Tertiary Catalogue
Business and Administration
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 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.
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 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
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.
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.
Feedback: How to Receive Feedback
An important aspect of feedback conversations is showing staff how to help their managers give them worthwhile feedback.
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.
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 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
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: 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.
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
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.
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.
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: 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: 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: 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.
