third parties. Relaying that feedback can sometimes be a challenge.
Feedback: Three Styles of Feedback

Feedback: Three Styles of Feedback

The 'cop' is very clear about what needs to be done differently and why, the instructor is equally clear but blends in more motivation and the coach facilitates greater reflection.
Performance Conversations: Between One-to-Ones

Performance Conversations: Between One-to-Ones

Between one-to-ones, look for evidence of performance and changes in behaviour and agree on actions to work on by the next one-to-one. Keep notes and tie your meetings together by reflecting on progress over a longer period of time.
Performance Conversations: Preparing for a One-to-One

Performance Conversations: Preparing for a One-to-One

Review your notes and evaluate performance since the last meeting. Get third party feedback if necessary and identify upcoming challenges and opportunities that require extra support.
Performance Conversations: Running to a One-to-One

Performance Conversations: Running to a One-to-One

Keep the conversation focused and be aware of distraction techniques! Caring about your colleagues is a sign of a healthy working relationship, so let it flourish in your one-to-ones.
Performance Conversations: What Is a 'One-to-One'?

Performance Conversations: What Is a 'One-to-One'?

One-to-ones are the short, regular chats that bridge the gap between spontaneous day-to-day conversations and formal reviews. They work best when managers encourage reflection and the main focus is on what happens next.
Talking through Conflict: Early Warning Signs

Talking through Conflict: Early Warning Signs

As most problems are resolved most easily when they are nipped in the bud, managers should learn to recognise the warning signs that appear.
Talking through Conflict: Handling Conflict Conversations

Talking through Conflict: Handling Conflict Conversations

Managers need to learn effective ways to gain control of the conversation and direct it towards a successful conclusion.
Talking through Conflict: Preparing for a Conflict Conversation

Talking through Conflict: Preparing for a Conflict Conversation

Some managers have a combative approach to conflict. A subtle approach is usually more effective and begins with some simple mental and tactical preparation.
Talking through Conflict: Preparing for a Conflict Conversation

Talking through Conflict: Preparing for a Conflict Conversation

Some managers have a combative approach to conflict. A subtle approach is usually more effective and begins with some simple mental and tactical preparation.
Talking through Conflict: Unexpected Conflict

Talking through Conflict: Unexpected Conflict

When a manager is on the receiving end of unexpected conflict, how he or she responds is vital to a successful outcome.
Talking through Conversations: Opening a Conflict Conversation

Talking through Conversations: Opening a Conflict Conversation

There are occasions when a manager will initiate a conversation to resolve conflict and the opening is crucial to success.