Duration: 1 hour
Price: Free
Think about the last conversation you had with your boss or supervisor that was about your performance or development. Did you walk out of that conversation feeling energized, clear on where you stand and what steps you need to take to grow and develop? Or did you walk out of that conversation feeling confused, demotivated, and unsure about your future?
More often than not, we hear stories about these conversations going wrong than going right. Part of the reason is that leaders are not skilled at having talent conversations. A talent conversation is where development becomes real. When done well, they produce behavior that positively affects others, has a real impact on business performance, and helps accelerate the development of your people.
In this session you will learn:
- Four types of talent conversations
- A framework that describes how people develop on the job
- How to prepare for and deliver effective talent conversations
- The importance of your own mindset in order to effectively develop others
Audience: Human resources professionals and individual leaders responsible for developing others in their organizations.
Michael Campbell
Faculty and Portfolio Manager
Center for Creative Leadership
As a member of CCL’s Global Markets Americas group, Michael serves as a facilitator, trainer, coach, and researcher. As a Portfolio Manager he provides design support and subject matter expertise for solutions that help leaders responsible for ‘leading managers’ in their organizations.
Engaged in both facilitation and research, Michael’s work has focused on such topics as talent management, succession management, high potential leaders, as well as senior executive leadership. He is co-creator of CCL’s Talent Sustainability Framework as well as CCL assessment tool the Talent Orchestrator. Through research, design, and facilitation Michael has worked with and supported clients representing manufacturing, retail, and professional services organizations. He has designed and trained workshops on coaching effectiveness, executive selection, and vision. Michael has conducted several webinars for CCL’s Leading Effectively Webinar Series, and has co-designed experiential modules, tools, and activities for CCL programs.
Regarding engaging talent: Though not the fault of my immediate supervisor — a fine manager — during an annual performance review when I received yet another excellent rating, my supervisor had to deliver to me the news that my other two peers would soon be receiving a significant wage increase simply because my excellent ratings had again moved my salary too far above theirs, so their salary had to be raised mid-year no matter what their performance. That decision by HR higher-ups was stunning to me, but I appreciated that he had the courage to tell me so I didn’t hear about my peer’s glee second hand when mid-year they received a salary increase out-of-the-blue.
Regarding engaging talent: Though not the fault of my immediate supervisor — a fine manager — during an annual performance review when I received yet another excellent rating, my supervisor had to deliver to me the news that my other two peers would soon be receiving a significant wage increase simply because my excellent ratings had again moved my salary too far above theirs, so their salary had to be raised mid-year no matter what their performance. That decision by HR higher-ups was stunning to me, but I appreciated that he had the courage to tell me so I didn’t hear about my peer’s glee second hand when mid-year they received a salary increase out-of-the-blue.