Professional Development Month: career conversations

Own your growth: manage your professional development

July is Professional Development Month, and what better time to pause, reflect, and have a meaningful conversation about your growth at work? Whether you’re leading a team or looking to expand your own capabilities, a well-structured professional development discussion is the most impactful way you can achieve this. 


So, how to make these conversations more purposeful, pragmatic, and rewarding?


Let’s break it down into three key phases, with practical tools and insights to make every conversation count.

Phase 2: The Conversation 

An open, honest dialogue lies at the heart of professional development. It is where both parties are heard, and next steps are shaped together.
The best conversations don’t follow a rigid script, but they do have a clear structure. 

Reaffirm the purpose: this is a professional development conversation, not a performance review. 

Team Leader: 

• Restate the purpose: focus on growth. 
• Create a safe, open space—use a 'pull' approach (asking questions) more than a 'push' (telling).  
• Invite the team member to speak first.

Team Member: 

• Approach the conversation with openness and curiosity. 
• Share your reflections—what’s gone well, what’s been challenging. 
• Come prepared with ideas.

Talk about now (short-term)

Team Leader

• Share evidence-based feedback: include observed strengths and growth areas. 
• Encourage reflection: “What would you like to do differently in your current role?” 
• Suggest opportunities: Shadowing, stretch assignments, training. 
• Use T.E.D. questions (T - tell me more; E - explain what you mean; D - describe how that would work) to keep the discussion flowing.

Team Member: 

• Be honest about where you want to improve. 
• Identify opportunities that interest you, such as deputising, leading a project, or joining a working group.

Look to the future (long-term)

Team Leader: 

• Ask about aspirations: “What are your strengths? How can we leverage these?” 
• Be honest about opportunities in the organisation and potential hurdles. 
• Share your thoughts, but don’t dominate. This is their future.

Team Member: 

• Be bold - don’t expect your manager to read your mind. 
• Talk about your ambitions, even if they feel a stretch. 
• Come with ideas: training, mentoring, lateral moves, or new responsibilities. Consider the 70/20/10 Learning model: 70% of learning is on the job experience, 20% is social learning and 10% is formal training.

Wrap it up well

Team Leader: 

• Confirm next steps - clarify, reframe, or challenge if needed. 
• Agree on follow-up and support. 
• Set a specific review date.

Team Member:

• Clarify what you’ve heard.
• Understand where you’ll receive support and what you’re expected to drive.
• Own your next steps.