CBRE-m3-s1
0 (0 Likes / 0 Dislikes)
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.