Development Conversations: Your Leadership Superpower

The art of conversation is gradually fading as technology replaces face-to-face interactions with short text messages and emoticons. Businesses are continually looking to automate processes, boost efficiency, and find technology-enabled solutions to solve their people management and development challenges. But are we forgetting the fundamentals of good leadership by neglecting to have development conversations?

The Importance of Development Conversations

As a technology company, we are certainly not technophobic, but we do think that designing technology to increase and improve human interaction should be a fundamental principle. It is way too easy to value efficiency over effectiveness.

If you are responsible for managing people, then you can’t avoid having development conversations with them. These conversations might happen in-person, over video calls, on the phone or via email. It may be many times a day or a few times a week. But here’s the thing: those conversations reveal a lot about how you perceive the other person.

If your approach is impersonal and directive (bossy), don’t be surprised if people follow your orders and then wait for further instruction. If you’re solely focused on your own needs, you can expect the other person to do the same. If you dodge certain topics, brace yourself for other filling in the blanks with their own (usually incorrect) assumptions.

Engaging in development conversations communicates more than just words; it conveys how you feel about others, what you value, what motivates you, how much they should trust you, and many other clues that define your relationship with them.

Now, let’s delve into what leads to great development conversations:

Start with a Purpose

Before initiating a development conversation, explain why you’re having it. Many people associate development conversations with negativity because they’re often avoided. Scheduling a “One-on-one conversation” in someone’s diary without warning is like saying, “We need to talk”, which usually implies something negative. Be clear that the purpose of the conversation is to help them reach a meaningful goal or overcome a challenge.

Ask Questions for Clarity

Let’s say you’ve identified ineffective behavior. The starting point of a development conversation is to accurately identify what the ineffective behavior looks like, understand when it happens (like when they are under pressure), how the person normally reacts (perhaps by becoming defensive), who amplifies the response (maybe senior executives) and how they feel (anxious, anyone?). Each answer helps them understand their reactions better and pinpoint the root cause of their ineffective behavior.