
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.
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.