There are two types of coaching conversations. The first and most common is the performance conversation. Here, managers coach employees to solve a problem. The conversation is about the task. The second type is the development conversation. Here, managers turn from the issue to the person. The conversation is about the employee’s development.
Performance conversations are more popular because they’re more urgent. A problem needs to be solved now! Development conversation are more important but happen less often. There’s always an urgent problem that needs attention!
This bring us back to the classic important vs. urgent conundrum. How do we prioritise what’s important while navigating what’s urgent?
The answer requires a practical look at what will work at the workplace. Does it make sense to schedule regular development conversations in the calendar? Can development conversations be combined with performance conversations? Or maybe we need an informal KPI around development conversations?