This article looks at a leadership method called the development discussion: what is a development discussion? Why should development discussions be prioritised despite a busy schedule? What common mistakes are associated with development discussions, and what benefits do they bring to staff, managers and the whole organisation?
What is a development discussion?
A development discussion is a leadership method whose purpose is to support an employee's professional development and enjoyment at work. It is a conversation between an employee and their manager, covering the employee's work performance, goals, career development and training needs. Development discussions can also be used to assess the employee's competence and set goals for the future. The main characteristics of development discussions are usually:- Two-way communication: Both parties, the employee and the manager, have the opportunity to bring up their views and experiences.
- Goal setting: The discussion sets realistic goals related to the employee's professional development and work performance.
- Personal development: The focus is on the employee's personal and professional development, including training and career opportunities.
- Feedback: Both the employee and the manager give each other feedback, which can help identify strengths and development areas and develop the interaction between manager and employee.
- Fostering motivation and engagement: A well-run development discussion can increase the employee's motivation and commitment to their work.
- Regularity: Development discussions are usually held regularly, for example once a year, to follow the employee's development and the achievement of goals.
Common mistakes in development discussions
Development discussions and how they are organised involve several possibilities for error. You may have encountered these pitfalls, which can lead to staff becoming cynical about development discussions.- The development discussion focuses on work-related fires, not the person: Typically a development discussion should focus on the employee's personal and professional development. If the conversation turns to solving acute problems, such as immediate work challenges or crisis situations, it can bypass the employee's long-term goals and needs. This means losing the opportunity to support the employee's holistic development and career planning.
- The manager's dominant role and inadequate listening: It is important that the development discussion is a two-way process. If the manager steamrolls their own thoughts and plans over the employee without listening to their views and wishes, the conversation loses its value. Such a situation can lead to the employee feeling unappreciated, and their motivation and commitment to work may decline.
- A superficial conversation that leads to no change or development: Development discussions should offer deep reflection and be meaningful both to the employee and to the organisation. If the conversation stays at a superficial level, without addressing the employee's career goals, development needs or work challenges, it does not lead to real development. This can result in a situation where the employee does not feel they are getting the support and guidance they need.
- A conversation that leads to no concrete action: Even if a development discussion is good in content, its value is often measured by what concrete actions follow it. If no clear plans, goals or measures follow from the conversation, its impact remains short-lived. To avoid this, it is important that both the employee and the manager commit to the goals and plans set during the discussion, and follow up on their progress regularly.
- Negative feedback dominating: While constructive criticism is important, focusing too much on the negatives can damage the employee's self-esteem and motivation. It is important to balance feedback between positive achievements and development needs.
- Inconsistency in how development discussions are organised, and unfairness: If employees feel that development discussions are inconsistent or unfair (for example, different employees are treated differently), it can cause frustration and reduce trust.