chapter 2 Tap the Psychological Side of Development
“WHAT? YOU EXPECT ME TO BE AN AMATEUR PSYCHOLOGIST?” That’s what we often hear from anxious clients when we discuss some of the core skills involved in making talent your business. Our answer? “Well, yes. If you want to make a deeper developmental impact with your employees, you can’t be just logical. You also need to be psychological.” Often managers think that laying out performance directives and instructing team members to “try new approaches” leads directly to achievement of development goals. Guess what? That doesn’t work.
Maybe like other managers, you glaze over when someone starts talking about psychological approaches. They are the fuzzy, soft side of doing business, far removed from ...
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