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Helping Others to Develop is about capturing important daily moments to help our people to develop. In this course, there are three modules, namely Feedback, Feedforward, and Development Conversation. Together they form a highly effective way for learning and development. In each module, you will be introduced to the what’s, why’s, and how’s of these three critical skills for developing your people.From the author:“Developing talents is critical to the competitiveness of the organization. It is therefore imperative that we dedicate time, resources, and effort to develop members of our organization. Besides formal development initiatives, we must make full use of day-to-day moments to provide learning and development opportunities. We can achieve this via Feedback, Feedforward, and Development Conversation. In this course, Helping Others to Develop, you will learn these three skills in three modules.”
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Helping Others to Develop 1: Feedback
They cannot see their blindspots until you give them feedback in an effective way.
Giving S.T.A.R.S. feedback to help others to develop!
ST for Situation/Time We say when the behaviour took place, e.g. eg. “Abena, this afternoon, when you are talking with the hotel guest,..."
A for Action We tell the feedback receiver what behaviour (action) we have observed eg. "…you folded your arms ….”
R for Result We tell the person the impact (result) of his/her behaviour. eg. “…That could be interpreted as rudeness by the guest.”
S for Suggestions We give the feedback receiver suggestions on how to change. eg. “Our service standard requires us to hold our hands with our fingers meeting in front of our body.”
The example in full: “Abena, this afternoon, when you are talking with the hotel guest (S/T), you folded your arms (A). That could be interpreted as rudeness by the guest (R). (Pause) Our service standard requires us to hold our hands with our fingers meeting in front of our body.” (S)
Helping Others to Develop 2: Feedforward
You can help others to develop by helping them to see their positive blindspots.
Feedforward with S.T.A.R.
ST for Situation/Time We say when the positive behaviour took place, e.g. eg. ““Naja, last week when the other colleagues were stretched,"
A for Action We tell the person what positive behaviour (action) we have observed eg. "...you proactively offered to take up part of their tasks.”
R for Result We tell the person the positive impact (result) of his/her behaviour. eg. “…That helped them to focus on the emergency situation and resolved it satisfactorily.”
The example in full: “Naja, last week when the other colleagues were stretched (S/T), you proactively offered to take up part of their tasks (A). That helped them to focus on the emergency situation and resolved it satisfactorily (R). Thank you!”
Helping Others to Develop 3: Development Conversation
The 4D Model for Development Conversation** Four steps of a creative and inspiring conversation
Step 1. Discovery - appreciate the best self Help the person to uncover, identify, and acknowledge what she/he is truly great at, and when he/she is at the best. What are the strengths, passion, aspirations, values, and qualities.
Step 2. Dream - explore what she/he could be Springboarding from the Discovery, help the person to imagine boldly her/his ideal future self and future state. Explore how that looks, feels, and sounds like.
Step 3. Design - determine what should be With inspirations from the Dream, help the person to work out the direction and goals to build towards.
Step 4. Develop - create the way forward Aligning to the Design, work out a specific action plan.
The Engine of Development Conversation Without these it will not fly
Ask Insightful Questions Ask powerful questions to help the other to look deep and gain new insights. Such questions tend to be short and open-ended. eg. What do you really want? What are you truly passionate about?
Listen Deeply Listen to not just the words but for the emotions too. This happens when we suspend our own inner conversations. eg. Hesitance, pause, excitement, rambling.
Be Caringly Curious Have a genuine interest in the other. Let your curiosity lead you to ask and listen deeper.
Co-create the Way Both you and the person must lean in fully. You hold the process and the person holds the agenda.