Ascertain readiness to change and identify motivations

Instructions

Meet with the staff member to discuss career development.
Have them bring their learning plan – identifying the competencies they need to develop (i.e., both the individual and the role require them).
Have a conversation to help the person assess their willingness to learn and readiness to change.
Talk about any concerns they might have about self-development and where they want to change (if at all). There are four levels of readiness: obliviousness or outright resistance, contemplation (wanting to change at some vague point in the future), preparation (ripeness to formulate a plan), and action (making the changes).
Identify career and life strengths and weaknesses.
We are most motivated to upgrade our capabilities when we have added responsibilities or when experiencing problems that highlight a lack of emotional intelligence. Job troubles, like interpersonal difficulties or feeling unchallenged, can also motivate efforts to boost competencies.
Highlight the skills that will help them do better and feel better.
When people realize that these skills are important for their performance, they will begin to see it as an opportunity to improve.
Ask your staff to write their list of competency needs and aspirations, which is known as their “possible self.”
They should be able to identify which competencies they require for their role and stage of life, are interested in pursuing, and will set them up for the future. The “possible self” is a vision of what we will be like after we have changed. Seeing ourselves as able to master the hoped-for change raises our motivation to take steps to get there.