The Five Types of Developmental Communication

5 Types of Developmental Communication_3x5 Leadership

Any time I interact with someone I lead, I see it as a deliberately developmental opportunity. Through our interaction(s), I aim to grow their knowledge, skills, and/or abilities in some way. Any time I am communicating as a leader, I am engaging in one of five types of developmental communication: setting expectations, giving feedback, teaching, coaching, or mentoring.

I leverage the appropriate type based on the person, the situation, and context. Should I be giving targeted feedback in this moment or should I be helping them better understand by providing perspective as a mentor? Should I set clear expectations or would it be better to coach them through determining their own ideas and plans?

These types can be applied at the individual level (one-on-one) or collective (to a small group, your whole team, etc.). Further, these can all be done in formal or informal settings. For example, feedback can be given formally in a scheduled meeting where you provide planned and thought-out feedback on performance for an evaluation report. Or, it can be offered informally in the moment if someone is failing to meet basic standards or expectations.

As leaders, we must determine and enact the most appropriate type of developmental communication to maximize our peoples’ effectiveness and growth. Continue reading → The Five Types of Developmental Communication

Leader Development Through Mentorship

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This is part 9 of the 3×5 Leader Development Handbook. I encourage you to start with the series introduction here if you have not yet.

When looking at the great leaders of the past and present, either universally known or just impactful in our own lives, we often see a trend that they were not self-made men or women. Considering some of the famous military leaders of the 20th century, for example – George Marshall, George Patton, and Dwight Eisenhower – they all share a common thread through their careers: deliberate mentorship by Fox Connor.

I am no expert on mentorship, but any holistic approach to leader development is not complete without the inclusion of this topic. As leadership author, Dr. John C. Maxwell, states, “one of the greatest values of mentors is the ability to see ahead what others cannot see and to help them navigate a course to their destination.” We need help looking ahead, filling gaps, and making sense of experiences. Mentorship is essential to an effective leader development process and it is the final method in our Leader Development Matrix. Continue reading → Leader Development Through Mentorship

Getting in the Arena: Creating a Culture of Truth & Feedback

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This is part 7 of the 3×5 Leader Development Handbook. I encourage you to start with the introduction here if you have not yet.

I believe too many leaders in the 21st century have lost the art of giving quality and relevant feedback to their people. Such feedback has become a novel experience for so many. In my own experiences within a nine-year career in the Army, I can only recall four instances where I received relevant, eye-opening feedback from a boss or peer that challenged my current ways of thinking and assumptions about my performance. Such feedback cannot be so novel if we desire to become an organization that prioritizes leader development.

This is so challenging, though, because it requires leaders to no longer hide by either using position to be exempt from receiving feedback or not demonstrating the courage to tell the truth about others’ performance. We must demonstrate the candor and care for our people to tell the truth, which makes our 2nd and 3rd generation leaders better and more inspired to keep getting better. This is what leaders “getting in the arena” is about. With practice and time, we become more comfortable in telling the truth to our leaders about their performance, growth, and potential, no longer making it such a novel experience in the work place. Ultimately, we hope that quality feedback (truth shared in love and care for our team members) becomes a commonplace and routine method of leader development that goes up, down, and across the organizational chart. Continue reading → Getting in the Arena: Creating a Culture of Truth & Feedback