1. Sensuous Sam & Inquiring Ida
Choose an adjective that begins with the first
letter of your first name and an adjective
that really matches your personality. Write
this on the note card in front of you.
2. Sensuous Sam & Inquiring Ida
Introduce yourself just as you wrote it on the
note card and explain why you choose those
words.
4. The Case for Development
Development. You know it’s something you
want to do, but you’re not quite sure how. You
have limited time and energy, so you want your
development planning to be worth your time
and effort.
5. The Case for Development
That’s what this workshop will guide you through.
Upon completion of this process you will:
– Understand what development is
– Learn a strategic approach to individual
development planning
– Draft and implement your own Individual
Development Plan
7. Development Coaching
Principle 1: Strategic
Development coaching anticipates
business challenges. It predicts what’s
needed to meet those challenges. And
finally it helps people develop those
competencies before they’re needed.
8. Development Coaching
Principle 2: Ongoing
Development coaching instills the values
of continuous improvement and
learning in each employee. It
encourages, models, supports, and
champions development.
9. Development Coaching
Principle 3: Personal
Development coaching builds commitment
by taking people’s interests and values into
account for work assignments and
development opportunities. It means
always being on the lookout for ways to
merge what individuals need with what the
business needs – now and in the future.
10. The Development Process
PROCESS
Think about that word for a minute.
Your development is a process.
Ongoing. Evolving. Growing.
Changing. Remember that.
11. The Development Process
The process has four phases:
• Organizational Assessment
• Self-Assessment
• Drafting your Individual Development
Plan
• Taking Action
12. Organizational Assessment
First we look at your organization. Here
you assess the business challenges it
faces now and the ones it may face in
the future. Then you look at what
skills are needed to meet those
challenges.
13. Self-Assessment
The point here is to get a broad, realistic
perspective on who you are – your
strengths, needs, interests, values – and
then decide what is most relevant to the
current and future needs of the business.
This will help you figure out later which
development goals make the most sense
for you.
14. Drafting your Individual
Development Plan
Armed with information about yourself
and the organization, you go to work
setting some goals. You decide how you
want to reach them. And then you put
it all together as an Individual
Development Plan (IDP).
15. Taking Action
Last, but most important, you implement your
plan. This involves holding development
discussions with key people to enlist their
input and support. And then updating
your plan every now and again through
progress reviews.
16. Assessing the Organization
The workplace gives shape to your
development strategy. The people
who work there give it support.
Without either one you have little
direction and few opportunities.
17. Determine Focus
Where does your workgroup stand now
with the competencies it needs to face
critical business challenges? And which
ones need to be developed for the
future?
18. Determine Focus
To start your thinking about this, focus
on these questions:
• Which competencies are priorities for
meeting the organization’s current and
future challenges?
• Which competencies are my workgroup’s
strengths to either maintain or further
enhance?
20. Self-Assessment
When you plan your development, you want
to take into account three personal areas
that are particularly meaningful for
development planning.
21. Self-Assessment
YOUR INTEREST
When you get involved in work that interests
you, you increase your job satisfaction.
22. Self-Assessment
YOUR VALUES
When you get involved in work that is in line
with your strongest values and priorities,
you increase your work commitment.
23. Self-Assessment
YOUR COMPETENCIES
When you look for ways to make the most of
what you do well and improve on what you
do less well, you increase your job
performance and keep yourself learning
and improving.
