Employees disengaged? Then make development conversations a regular part of work

Editor’s note: This weekly column offers detailed guidance for leadership actions you can take to build a better workplace and improve your leadership impact right now, today. Stay tuned to WRAL Techwire each Wednesday for the next edition as lessons build on top of one another. Most recently, we talked about effective delegation as part of a focus on better management for leaders.

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RESEARCH TRIANGLE PARK – Through surveys and listening sessions with nearly 100 organizations, here’s a key theme my team has seen across our client spectrum: regular conversations about career development between a direct supervisor and their employees are simply not happening.

Although employees and supervisors both show a clear, ongoing desire for reciprocal feedback, employees see no clear path for advancement, and supervisors are frustrated with disengaged employees. The result is that both groups feel burned out and disconnected. This is where regular conversations about development can make the crucial difference.

Call it what you will – coaching, guidance, mentorship, sponsorship or simply “giving good professional advice” – knowing how to have career development conversations is an integral part of being a leader.

As Jackie Ferguson explains in Forbes, “mentors are role models at various experience levels who facilitate professional growth by providing direct one-on-one guidance via coaching, feedback, connections and advice. […] Sponsors, in contrast, are specific senior-level leaders who agree to use their influence to build opportunities and drive careers forward, such as by advocating for promotion, sharing job opportunities, making introductions and nominating their proteges for programs.” Most often, a coach, mentor, or sponsor’s role is to help their report clarify what they want and how they will achieve it, then leverage their own network and influence to create more opportunities for growth.

The most effective coaches, mentors, and sponsors also help people align their goals and values with their current role in the organization. It’s this alignment that makes work feel purposeful, so over time, career development conversations increase feelings of belonging and improve employee engagement, which in turn creates a stronger bottom line.

And that leads me to another key trend my team is witnessing in client engagements. In organizations where there are established structures for giving and receiving regular feedback – in other words, where managers are expected to have regular professional development conversations – there is reduced turnover and improved productivity for both managers and their direct reports, plus better collaboration among teams. Here’s how to integrate professional development conversations into your weekly work as a leader:

GET THAT WEEKLY ONE-ON-ONE ON YOUR CALENDARS.

Weekly meetings with my direct reports are such a big and important part of my workflow that I am always surprised to realize not all leaders use them. Yes, you need a weekly one-on-one meeting with every person who reports to you. No excuses here. These meetings are vital to your impact. And if you’re thinking “But Don I’m too busy!,” then let me tell you, these meetings will not only lighten your load and make you a more productive leader but also lend your week a rhythm and structure that gives you something to look forward to when work gets difficult. I suggest 30-45 minutes with each person. Set a loose agenda for each week’s meeting that gives you time to talk about current and future projects but also leaves 5-10 minutes each week to wander off topic. It’s those off-topic conversations that will give you insight into each person’s values, goals, thinking style, learning preferences and more.

BE CLEAR ABOUT YOUR INTENTION.

No surprise coaching, ok? This isn’t a covert mission. It’s a working relationship, so it’s important for you to acknowledge aloud that working as this person’s manager means you’re also accepting shared responsibility for their professional development and advancement. Connect your intention to the organization’s mission, vision, or values, and be clear about each person’s role in the relationship. When you’re the leader, your job is to offer perspective, create accountability, and give access to opportunities. When you’re the person being coached, your job is to name what you want, work with your leader to develop a plan, and stay responsive to feedback along the way.

GET PERSONAL.

“Work/life balance is a myth; it’s all just life, and work is one part of our lives.” I love this quote from Harvard Business Review’s “What Great Mentorship Looks Like in a Hybrid Workplace” because it’s a great reminder that we don’t have separate “personal” and “professional” lives. We only have one life, and we feel most satisfied when its pieces are aligned. Remember that each person you lead is a whole and complex individual who operates in many different lanes. They may be parents, family caregivers, athletes, music fans, artists, volunteers, gamers, cooks, gardeners or more. Create a safe space for them to talk about their lives, and pay attention to the details people share so you can personalize your leadership style to each employee. As you listen, consider what makes this person come alive and what goals they have that maybe they aren’t pursuing yet. At the same time, be respectful of people’s privacy and boundaries, and remember that building a real relationship takes time. Sharing snippets from your own life will help to set the tone.

CREATE ACCOUNTABILITY.

Make sure you’re providing predictable opportunities for the people you coach to demonstrate and celebrate their own progress. Consider directives like “At the end of this month, I’d like to hear you talk about your 3-month plan for organizing your calendar” or “I know you’ve got a lot going on, but I’ve also heard you say a few times now that getting back in shape is important to you, so next week, I’m going to ask you to tell me just one things you’ve done to move forward with that goal.” The key here is understanding that their goals are actually part of your goals too, and you both succeed – or face setbacks – together.

GIVE CLEAR, DIRECT FEEDBACK.

No one can achieve their full potential if they aren’t getting helpful guidance about what’s working, what’s not and what to try instead. I know I’ve said this many times before, but it is a core truth of leadership, and so, it bears repeating. The greatest compliment you can give someone is a high expectation for their success. Phrase things kindly, but be direct. Give ample praise throughout your relationship so that, when something negative needs to be said, that negative feedback isn’t the only feedback that person’s receiving. Also, read my 8 top tips for giving feedback here.

GET SILLY WITH IT.

When you’re first getting started with professional development conversations, the relationship can sometimes feel awkward or forced. That’s common, and that’s ok. Trust takes time to grow. In the meantime, consider connecting in different ways that encourage silliness, vulnerability and humility, like conversation starter questions, personality tests or online games.

Throughout the process, keep in mind that regular conversations about professional development are good for everyone involved. They benefit your employees, you as a leader and the organization as a whole. As your direct reports grow and achieve their goals, you’ll become a more capable manager, communicator and leader.

About the Author

Donald Thompson is co-founder and CEO of The Diversity Movement, a results-oriented, data-driven strategic partner for organization-wide diversity, equity, and inclusion (DEI) initiatives recently named to Inc. Magazine’s 2021 Best in Business List in DE&I Advocacy. With two decades of experience growing and leading firms, he is a thought leader on goal achievement, influencing company culture, and driving exponential growth. An entrepreneur, public speaker, author, podcaster, Certified Diversity Executive (CDE) and executive coach, Donald also serves as a board member for several organizations in marketing, healthcare, banking, technology and sports. Connect with him on Linkedin or at donaldthompson.com and read The Diversity Movement’s 2021 Client Insights report.