Personal Development Planning Journal

© The Performance Collective

Contents

Using your Journal ..................................................................................... 3

Self-awareness ......................................................................................... 8
Interpreting Feedback ................................................................................. 9
Initial Reactions ...................................................................................... 10
Detailed Analysis ..................................................................................... 11
Further Detailed Analysis ........................................................................... 14
Making Sense of it All? .............................................................................. 17
Action Planning ....................................................................................... 18
Summary Form ....................................................................................... 19
Explore Possible Actions ............................................................................ 20
SMART Action Plan .................................................................................. 20
SMART Action Planner .............................................................................. 21

This document is the copyright of The Performance Collective Ltd and is licensed to
City of Edinburgh Council for internal use only. It is not to be copied or distributed
electronically out-with City of Edinburgh Council without permission.

2 ©The Performance Collective

Using your Journal
Journalling allows you to take thoughts, feelings and questions out of your head and onto
paper. Your journal is a safe place to “say” exactly what you are thinking; you need not
share it with anyone. Writing down your thoughts as they come allows you to explore them
more deeply. You write in the first person, but can re-read and reflect with some detachment
and thus gain greater insight and clarity.

As you enter into planning your personal development, it is a good idea to have a personal
notebook to use as a journal alongside this workbook which contains exercises and
templates to help you along.

Goals and Objectives

Having clearly articulated goals and objectives for your development is an important first
step in the process. Often there may be private goals you want to address alongside some
development goals agreed with your boss.

The following pages contain some useful templates and tools.

3 ©The Performance Collective

Setting Goals and Objectives - Preparatory Questions Template

These question sets are designed to help you think about what you want to get from your
development, why and the context within which you are working towards them. It is not a
questionnaire, so there is no need to work through them systematically, simply use them to
surface thoughts and ideas.

Preparatory Questions Make Notes Here

What do you hope to achieve?

What do you aspire to?

What would be the best outcomes?

What measures of success can you identify?

If you had to express your objectives as SMART

goals, what would they be?

Specific

Measurable

Achievable

Realistic

Timebound

Why are these important to you?

If you were not in this role/ organisation, would

they still be important to you?

What will be different when you achieve them?

If you do not achieve them, what are the

consequences for you? For others?

4 ©The Performance Collective

Preparatory Questions Make Notes Here

Are these objectives long-term or recent for you?

Do you share them with anyone else?

Does anyone else have any expectation of the

outcome of this process?

Are there any time-bound events or dependencies

related to these goals?

Who can help you?

What other resources are available to you?

What else do you need to know?

5 ©The Performance Collective

Personal Goal Setting Template

This template is very simple and designed for when the development is focused only on
your goals and there are no organisational goals or objectives to be considered.

My goal is........ This is important to me I will know I have

because.... achieved this when....

6 ©The Performance Collective

Public/ Private Goal Setting Template

In a development process there are often goals and objectives set and agreed with your
boss. In addition, you may have personal goals related to behaviours and relationships that
you prefer not to share with others. This template allows you to capture both in one
document and then share only the “public” goals with your boss.

Learning Goals Performance Goals Success Measures/

Behaviours

To be able to write compelling To secure core funding for 2010/11 Budget for 3 heads and £2M capital
business cases to secure funding for Project Alpha
PUBLIC GOALS

To learn how to anticipate and To establish a solid working relation- Increased trust, resulting in less
manage Anna’s anxiety over ship with Anna interference and better, more open
programme delivery communication
PRIVATE GOALS

7 ©The Performance Collective

Self-awareness
Self-awareness is the foundation of personal development. As a result of attending a High
Performance Development Programme, you will have worked on developing self-
awareness. This heightened awareness of your personal preferences, style and impact on
others is valuable information for your development.

Self-awareness
Self-awareness is very important because;

 The only person’s behaviour we are in control of is our own

 Every relationship involves at least two people
 Every interaction involves reaction to the behaviour of others
 Our intended purpose and impact is subject to the perception of others

In other words, heightened self-awareness allows us to understand more clearly the impact
we are having on others and how to adjust our behaviour to get the outcome we desire.

Feedback
Gathering feedback from the people we work with is useful on three levels;

 We gain further insight into our impact on others

 We can find out if we are demonstrating the behaviours and skills we would like to
 We can establish how we are doing against the principles for success in the role.

Feedback really gives you the opportunity to identify where you need to focus your
attention and development activities. It can also be used as part of the process of
looking at your training and development needs for the future. It is also often used to
support career planning.

Think carefully about the people around you whom you can trust to give you open and
honest feedback. They need to be people who have the opportunity to observe you
interacting with others in the context of your development goals. Engage their help and
share your goals with them and seek regular feedback.

You can also create feedback loops for yourself. When you have an opportunity to practice
a new behaviour or approach, follow this exercise in your journal to create feedback for
yourself:

 What is the outcome I want to achieve?

 What is most likely to influence the other person towards this outcome?
 What behaviour and approach will I try?
 If that is not working, what is my secondary approach?
 What outcome did I get?
 What were the steps that lead to this?
 What would I do differently if I could do it again?
 What have I learnt from this experience that is helpful for the future?

8 ©The Performance Collective

Interpreting Feedback
As you reflect on the feedback you gather, the following section may be helpful to you.

State of Mind
Having an open and positive approach to the feedback process generally produces better
results. You are, after all, seeking this information for good and positive reasons. Remind
yourself of your purpose and reasons for wanting to engage in the programme and keep this
in mind as you work with the feedback.
Try to accept and be open to all the feedback; even if you find it difficult to understand or
accept. Often this is as challenging when the output is better than you expected as well as
when they are not.

Ask yourself;

 "Why might the person have this perception?"

 “What preferences does the person have that leads them to see me in this way?”
 “in what ways are we similar and different?”
 "What do I do that has led to this?"
 "What don't I do?"
 "Can I think of specific examples of behaviour that may have led to these
perceptions?"

All feedback and self-awareness is useful and everyone has development needs, so there is
no such thing as good or bad results. We all mostly behave with good intentions;
unfortunately what we do does not always have the impact we want. It is really important to
understand the unintended impact of our behaviour in order to develop personal impact and
effectiveness.

9 ©The Performance Collective

Initial Reactions
On this page, write down your thoughts and initial high level reactions to the feedback as a
whole and your MBTI Preferences. Is it what you expected? Are there any shocks or
surprises?

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

……………………………………………………………………………………………………..

10 ©The Performance Collective

Detailed Analysis
Now think about everything you have learnt in detail. As you do this, look for trends and
differences. Use the following exercises to identify strengths and development needs;

Known strengths
You and others agree that these are well developed and demonstrated;

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………............................................................

Known development needs

You and others agree that these are less well developed;

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………............................................................

11 ©The Performance Collective

Hidden strengths
Others believe you have a strength that you do not see. Usually where you say to yourself, "I didn't realise I was
so good at that!";

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………............................................................

…………………………………………………………............................................................

Blind Spots
Others believe you have a development need that you do not see. Usually where you say to yourself "I didn't
expect them to say I was bad at that!";

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………............................................................

…………………………………………………………............................................................

12 ©The Performance Collective

The following template may be helpful to group the results in a meaningful way;

KNOWN DEVELOPMENT NEEDS KNOWN STRENGTHS

High Awareness High Awareness

Low Strength High Strength

BLIND SPOTS HIDDEN STENGTHS

Low Awareness Low Awareness

Low Strength High Strength

13 ©The Performance Collective

Further Detailed Analysis
Start with your biggest strengths.

Consider and make notes on the following:

 Are you making the most of these strengths?

 If not, how could you use them to more effect?
 Write down examples of when you have used these strengths to most effect.
 How can you carry on using these strengths to achieve your goals and objectives?

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

……………………………………………………………...............................................................

14 ©The Performance Collective

Next consider your blind spots.

Consider and make notes on the following:

 Do you recognise these as development needs?

 What can you do to improve them?
 How will you measure your improvement?
 How will improving these be of benefit to you and to Genzyme?

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

15 ©The Performance Collective

Now go through the remaining areas in any order. Pick out areas for improvement in each of
these skills and behaviours and list them below;

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

……………………………...........................................................................................................

16 ©The Performance Collective

Making Sense of it All?
Reflect on the information you have collected;

 What you like/agree with?

 What you dislike/disagree with?
 Why might others see you differently to how you see yourself?
 What are the messages you are receiving about what to change?
 Are they consistent with messages you have received before?
 What are the key things that are going to make the difference to you and your
performance?
 Are some higher priority than others?

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………………………………………………………

…………………………………………………………….........................................................

17 ©The Performance Collective

Action Planning
At this stage you need to reflect on all of this information and decide what you will actually
do..

What are your priorities?:

 To develop your performance in your current role?

 To build relationships with individuals or groups of people?
 To develop skills for future opportunities and challenges?
 To improve your performance in specific areas?

Identify those areas of your performance that you feel are highest priority (what you think
will make the biggest difference) and focus on them. Take account of what matters to your
colleagues, your boss and to The organisation.

Change will not happen overnight and you will have all the usual things to think about at the
same time as developing yourself. Limit yourself to 1-3 development goals at any one time
to maximise your chance of success.

Use the form on the next page to summarise your thinking at this point. Start with you
strengths and then choose 3 others that you believe will really make a difference to your
performance.

18 ©The Performance Collective

Summary Form
My Biggest Strength Behaviours that contribute to this strength;

Action to maintain and develop this strength;

Development Action Behaviours that will contribute;

– something to improve on

Benefit from improving/maintaining

Development Action Behaviours that will contribute;

– something to improve on

Benefit from improving/maintaining

Development Action Behaviours that will contribute;

– something to improve on

Benefit from improving/maintaining

19 ©The Performance Collective

Explore Possible Actions
Think about various actions you could take:

 Practice and reflection – identify a target situation, decide to approach it differently,

gather information (reading/ research), plan the approach, do it and reflect and/or
get feedback.
 Getting help from others – work with your Peer-pair, find a role model to observe, get
a mentor or a coach, ask for feedback.
 On the job development opportunities – take an assignment that will help develop
the skill/ behaviour
 Off the job development opportunities – attend training or a development workshop

SMART Action Plan

Put together a SMART plan (specific, measurable, achievable, realistic and time-bound). It
is better to keep these to two or three actions that can be completed than to have ten that
don’t get done.

Over the next six months:

 What specifically are you going to do?

 When are you going to do it?
 What difference will it make if you get it right?
 How will you know when you have succeeded?
 How will you measure your success?
 Is what you have planned achievable in the time?

Now consider the next steps;

 Do you need your bosses support? Support from colleagues?

 Will you incorporate your SMART plan into your Individual Development Plan
 Do you need support from elsewhere?
 When and how will you review progress?
 Are there any quick wins?
 How will you continue to get feedback?

20 ©The Performance Collective

 SMART Action Planner
Action Due date What will be the What’s the measure of What support do I need? What might get in the
benefit? success way?
Notes

22 ©The Performance Collective