CBRE-m3-s1

Hello, and welcome to Module 3, Segment 1 of CBRE’s on-line programme, entitled Meaningful Conversations. You will hopefully recall in Module 1 how we introduced the Meaningful Conversations model, which is one of two of the key underpinning models of this programme - and then in Module 2, how we explored the five core communication skills required to build trust – a key component of any meaningful conversation. In this third module then, we will share with you the second of the two key underpinning models which are at the heart of the whole programme – and that is the Focus-Talent-Passion model, or FTP model. Together these two models very simply help you to recognise ‘What’ you should be having conversations about - creating focus, developing talents and exploring work interests and Passions. Coupled with the Meaningful Conversations model showing you ‘How’ you should be conducting these conversations - delivering on the purpose of the conversation whilst building trust through the skills we explored in Module 2 - understanding another’s worldview, questioning, listening, feedback and demonstrating empathy. By the end of this module then you will - Understand the Focus-Talent-Passion model which provides a new approach to performance management that is more flexible, and which recognises both the employee and CBREs needs. This simple, new model captures the idea that people perform at a sweet spot when they are focused on goals that are challenging, relevant and contributing to the organisation, where they have the opportunity to be the best they can be, growing and developing their talents. And when they are involved in activities in which they are passionate, can make a difference, are adding value and creating advantage. Why is this important? Because we know that if we Focus on the right things, develop the right talents, and get involved in areas that we have a Passion and interest, it will benefit us as employees within our current role and future career aspirations, support our teams and organisation to achieve our goals and ultimately create advantage for our clients. We can translate the three items above into - Focus - I need to know that where my actions are focused and how this fits in with what my team and the organisation is seeking to achieve. Talent - I want to be making use of my current talents and to be growing them and developing new skills and abilities. Passion - And I want to get to do those things I’m passionate about and really interest me - and that will support me in my current role or future career. If we as individuals can satisfy these three needs, we will find the 'sweet spot' that's right for us, which will be motivating, and will most likely to have us perform to the best of our ability. Let's now look then at how this new approach would work in practice. We all appreciate that today’s business environment is dynamic and fast paced, with new opportunities and developments occurring quickly for teams and clients. These changes can often require a rapid response and a need to reprioritise the activity within our teams. Naturally, such quickly changing priorities, suggests that our first consideration is the frequency of conversations that should be happening between Line Managers and team members – you should be planning to have regular 'check-ins' on an ongoing, continuous basis. And the frequency of these check-ins shouldn't just be driven by the calendar, but also by events and circumstance. For example, to review the completion of a significant piece of work or project, or new work where more guidance or coaching might be required, or a change to processes which will impact you and your team. Alternatively, an individual might need more frequent check-ins, perhaps needing regular feedback and coaching as they start a new role, or are trying to develop new skills. The point is that Performance and development discussions should be a cycle of continuous check-ins, where Line Managers and team members both take responsibility to ensure these more frequent conversations take place to fuel performance and support development needs as required, and not wait for an end of year or mid-year appraisal. The purpose of these regular check-ins will then be to have a meaningful conversations which has the development of Focus, Talent and Passion at its heart. There will always be a starting point to prime the process for these regular check-ins – a first conversation which looks at each element of the Focus, Passion and Talent model in some detail. Our suggestion is that individuals need to have a starting focus. This may take shape as a series of objectives or might be a few key areas of focus if the work is more complex Line managers need to understand the areas of interest that their team members have and Team members need to be prepared to share and discuss what interests them and why – the passion element And on both sides, whether as Line Manager or team member, we need to have considered what skills we need to develop in our current roles, or to support our career aspirations - the talent element Once underway, our check-ins will still have Focus-Talent-Passion in mind, but the emphasis on which element or elements should be at the heart of these check-ins will change. Sometimes the check-in will just be about where someone is focusing their efforts, with little discussion around development or passion, whilst at other times discussing the development of talents, skills and knowledge may be at the heart of the conversation. You might also give feedback on how someone is progressing against their objectives or area of focus. We know that a sense of progress is key to motivation, so such feedback on that progress is a critical element. Similarly feedback may play a part in check-ins that touch upon development. For example, providing your observation of how someone has facilitated a meeting and the impact of their actions on its members. Passion or someone's areas of interest is more likely to be one of the lesser discussed elements within this Focus-Talent-Passion model, but you should certainly be checking-in to ensure that people are engaged and energised within their role and doing work which interests them. Suffice to say, any such check-ins, should be natural, 2-way meaningful conversations, light on administration but rich in discussion - where two people have a simple purpose or desired outcome. For example to discuss the current focus of work, review feedback on progress, or create the opportunity for coaching. In conclusion, this module has introduced the Focus-Talent-Passion model. This new model provides you with ‘What’ you should be having conversations about - creating focus, developing talents and exploring work interests and passions. In the next Module, module 4, we will look more closely at how to create Focus - both in terms of how to set objectives or provide a clear focus to begin with, but also then how to establish regular check-ins - reviewing, refining and redirecting that focus to ensure that actions are always aligned with changing priorities and new opportunities.