Get More Value from Performance Feedback: Turn it Into an Inspiring Professional Development Plan | Lauren Streb | Skillshare

Get More Value from Performance Feedback: Turn it Into an Inspiring Professional Development Plan

Lauren Streb, Executive Coach & Leadership Consultant

Get More Value from Performance Feedback: Turn it Into an Inspiring Professional Development Plan

Lauren Streb, Executive Coach & Leadership Consultant

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14 Lessons (1h 7m)
    • 1. Class Introduction

      4:28
    • 2. Interpret Your Feedback

      3:34
    • 3. Development Actions

      5:21
    • 4. Classify Feedback

      2:10
    • 5. Which Feedback is Relevant?

      2:40
    • 6. Brainstorm Possible Goals

      4:47
    • 7. Questions to Create Focus

      5:06
    • 8. Prioritize Your Development Goals

      1:46
    • 9. Development Goal Best Practices

      1:43
    • 10. Example Development Actions

      9:22
    • 11. Class Project

      2:04
    • 12. Who Can Support You?

      14:23
    • 13. Networking Scripts

      5:29
    • 14. Revise Your Development Plan

      4:13
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About This Class

In this course, you will learn a simple process to convert your performance feedback into professional development goals.  I will show you:
-A tool that helps you organize and understand your feedback in a new way
-Four categories of development goals and when to use them
-Networking strategies to engage mentors, peers, and critics to support your career growth
-Review questions that keep your development plan relevant and inspiring

This class includes LOTS of examples, including actual feedback and goals from coaching clients and people I have managed.  I added three worksheets so you can start using this system immediately.

Meet Your Teacher

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Lauren Streb

Executive Coach & Leadership Consultant

Teacher

As an executive coach, I help leaders create careers and lives that fulfill them.  I lead them through a journey of assessments, self-inquiry, and storytelling that connects them to their strengths and desires.  Together, we craft a personal vision for what a successful life looks and feels like, on their terms.  Then we practice the skills and tools that will help turn that vision into reality. 

During my 14 years as a leader in Biotechnology, I often struggled to find my authentic voice. I felt overwhelmed by frequent travel, long hours, and competing priorities as a manager, wife and mom.  Through seven different jobs, I learned how to navigate my own professional development and become clear on what makes me happy.  While looking f... See full profile

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Transcripts

1. Class Introduction: Hi, My name is Lauren Streb. I'm an executive coach and leadership consultant, and in this class, I want to talk to you about your professional development. So some companies have a process that supports you with setting development goals. And for many people it feels like a once a year activity where you fill out a template and and write some goals that you think will be acceptable. And then you shelve the plan and don't look at it for another year. And it's not a tool that's motivating you. It's not a tool that's helping you feel like you're making progress, and it's not serving its purpose. So I'm really passionate about development plans because I think when they're used well, they can produce really phenomenal results and keep you engaged, inspired in planning and developing in your own career. So my vision is that each person can have 3 to 5 goals that they bring out and check in with once a week, maybe even daily. If you're the kind of person who likes those reminders, and those goals will remind you of what you're working on in the short term, what kind of long term aspirations you have not only what skills you're developing and improving and opportunities you're taking advantage of, but also how you want to feel it work and how you want others to feel when they're working with you. So who am I to be talking about development plans in the first place? Um, I had a 14 year career in biotech, and during that time I have seven different jobs. First, let me say I am not a proponent, that everyone should want to change jobs every two years, But that fit me well. And what I found, as I was navigating between all those rules, is that quite often my development plan had very little to go very little to do with where I was going and what I was interested in. So it was actually the skills and practices that I was cultivating on the side at home that we're giving me direction and helping me feel like I could run experiments and find out what was really a good fit for me. So in this class, I want to share one part of what I think makes a great development plan, and I'll be sharing three classes each of which focuses on a different aspect of this holistic process for development planning. The first class is about converting your performance feedback into goals. I know this could be a challenge for a lot of people because they get so much feedback. They don't know what they should focus on. They have feedback that they don't agree with that they don't think is accurate and they're not sure how to use it. And then they're not sure what kind of goals they should create. If they don't have a next job in mind, they may feel like they want to change. They may feel completely happy where they are, but they feel like they should know where they want to go in order to make good goals. And I don't think that's always the case. So in this class I'll be teaching you a simple tool that you can use to classify the food back. You've received how you could use that tool to create goals of varying kinds and then how you can focus so that you can find those top 3 to 5 goals. That will really help you set a path for where you're going that makes you inspired to go to work. And that also addresses the urgent priorities that may have come up when you receive feedback that showed you areas where you needed to improve. So this class will include lots of examples, because that's how I learned best examples from my own development examples from the development plans of people I've coached and people I've managed. And you'll find that through demonstration of all of these examples, you'll have a very quick path toe implementing this tool in your own development planning. 2. Interpret Your Feedback: one of my favorite tools to use when processing feedback and creating goals from it is the job. Harry Window. This is, ah, tool that's often used in personal psychology, and it allows us to consider what is known by us and what is known by others and figure out where we would like to have more self disclosure or more curiosity or more guidance to help others know us better in a way that will help us have more effective working relationships and personal relationships. So in the section of the class, I'll go through each of the quadrants in the job Harry Window and give examples so you can understand how you would use this tool for your own professional development goals. So if you received feedback and it's something that you knew about yourself and that others know about you, it's kind of confirming something that's already out there. It could be feedback about the strength or critical feedback that, you know is something that you should focus on in the role. If the feedback is something that's given about you by others and it's a complete surprise to you, this may be a blind spot. Is usually surprising. We put this in quadrant to say that it's known by others but unknown by yourself, and there's an opportunity there to verify the feedback. Check in with people you trust, reflect about other situations that may have been similar where you've done or said similar things and then decide if this is an important area for you to develop in order to improve into your role or become a stronger candidate for future roles. It could also be a blind spot about a strength, and we don't talk about those quite as often. But it could be something that others see you do exceptionally well and that they'd like to see you utilize more when there's something that is known by you but not known by others. This is not something that you'll often get feedback about right this. Make him come up when you receive feedback and you realize that you understand context or background or motivation that you had that the others don't know about you. It can also be something that you've done in a previous role, that the people who are your current stakeholders and manager may not have seen you do well so it could be something that you want a highlight or make more use of in your current position unknown myself an unknown by others. This is also not something that you'll directly receive feedback about. This is probably something that you can understand better through personal development, quite often with the guide of a coach or therapist. These are the things that may be under the surface, and you don't even realize are going on for you subconsciously and affecting your thoughts and behaviors. So one example of this that I work with a lot of my clients with is the inner critic, that voice that's telling you things about yourself. Don't try that thing. That is what others think about you, usually a very critical, nagging voice. And there's a way that that can affect how you show up at work and and whether or not you let other people in to see what your strengths and areas where you're developing are 3. Development Actions: The reason this is one of my favorite development tools is that it doesn't just assess current state. It actually helps you create goals related to actions that will expand that open self quadrant. And the reason why we want to expand the open self quadrant is then others know you better . They understand your motivations. They see opportunities to help you through specific actions. And you can stay in curiosity and look form or information and more tools that will help you grow and stretch. So one of the ways to expand that open self quadrant is by telling other people self disclosure, letting them know about strength. You have about experience. You have that you haven't leveraged in your current role or letting them know that you appreciate their feedback about something that's been challenging for you. And now that you're actively focusing on improving that skill, here's what you'd like them to know about what you're trying to dio. So an example for that would be letting someone know I don't have a strong financial background, but I would like to learn more about this so I could manage a cost centre in my next role quite often people are happy to be your mentors, your sponsors, people who could help give you opportunities to grow if you let them know the specific role they can play in your development. Another example where you could bring in something you know about yourself from your personal life and figure out how to better utilize that aspect of yourself at work is to share your playfulness. People may have experienced you as being very serious at work, and maybe you'd like to feel more like your authentic self at work. That authentic self is funny and playful could be a fantastic skill when you're trying to develop connections and relationships with people. Another way to expand the open self quadrant is to ask for more information. Quite often, the feedback that we receive is so depending on the context in which the behaviors were observed, that it could be very helpful to get more information. Now you can do this by asking trusted colleagues to observe your behaviors and meetings, look for things that you're trying to improve, or skills that you are to have that you're trying to highlight. It's also helpful to ask for more information about how you're perceived in the organization. Your brand is what that sometimes called because quite often you may be completely ready for responsibilities at the next level. But there's some work to be done to change perceptions about your effectiveness and asking for more information. Getting more feedback is a great foundation for doing that. So an example for requesting more feedback is to say all. I didn't realize that I was interrupting my teammates. Can you please watch me during the next meeting and let me know if I do it again? Some of these things that we want to change about ourselves are so habitual that we don't even realize we're doing them. Having someone on the outside observe is and valuable. Another example would be I didn't realize that people appreciate the way I frame decisions that need to be made. Can you let me know if you see me doing this in another situation so it could be four, an area for growth or a strength? So the other way to expand that quantity even more can be done through self discovery. But it's always accelerated by working with a coach or someone who can mentor guide your process of self discovery, and that's starting to understand things about yourself that neither you nor your colleagues know one example that I see Quite often people may have social anxiety or anxiety about presenting in front of senior management the kind of coaching that happened in the level of behavior. Right? Well, here's some things that you can do in your body with breath. With practice, I'll be feel less anxious. That could be really great. First step. When you're getting into that area of the unknown self, you're getting into the subconscious reasons why you may have anxiety in the situation and what you can dio regard to your mindset to try to shift that pattern. Another example that I see come up is that a lot of people have their own decision making style, and while they can learn to adapt to the company culture around them, it can still be a stretch for some people. Some of us really ready to go into action right away with very little input. Others prefer to build consensus and get a lot of different opinions before they can make their own decision. Others prefer time being able to process things on their own, away from the team and their environments, where that works well and their environments, where those styles aren't a great fit. So one way that you could work with a coach on the unknown self peace is to really understand the reasons you may not be aware that drive your decision making style and how you can adapt that style and still stay connected to who you are and how you lead best. 4. Classify Feedback: wave talked about the Joe Harry window. We're going to look at how you actually use it to classify feedback you received. The example that I wanted to give first is that you can have one piece of feedback that actually belongs in multiple quadrants. So we'll look at an example. Perhaps we received feedback that you have strong communication skills, but you don't speak up in some important meetings. And some of your stakeholders have created a perception from that that you lack confidence or experience. And that's the reason you're not speaking up. So how would we use that in the tool in the situation? Let's say that you know, you have strong communication skills, and you've also observed that you don't speak up in some meetings. So these are pieces of feedback that air known by you and by others, the element that may be a surprise to you. Something that was not known to you before you received the feedback is that there's a perception that you're lacking confidence or experience. So the element of this feedback that may be known by you, but not by others is what's happening in your internal experience when you're not speaking up during these meetings could be, you hear very strong inner voice that's critical. You have perfectionism coming up your failure. So this is something that others don't have visibility to and can be the basis of a development goal for you. The piece that's in that unknown quadrant, you don't know it. Others don't know it. You may have observed these behaviors of these experience in your thought process when you're not speaking up, but what you could discover through coaching mentoring is the source of the limiting beliefs that are creating a strong inner critic voice. What to do when you have these thoughts that air perfectionist thoughts, Um, and what kind of tools you can use then to work with these experiences when they come up to feel more confident to take more risks to address the feedback 5. Which Feedback is Relevant?: now that we've looked at how one piece of feedback can be classified in the different quadrants, I've created a new example these air types of feedback that one person may have received. And I've classified them in the four quadrants. We're going to use these examples to practice. Creating goals for your development will be using the tell asking Discover strategies that we reviewed in the initial description of the job. Harry Tool. And then we'll be talking about how you can narrow down your focus so you can create goals based on those key things. They're going to help you feel more so inspired and help you make meaningful steps in your professional development. How do you decide which feedback you should focus on? Sometimes performance reviews can feel really overwhelming, and there's just so much there you have, maybe focusing on that one piece of criticism that you just can't get out of your mind but have trouble seeing all the positive things that you might be able to build on. So they're different kinds of feedback that are helpful to focus on when you're creating your goals. It could be feedback that feels accurate, and that can be in the open self or the blind self categories because it may feel accurate . But you didn't think about it before. It can be feedback that doesn't feel accurate. And what I think people quite often miss the opportunity to do is when they received feedback that they really disagree with. They often decide not to work on it at all. But it's actually a really valuable gift because you've learned something about the perception of your effectiveness, which is very important for leaders. Or you've learned something about the priorities of one of your key stakeholders, and that gives you some opportunities to work with them more effectively. You can also focus your goals on things. You want people to know about you, that we're not reflected in the feedback. Maybe there things that you demonstrated effectively in previous roles and haven't had the opportunity to do yet another piece of feedback that you could focus on from that blind self quadrant strengths you didn't know you had that you want to highlight something that has been brought to your attention, and in the last area where it could be helpful to create goals is that areas where you feel stuck or misunderstood places where you're not sure how to proceed by yourself and others haven't given you meaningful feedback about what toe work on next. And that's usually where working with subconscious happens. The beliefs with a coach and mentor can be really effective, too, feeling less stuck. 6. Brainstorm Possible Goals: So as an example, if we're working on the feedback that feels accurate in the example feedback that I created for this imaginary person, they've received feedback that the presentation skills are excellent and there a technical expert. So how do you translate that feedback into goals when we're working in that quadrant of the known known? You quite often want to create goals that make your strengths more visible. So the example for this feedback turning into a goal would be creating deliver lunchtime presentation two groups are team collaborates with That explains highly technical aspects of our work in a simplified way. Use this opportunity to highlight my presentation skills and technical expertise to colleagues who may not know about my strengths. Earlier, we talked about the benefit of expanding this known self quadrant through telling or asking . Another way to expand this quadrant is to help others who didn't previously know this thing about you become familiar with it. So it's increasing your visibility, increasing the network of people who could become your advocates because they've seen you lied in a very effective way for another example. Something in that area where others give you feedback wasn't known by you, and now you're aware of a perception that you can work with. So in this hypothetical example, the person was given feedback that their perceived as impatient or too direct. And this cannot often because by misunderstandings or just communication styles that don't match up. So remember when we were working in this quadrant? We like to do the ask goals were asking for more information to expand that quandary it and what we know about ourselves. So sometimes when we're given feedback about perceptions for reasons of confidentiality, we don't get very specific feedback. That could be really frustrating. So if you're manager is unable to share specific feedback about the instance where your perceived of being too direct, your goal could be toe, ask trusted colleagues about the perception. Ask if they share the perception and then letting them know that you really want to work on it. Ask them to observe you in specific meetings and to tell you if they witnessed similar behaviour. Another way to work with us is an ass school is you're asking others when the situation is rising for more information, so that you can proceed effectively when I noticed. I want to move directly to action practice, asking if others are ready to do the same. That can create more shared understandings. So you're your brand perception of your leadership starts to shift in a positive way when we're working with those strengths that others may not know about you. In this case, the strength you want to highlight is that you have experienced leading strategic projects then this is what where we formulate the tell goals. You're sharing information about yourself to expand that known known quadrant. So the example goal. To highlight the strategic experience, create a proposal for a strategic assessment. I would like to lead in our department, share this proposal with my manager and reference. Previous experience went asking for endorsement to start the project. What could be especially effective about a goal like this is you're not coming to your manager and saying I'd like to show that I'm more strategic. What can I do? You actually put some thought and created a plan for how to highlight this experience and strength of your own. So now we're working with feet back in the area where some behaviors may have been observed But what you're wanting to understand are the motivations for the behaviors, that habits and beliefs that are creating some of the challenges you're running into from this hypothetical example where the person has been given feedback about their direct communication style and how it's creating conflicts. What we want to explore in this area is what is the root cause? What core beliefs are leading to this communication style? How can the person still come from a place that feels authentic but also have some strategies toe work with the beliefs and habits when they come up so they can work more effectively with their peers? So some examples of discovery goals work with a coach to understand the source of communication behaviors that are creating conflict with colleagues, learn strategies to recognize misunderstandings when they occur and repair relationships if needed. 7. Questions to Create Focus: so you can see how using this tool can actually create a lot of gold's. There are a lot of opportunities to work with your feet back in actionable ways. And what I've seen be a challenge in the past with my own development plan and and with those of the people I've managed or coached is having too many goals can actually be paralyzing. They're too many things to work on. It feels like you're not making progress. You're not sure what's going to create the most value for the time that you've invested and learning or practicing a new skill. So what I think is really important after you brainstorm this large list of potential goals is to decide what you're going to put on your plan this year for the next six months or so , so that you feel like you could make some clear progress. So what I've listed on this slide is some of the example goals that we've created an earlier part of the class, and now we're going to work with how you can shelter those down to get those key goals that are going to leave you feeling the most inspired. But also making really measurable progress in your professional development. So here the three questions that I find most helpful when you're trying to filter down your list of brainstorm goals. What is most urgent? What am I most curious about and what makes my energy go up? Urgency is an important question when you're prioritising those practical goals that are either needed now because you've been given feedback about performance issues that need to improve for you to stay in the role or you have objectives for your team, for your role that need to be met and you have new skills to acquire and develop. To be able to meet those objectives, you need to do it now. The other reason why urgency can come up is that there might be a development opportunity to take a bigger leadership role to be on a project. Teoh start working with another team to pick up new skills and a lot of those opportunities air time about so asking what is most urgent helps you prioritize those things that really need to happen in the next few months. Two year. What am I most curious about? I think this is an incredibly important and compelling question and one that is often overlooked because people plan their development based on what others tell them they should do to be successful. It's a pain point because I see a lot of very successful people who end up becoming my clients because they feel like they've done what other people have told them. They need to dio and they've lost their engagement. They're not excited by the goals they set for themselves because they feel like they're pleasing other people or matching their expectations. So curiosity is a great place to tap into on a regular basis. It helps you align with your natural interest. It helps create new opportunities for development and exploration that maybe didn't come from feedback. I think it's fantastic question toe ask as part of your planning cycle, but then over and over again in your career, what makes my energy go up? So following your curiosity, especially for people who are driven by learning, is a great place where you suddenly feel energized. But people are all very individual, and they're motivated by different things. Noticing what kind of goals make you feel energised is a fantastic way to make sure you're not just focussed on the problematic side of your goals, but also on the types of achievements or experiences that will make you feel really engaged and motivated. One caution here is that quite often when we're in that zone where we're trying to stretch ourselves, take on something that feels a little risky, work with a skill that's challenging for us, we can experience fear, and sometimes fear doesn't feel like a very energizing emotion. What I would suggest is to really sit with it and notice. Is it fear that can turn into excitement if you get into breath? If you get into movement? If you talk to people about what's possible? If you move through that fear towards it that you want to work on what would be a goal that probably doesn't feel energizing is something that other people have told you could be an interesting place for you to pursue, and you're not genuinely interested in it. You haven't let other people know yet that it's not exciting for you. Those kinds of goals that really just drain you and you can't imagine focusing on are not once that belong on your list, unless they're addressing urgent performance issues 8. Prioritize Your Development Goals: So as an example, using those three filtering questions with the goals that we brainstormed earlier, that first goal about delivering a lunchtime presentation might feel very energizing. You want to tell other people about your team and what you do. You also want to showcase thes skills that you have about presenting and explaining technical elements of your work in ways that other groups can understand. Maybe that second goal around the perception of your direct feedback of your direct communication style has actually become such a challenge. The detergent. It might be a performance issue, and so that would be a really good one to highlight as you focused on your list of goals. Perhaps that proposal for a strategic assessment is not one of the ones that would rise to the top of the list. Might be interesting to you might map with a future role that several years down the line, it just doesn't feel like the best place to focus your time and energy now. And so this last 1 may be the goal that really pulls it. Your curiosity. You've been told for 15 years that you have a very direct communication style. You feel like it's just you, and you're starting to find out that their ways toe work with it so you can still be authentic, that that's a style that you prefer. But you could also find strategies around how to communicate directly in a way that creates less conflict to Maybe that's what's really keeping you interested and curious because you're not sure how the goal will take shape, but you feel like that's an area where you'd like to learn more about yourself. 9. Development Goal Best Practices: the well rounded, inspiring development plans need a mix of different types of goals. When I often see people feeling very demotivated because they have plans that it only include practical, pragmatic goals for the short term and then they can't see their future, they have trouble visualising it. If people Onley focus on the things that they're curious about, they might have a tendency to really like one thing for a couple months and then be done with it and like something else for a couple months and during that process there actually neglecting some of their urgent needs in their development of performance, really important when creating a development plan to use effective gold language. A lot of people know the smart model specific, measurable, achievable results focused on time bound. What's so great about that is not only deserted enable you to have a really clear definition of what a win looks and feels like, but it also gives you language to talk to other people when you want to engage their help as part of your development. Hey, I'm working on this. Can you think of another way I could approach it? Can you observe me when I'm trying this new skill, can you let me know who else I could talk to who might be able to help me get practice with this? The other thing that I found most effective as a best practice for gold setting is to not have more than five goals. It can be overwhelming to have too many things to focus on. Some of those goals might have more specific details included in them, but I think it's really helpful to focus your energy and your attention so that you could move through those things and on to the next thing. 10. Example Development Actions: in this class, you've learned a new tool for categorizing and understanding your feedback that helps you design more effective development actions. The truth is, when we sit down, it's time to design our actions. A lot of us get stuck, and it's helpful to have examples. So here are the five areas that I most frequently hear people receive feedback and some possible ways to work with them as development goals. The 1st 1 is a statement like this. I want to feel more confident when I'm speaking to senior management. So a lot of people feel this way. And there are many, many tools that can help with confidence, with communication skills. With planning a presentation, here are two possible actions. One is to do some work to understand what might make you feel more confident and in particular toe. Understand the thoughts, feelings and beliefs that come up when you're starting to feel nervous before it's time to present. Um, we talked about the critical self talk or the inner critic earlier in this class, and there are some very easy actions that can help ship this relationship. So you're back in the driver's seat. You can calm down that voice and present more confidently. Another way to feel more confident before presentations has to do with what you do immediately beforehand, whether that's taking up physical postures that start to make you feel more confident or imagining key parts of the presentation and how you might respond to questions countering the critical inner voice by thinking of specific times when you present it effectively. Here's an example of Gold Word again, we're gonna try to be smart and how we phrase our goals. S m a R T Before Project close at presentation to the leadership team in June, I will spend 10 minutes implementing the confidence boosting practices I have learned after the meeting. I will reflect on my level of confidence and ask for feedback from two meeting participants about my presentation. So is the next step. You would figure out who you're going to ask for feedback. You might want to have a conversation with them in advance, depending on what kind of feedback you'd like to get. Notice how it's about a specific presentation opportunity, and it's a chance to experiment. A chance to try some of these skills. See what works what doesn't. I've had several clients and people on my team have the goal. I want to become a better listener. Either they noticed that they get distracted when they're talking to someone else, or they are focused on what they're going to say next. Or maybe they've received feedback that people feel like they're not listening effectively . I quite often work with clients around practices that increase self awareness slowing down so that you can pause. Listen to the other person, really consider what they're saying. Practices like a body scan. So he down your breath, noticing patterns unique to your conversation style. For example, some of us get very excited and breathless and talk quickly. Um, and when we're doing that, it's hard to listen at the same time. For some people in the beginning, as they're working on the skill, it's easier recognized cues and other people. So you might notice something about someone's facial expression about their body language about what they're bringing to the conversation that might match a familiar pattern that, for example, you're speaking over them or they don't feel like you're emphasizing what they're saying is part of the conversation, too. In those cases, Uh, I would recommend checking in. There's some questions you can use toe check for alignment, as opposed to assuming that the person's body language is about you. So here's an example. Goal. During my next interview, I will practice pausing for breaths and scanning for sensations in my body. I will also ask questions or restate for clarification in a way that shows I'm responding to new information in the conversation. Interviews could be an especially challenging time to practice this because so many of us get nervous. Influencing is a skill set that I know a lot of people like to improve. So one way to go about this is to create a stakeholder map relationship map that identifies your key Stakeholders could have voice of customer conversations to find out about what are what is important to those people. What other key goals? What other challenges? One of the risks to their success this year? How can you be part of what makes them successful in practice your influencing language by making recommendations and then emphasizing the things you learn during the voice of customer feedback? How can, for example, you engage them to participate in a new project team, even when they're extremely busy. If you know that time scarcity is a big issue for them this year, meeting their goals. So here's an example. I will invite care in the lunch to discuss how groups can work together more effectively. After enquiring about her biggest goals and obstacles for the year, I will listen for her key value words and find a way to restate my request to reduce meetings in terms of those values. So in this example, it's actually the requester, the person who's creating the development goal, who is concerned about too many meetings. Many of us have been taught that it's not polite to share our accomplishments. We were warned US Children not to brag. And then when we become professionals and we want more visibility, we want to receive acknowledgement for contributions. We feel a little bit stuck and uncomfortable. So I've worked with a lot of clients and team members who want to become more comfortable talking about their accomplishments, but in a way that feels an integrity for them. So person working on this might consider feedback. Um, and particularly in this job, Harry context. Um we can look at the things that you know about yourself. But others may not night identify those experiences and skills that you want to bring more visibility to, and then you can engage in something called a bragging circle. Here is an example of what a bragging circle could look like. I will schedule monthly lunches with a group of five colleagues that I trust. At the beginning of each lunch, we will share something we accomplished and ask for ideas about how to share that information in a broader network in support of our development goals. So sometimes the participants in groups like this then become advocates for each other. They might be having a conversation with someone you don't know and say, Oh, I know someone who has the skill you're looking for on that project team. Can I introduce you? Or it could be someone who you work with quite closely who can make sure your recommendations get hurt and groups and who can reference earlier successes. You've had to help with that. As you're trying to influence a lot of people that I work with have development actions related to career plan as the the joke is, I don't know what I want to be when I grow up. And you know, a lot of us still don't know that even when our a few years from retirement. So the wish is to find out what you want to do next. Feel more clear about your career path, working with a coach or mentor in your organization who can help you identify small, actionable steps that, allied to their interest in strengths, can be a great area to work on. It's it's great to be able to test some assumptions before you make a big leap except a new role. It also helps to create a priorities list for your next role. There are things that may have been important too early in your career that just don't fit your life right now, whether that's a work life balance issue, whether that's how much travel you want to do, whether that's the amount of autonomy you want your position, you want to find out what your priorities are today and have some consideration of how that might affect your opportunities five years from now. So here's an example. Goal scheduled monthly networking conversations toe Ask colleagues about their career development and the responsibilities of their current role. Sometimes we call those informational interviews you're just chatting socially, but you want to get a sense of what a day in their career life is like. You could also set up recurring sessions with the coach or mentor who could help you stay accountable as you focus on taking small, specific steps in your career plan. 11. Class Project: So now I want to introduce the class project. This is an opportunity for you to use the job. Harry Window and process feedback that you've received can go through a recent performance review or things that you've received over the past few years and classified them in terms of these four quadrants that we've discussed. And remember that one piece of feedback can be classified in multiple quadrants, depending on what you know and what you didn't know about this feedback that you've received after you've brains from the sheet, and you may need to print this out a few times. You have a lot of feedback to go through. Then it's that time to start making goals from your feet back as a refresher. When you're working with things that both you and other to know, what you want to do is highlight your strengths. You probably don't want to highlight the things that you're still working on their challenge unless you're asking for help. So in that quadrant of known by others, but not you, or unless you're telling others how they can best support you and you're working on those areas that are still challenging for him. But using language, link ask tell could be very helpful as a structure for creating these goals. And then the discovery ones are. What are those things? You know that our behaviors that are either strength or challenges where you'd like more support going a little deeper. What do you want to understand about why you do these things and how you can work with these natural tendencies to be most effective and most fulfilled at work? I would love to see some of your job, Harry window examples up on the class page, and I will definitely be there to support you if you have some feedback and you're feeling stuck about how to turn it into a goal. It could be a new strength, a new skill for some of us to work through. And I'm happy to give you feedback and share more examples from my personal development and from the development that I coach my clients with 12. Who Can Support You?: at the beginning of this class, I talked about the value of making your professional development plan a living document that you referenced throughout the year and using conversations with other people. Now I understand from personal experience that it can feel very vulnerable to tell people at work what you're working on, the waves in which you're trying to stretch yourself, the things you know that you'd like to be better at. It's really hard for a lot of us to admit incompetence, or that we've received critical feedback. And there's something we really want to focus on, or even two share something that we're ambitious about to share with next level we see ourself moving towards, and I think the fear is often that the person we're talking to might say, Oh, that'll never happen. That's not the right fit for you. But despite the fear, despite those critical inner thoughts, what I found again and again through my career and threw coaching others is that having those conversations and asking for help is so often the necessary step to get to the next level. So what are the benefits of sharing her goals with your professional network? you can clarify feedback that you received depending on the culture in your company. Ah, feedback may be really nice all the time, or maybe anonymous or so vague that it's difficult to take action. So the golden he clarifying the feedback is not to go to the stakeholder who you think gave you the feedback, but to get additional points of view to give more context when of other people seeing you do that behavior, for example, having these conversations is also way to demonstrate that you're someone who can receive feedback professionally that you're willing to grow to stretch yourself. And that, you see feedback is a gift that enables that these kinds of conversations are also an opportunity to create accountability partners. So in addition to your line manager, you can have other people to check in with and say, I really wanted to try this. Ah, a new skill. But I get really busy with work, and I would love it if you would check in with me a month in a month and see how that's going. Receiving advice for multiple viewpoints can be incredibly helpful, especially Ah, in an environment where things could be very political or your performance and your behaviors, maybe perceived differently by people who armed groups you have good relationships with or groups where there's tends to be a lot of conflict. It's also an opportunity to learn what has worked well for other people who have developed the same skill. I know a lot of times, Aiken struggle with thinking of a creative way to practice something new, and that's why a lot of people go to the default of I'm going to read a book about it or will attend a conference and try toe Learn more about it. These conversations are also an opportunity to create more advocates for your career, something I learned through personal experience many times was that when people were having conversations about opportunities for me or whether I was ready to be promoted, it was helpful to have more than one person in the room who was a supporter of mine when I couldn't be there. To advocate for myself and having these kinds of conversations about how you're growing helps enable people to advocate for you. So who might you have these conversations with? There are some people who probably aren't a good foot. You don't feel comfortable being vulnerable with them. You're not sure they would keep what you said in confidence, or you're concerned that they would, for some personal reason, use this information against you. Those are not the people to go to, but you can turn to people who are generally positive and supportive. That's a great place to start. Kind of. Think of these people is cheerleaders. They're the ones who are gonna boost you up. We also want to go to the people who tell you the truth exactly as they see it. Sometimes those could be the same people, but sometimes it can be helpful to go to your blunt friend to find out the truth. It's helpful to go to people who you know you've had misunderstandings with. These may be the stakeholders who have given you critical feedback. It's not important that you find out who did it. It's more just in opportunity to here multiple perspectives about your performance so that you're not living in yourself and creating the foundation for more blind spots about yourself. The last group is to talk to people who are outside of your organization. They may have had experience with you in another job. They may be at another company now or in a large organization. They may just be in a different department, and we'll talk about why each one of these people can offer, ah, helpful perspective as you vent your goals and continue to make progress. So the people who are positive and supporter right people in your corner, I tend to go to these people first. If I've received really surprising feedback or feedback that felt really painful or around a sensitive subject, or about something that I thought I was doing effectively, it could be really helpful to go back to someone who can reinforce the things that you do well. These people are already inclined to be your advocates. You may have received glowing praise from them in the past or heard that they recommended you for an opportunity. Quite often, these people have positive feelings about you and want to support your career. They may not know what they can do specifically to help you. It doesn't have to be based on your career plan, but if you have a specific job in mind, you know you can share that, um, it may just be I'm working on this skill, or I want people at this company to know that I have some previous experience. They may be unaware, and then I think about these conversations is there could be some reciprocity. When you're advocating for someone else, they are quite likely to advocate for you in return. So these direct friends and colleagues No, the people who value honesty, who I prefer to receive direct feedback. It's well, you know, they're not going to just be nice, right? They're going to tell you what they really think, and that can be both about your strengths and about your areas for growth. So this could be somebody who, you see is someone who's in your corner. And it could also be someone who has had concerns about your performance in the past. Now, remember, just because this person is telling you the truth from their perspective doesn't make it the truth or the only truth. There's a benefit that the message won't be obscured by trying to be too nice or trying to soften the blow. But you get to decide whether you agree with that perspective or not. It's valuable. You're gonna consider it. Well, think about how it integrates with the rest of the few back you've received, but you're still in the driver's seat. You get to decide what to do about it. The benefit of these conversations, as vulnerable as they can be, is that it can draw attention to blind spots, potentially even ones that you didn't hear about in your feet back. When you're going to the people who you know, have some concerns. It may be that they have said something to make a suggestion to you in the past about how you could improve. It could be that your departments have had conflict or tension. It could be that you've heard something by a feedback or someone else, that this person is not your biggest fan. The goal is not to get everyone toe like you. That's certainly not what I'm advocating for. Your goal is not to change their mind during this conversation. You're not going to say your concerns are wrong. You're not going to say, I feel like you've gone after me to personally, you're just receiving and by being open and curious and asking helpful questions you're creating a foundation for future feedback that they might give you what I've seen happen. Unfortunately, with both people I managed and with people I coached is they received feedback that surprised them. They went directly to the person while they were still in a very emotional state and talked about the emotional impact to them. Or talked about what a shock it waas or talked about it feeling like a punch in the gut now not only if the person who's giving you feedback kind of being asked toe emotionally take care of you. But they also have been given a message. Oh, this person can't receive critical feedback. Professionally, Gracefully, they were to hurt. I don't want to hurt their feelings in the future. I'm just going to tell them what they're doing. Well, for no one. And so in a sense, by being so reactive to the feedback you're creating blind spots because this person may have really great insights in the future about your performance, but they'll be less comfortable sharing them with you. So again, you're taking this perspective as their perspective and not the truth. But it's really powerful to know what someone else thinks you should focus on. Even if you decide not to focus on it because you get a sense of their values and priorities, it could be the foundation for more effective influencing the future. It could be a chance to highlight what's most important to them and to see how you can collaborate more effectively. Typically, people outside of your organization have not had a chance to observe you doing the specific behaviors that you got feedback about. But why their perspective is valuable is that they might know things about what they can, what they've heard about you from a distance. So if somebody in an adjacent department hasn't worked with you on many projects, but they have heard something about your reputation that's really valuable if they're in a department or a team that you'd like to be promoted into some day or a different part of the business that you'd like to learn about, and no one there has heard about you that might be really valuable information so that you can start to build a stronger network in that area. They also may have some unique ideas about how to work on a particular skill that you'd like to become better up. Um, I find it's really helpful to talk to managers who you see as effective coaches and get some ideas from them. Um, and it can also be a networking conversation. Hey, I want you to know when working on this new technical skill, or I'm learning about project management or in practicing presenting to executives, and I'm wondering if that's a skill that's important for success in your team. And then the conversation can go on from there. Few things that I want to emphasize about performance feedback in general, I believe the cliche that feedback is a gift. I think it's true because it always gives you more information, and then you can decide how to respond to that information. You don't have to agree with it. You don't have to have a developed development plan in response to every single suggestion you receive. But the mistake that I have seen people make is to say I'm going to completely ignore this because it's only one person's perspective or I'm going to completely ignore this because I have a belief this person doesn't like me or because I think they're trying to politically get me or because they don't want me to succeed. It's a natural response to feeling hurt by unexpected feedback, to try to protect yourself from it. But what I would suggest is to give yourself enough time that you can come back and ask. Are there any seeds of truth in this that I'd like to become curious about? Talk to my network about, get more information about or has this person shown me something about themselves through this feedback, something that's important to them, something they value on their team? Possible miscommunication we have that I'd like to address directly. Um, when you have time to look at the feedback objectively, there's almost always something they're of value. I've said it in other parts of his course, but I think it's really worth emphasizing again. Try not to confront colleagues about feedback When you're emotional, I've had the opportunity to do a lot of anonymous 360 feet back. Reports and data shows that even when we're quite convinced that we know who said something critical about us, we're not right as often as we would expect. So try to stay open and curious Don't worry so much about who gave you the feedback. Just decide what you want to do with it from an objective place and, when possible, try to assume best intentions of other people. 13. Networking Scripts: Now that you've identified the stakeholders who you would like to talk to about your development goals, what do you want to say to them here? Some scripts, templates, ideas that might help you take that next step. When you're talking to the people who are in your corner, the ones who are always positive and supportive, you could tell them one development of area and focusing on is or specifically my goal is Do you have any suggestions for how I can improve in that area? Have conversation about it. Have you ever seen me do it? Well, when this is a really great question, Um, both because you might be talking about highlighting a strength and becoming even better at it, or increasing visibility to the strength, or if it is an area that you've received critical seed back at it about, maybe you do it effectively in some context in some work environments, but not in others. And understanding any patterns like that can be very valuable for the people who are positive and supportive. These might be your friends who you want to talk Teoh about how you felt receiving the feedback. I mean, I think We know that feeling of needing a little time because we're upset and these friends could be the people who give you the context or who may have some good advice about how not to take feedback too seriously to personally. When you're having the conversations with the very direct people, uh, you make sure the goal explicitly. You may tell them why you are engaging them, and you say, I appreciate that you're always directed me. Your honesty about how you perceive me has helped me improve in the past. Do you think this goals and most important thing for me to focus on Do you agree with the feedback I received? Do you want to be really very direct? Do you have suggestions for how I can improve in that area or further utilize that strength ? Do you see any strengths that people may not know about me? Conversations with these direct people are a great opportunity to shine more light and limit blind spots. So when talking to the people who may have some concerns, I know it could be difficult to get into this conversation. You may or may not want to share that you've received critical feedback. You may just want to say this is something I'm working on. Or you may use it again as a voice of customer kind of engagement were saying, I think it will benefit both of us if I get better at this thing. What do you think? How would that impact? Uh, the work that we do together? How would it impact our collaboration? And quite often when you can frame the benefit and show that you're thinking about their needs in your work history together that can build a lot of bridges. These are the people who, if they're willing, can give you very effective real time feedback about specific things that you're trying to do differently or trying to do more visibly. Um, And when you're asking for somebody, give you feedback, It's really helpful to remind them before the time that you want them to observe it, to get agreement, that they're willing to do it and to follow up with them fairly soon after they observe what you're doing so that they can give you feedback about things that you both still remember and hopefully remember more accurately than if you talked about it. a month later. And then for the stakeholders who you don't work with as directly, you can use them as a mentor. I received a recommendation that I should work on this particular thing. Is this something that people in your team work on? What have you seen them do? How the demonstrated improvement sometimes are. The feedback that we received can feel confusing or little ambiguous. We don't really know what success looks like. So sometimes meeting with the senior leaders or colleagues and other organizations they can really frame for you. This is what it looks like to grow in that area. You might engage someone specifically as a mentor and create a more formal structure for your conversations. Um, and if you're interest in the organization, fits into your career plan in some way, then you might want to talk about the match between improvement in that skill and potential future roles, I have attached a worksheet to the section of the class that talks you through the identification of those different kinds of people. Uh, has some suggestions for what you might say to them and then has this planet sheet that helps you make specific actions for yourself about having these conversations. Hopefully, you can put them on calendar. Maybe one of your accountability buddies can check in and say You wanted to talk to these three people this month? Did it happen? And it could be a great opportunity to learn more about yourself and to show other people that you really are interested in learning and growing and becoming the best leader you could be. Whether you're managing, people are just showing up as a leader as an individual contributor. 14. Revise Your Development Plan: when I reflect on my career as a leader of teams at an executive coach, there is one behavior that made development plans empowering and inspiring for the people who owned them. You won't be surprised to hear that those who check the boxes filled out the form and shelved their plan received very little benefit from it. But you may be surprised to hear that there were people who are very growth oriented, who I worked with and coached, who liked to get into that zone, where they're a little uncomfortable where they could stretch. They were open and curious to new ways of approaching their work. But even with those behaviors and mindsets, a lot of them would get back to their annual planning cycle of creating a development plan and be disappointed that they'd completely for gotten what they had intended to work on. That one behavior that sets apart successful development planning is keeping the plan alive by reviewing it at least once every quarter, if not monthly. I've created a worksheet, the third worksheet in this class to offer some questions that you may want to reflect on to keep your plan feeling fresh, I set it up for myself as a business owner now as a quarterly invitation with myself quite often at a coffee shop. The process of reflection takes less than an hour, and I go through a list of questions and reflection on where I am. I look at conversations I had that I had planned to have. Which one's fell through the cracks. I look at the development actions that I tried and where I received feedback about which of those experiments worked. Well, I look at it obstacles I encountered quite often. I hear that people don't have enough time to focus on development, planning or their priorities. Shifted unexpectedly at work, they received a new project assignment. These are the kinds of obstacles that can get in the way. And then I just look overall at what I learned about myself about the people I work with about what supported me to change and grow. And then I check in with each one of my goals. Does this goal still feel relevant? Do I want to rephrase it? Do I want to retire it and focus on something else? Do I have a more urgent thing that I'd prefer to focus on instead. And then I look at specific actions that I want to focus on to support my development plan for the next quarter. Whenever possible, I get these on calendar. So my calendar invite to myself may look at, like, 75 emails to these people who would like to have conversations with something very specific that you can check off So you feel like you're making progress. Breaking your development plan into very small, actionable items helps us continue to make progress and and to feel confident about our ability to take on your challenges. Thank you so much for choosing to go through this course with me. I hope, as a result of going through this content together, you feel more empowered with a new tool kit For ways to understand your feedback, decide what helpful about it, decide what's confusing about it, decide what actions you want to take to support your career, your growth and your fulfillment.