Essentials
of
Leadership
DISCUSSION PLANNER (sample)
Discussion with: Roger Harris
Date: July 30
What do you want to discuss? Why is it important?
Discuss performance issue with Roger—he has missed three proposal deadlines in the last month
(July 3, 11, 25).
What is your objective(s) for this discussion?
Identify why this is happening and what help is needed to correct the problem. Emphasize impact on
potential customers and other team members needing to pick up his work.
How will you know whether the person/team has accomplished the task or is achieving desired results
after the discussion? How will progress or success be measured?
Set improvement goals and follow-up dates.
Task accomplished when Roger resumes completion of sales proposals on time.
What are the personal needs, tendencies, or characteristics of this person/team that you need to consider?
Roger is very conscientious about his work and resistant to feedback. Ask why the proposals are not
being completed on time and what I can do to help. Ask about accessing information via the intranet.
What are the opportunities/challenges in this discussion or the underlying situation?
Opportunities
Challenges
Roger is a strong performer and could be considered
a candidate for future advancement opportunities.
Roger is resistant to developmental feedback. I’ll use
Empathy to acknowledge how difficult it can be to
receive such feedback.
© Development Dimensions International, Inc., MMIII. Revised MMV.
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Essentials
of
Leadership
KEY PRINCIPLES
MY APPROACH
;
Esteem
Use this space to plan your approach.
•
•
Meet in private and make sure we have enough time.
•
Present information on late dates and ask Roger why this is
happening.
•
Explain that the department is being affected by the late
proposals and that the proposals must be completed on time.
•
Be sure to use Esteem to make sure Roger understands
that he is a valuable employee.
•
Use Empathy to let him know I realize how difficult it can be to
receive developmental feedback.
•
Use Support to make it clear that I want to help him succeed,
but that he is responsible for the proposals.
;
Empathy
•

Unleash ideas with questions
Share
•
;
Describe facts and feelings
Involvement
•

Be specific and sincere
Disclose feelings to build trust
Support
•
Help the person/team make
decisions, but don’t take over
w
e
i
v
e
pr
INTERACTION GUIDELINES
* 1. OPEN
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• State purpose of discussion
• Identify importance (impact on/benefits to person, team, organization)
Make procedural suggestions
Check for understanding
Proposal deadlines are not being met. Customer impact, promised delivery dates not met, potential loss
of customer.
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2. CLARIFY
• Seek and share information about the situation/task
• Identify issues and concerns

Make procedural suggestions
Check for understanding
During the last month three proposals (for July 3, 11, and last week’s, the 25th) were not done on time.
Others in the department have had to complete them at the last minute. Ask why proposals are not
being completed on time. Remind Roger that information is available on the intranet. Discuss his
comfort in using the intranet for information.
* Time allocation
© Development Dimensions International, Inc., MMIII. Revised MMV.
2
Essentials
5
3. DEVELOP

• Seek and discuss ideas
• Explore needed resources/support
of
Leadership
Make procedural suggestions
Check for understanding
Ask Roger what ideas he has to make sure the proposals are completed on time.
What can I do as his leader to help him solve the problem?
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4. AGREE
• Specify actions, including contingency plans if appropriate
• Confirm how to measure progress

Make procedural suggestions
Check for understanding
Agree on how we’ll monitor progress. Agree on specific steps that he needs to take to make sure the
proposals are completed on time.
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5. CLOSE
Check for understanding
• Highlight important features of plan
• Confirm confidence and commitment
Review steps that we agree on, including time frames and follow-up dates to check on status of problem
and resolution. Remind Roger that he is a valuable employee and that I want him to continue to be
successful.
REFLECTING ON THE DISCUSSION
• What one thing did I say or do particularly effectively (for example, to identify purpose and importance
or use Key Principles)?
Clarified the situation and the effect it is having on others in the department.
• What one thing could I say or do more effectively next time?
Ask Roger to summarize what we’ve agreed to and how we’ll monitor progress.
© Development Dimensions International, Inc., MMIII. Revised MMV.
3
Essentials
of
Leadership
ONGOING OBSERVATION, FEEDBACK, AND SUPPORT
Actions we agreed to (who will do what by when):
Person/Team
Me/Others
Roger will ask Lindsey for coaching on
accessing information via the intranet.
I will make myself available.
Roger will ask for help when it looks like he
might have difficulty meeting a deadline.
Ways we’ll observe performance:
Feedback on performance (STARs)
;
;
;

Situation/Task Action Result
Periodic updates
Direct observation (me or others)
(S/T) Roger met with Lindsey to learn more
about accessing information via the intranet.
Lindsey showed Roger . . .
Self-report
Other
(A) Roger used the tips Lindsey provided to
work on the Baker proposal.
Ways we’ll measure results:
•
Quality—Direct observation (me, partners,
customers), customer survey results, error rate,
number of orders filled correctly, amount of
rework, other
•
Quantity—Units produced, sales made,
number of calls taken/placed, downtime,
billable hours, other
•
Cost—Cost of scrap, actual vs. allowed
expenses, expenditures vs. budget, cost per
unit produced, other
•
Timeliness—Deadlines met, response time,
processing time, milestones met, weekly
targets met, other
(R) Roger was able to complete the proposal
2 days ahead of deadline.
Adherence to proposal deadlines.
Timely Balanced Specific
© Development Dimensions International, Inc., MMIII. Revised MMV.
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