CHAPTER 1

Part 1Perfect Phrases That Build EmployeeDevelopment Plans

Be the Architect of Employee Development in YourOrganization

According to Ralph Waldo Emerson, "Our chief want is someone who will inspire usto be what we know we can be." This quote is a most fitting way to begin thisparticular Perfect Phrases section. It is what employee developmentplanning is all about. And guess what? That "someone" Emerson describes is you!Today's manager is charged with doing everything better, cheaper, and lightning-speed faster, while embracing change, sometimes on a minute-by-minute basis,constantly upgrading workplace performance and productivity, and developingmyriad customized employee development plans for the most multigenerational,multicultural, and diverse workforce the world has ever known, all while alwaysthinking outside the box (no, make that blowing up the box).

Seriously, the responsibilities and expectations placed on today's supervisorsand management leaders can feel daunting at times. However, becoming asuccessful architect of your employees' development plans does not require thatyou wait for the perfect employee, or the perfect job opening for that employee.You don't have to be the perfect manager or supervisor. And you certainly don'thave to wait for the perfect situation, because that moment, frankly, may nevercome. Employee development is a work in progress, ongoing, full of human flaws,and a never-ending process of continuous learning. It's your job to take controlof all these moving parts by effectively using the following phrases to buildyour employee development plans as they gradually and intentionally converge.

Upgrade Yourself First Before You Attempt to Upgrade Others

Use this book to shift your own paradigms and preconceived notions aboutemployee development plans and, more important, how you see yourself as thearchitect of those plans. It starts with you, the leader.

When was the last time you took stock of your own personal and professionaldevelopment? Forget about the last time you upgraded your cell phone, iPad,BlackBerry, iPhone, laptop, iPod, or other mobile technologies—when wasthe last time you upgraded you? Have you recently read a book, taken aclass, attended a management or leadership seminar, completed that degree?Remember, you have to walk the talk if you are going to set the standards forothers.

You Are Not Just a Manager: Reframing Who You Are

Do not limit how you see your role as a manager by what title you may have beenassigned at your hiring or what is currently printed on your business card. Donot consider your title and present responsibilities as simply being asupervisor or manager. That's myopic thinking. And if you're myopic invisualizing your own talents and abilities, then your people will learn to limittheir talents and abilities as well. The goal and intention of this book is togo beyond that. That means reframing your own professional and personalimprovement plan by redefining who you are and what you really do. Here's how:

* First, envision the bigger picture of employee development planning.You are facilitating the success of those around you. It's not your jobor responsibility to actually develop your employees—that's theirjob.

It is your job and responsibility, however, to facilitate the development ofothers, and the following list of perfect phrases will be one portfolio toolyou'll rely on again and again during the facilitation process.

Instead of selling your staff on a "how I would do it" approach, let employeesat every level emerge on their own and discover their own talents, interests,and competencies. Encourage and inspire people at every level within yourorganization to want to take part in building a personal and professionaldevelopment plan that will take them to the next higher level in their careersand then let this book be the road map, or plan of action, you use to buildplans your employees can easily follow and grow from. It's that simple.

This is your opportunity as a manager, supervisor, and leader to reinventyourself as a developer of extraordinary people, strength strategist,excavator of exceptional talent and potential, inspiration and motivationfinder, navigator of employee development skills and principles, and the co-architectof extraordinary employee development plans! Are you up for thechallenge?

* Second, it's called talent development for a reason. The worddevelopment implies growth, nurturing talent, growing good workers intosuperb workers, forward and upward movement, momentum, building on strengths,adapting to new environments, modifying our ways as managers to fit new andbetter approaches, changing with the times, and loving every minute of it!

The word development also implies we are not stagnant, stuck, orsuffering from analysis paralysis. When we get stuck, we cannot develop anyoneor anything. When we focus merely on employee...