You do not need to have a long plan. What you do need is a plan that will enable you to decide what to learn, where to practise and how to assess improvement. If your plan only lists possible learning you might do at some point in the future, it probably won’t impact your role.
Set one development goal for the next eight to twelve weeks. A manageable plan that you can use regularly is better than a long plan that cannot fit around your work.
Set a goal with work in mind
Set something that you would like to be able to do. For example, ‘I want to improve my leadership’. This is too general. A leadership objective could be ‘I would like to lead the weekly project meeting and make decisions with follow-up actions’. This is an example of a leadership goal that would be relevant to your current work.
Your goal could be to progress within the organisation, support your current work or support a change. You do not need a management goal to do professional development. Developing technical skills, improving working relationships or more sustainable working are also appropriate goals.
Identify the gap
Compare what you want with what you currently do. What is missing? Is it knowledge, practice, feedback, resources or permission? Different types of gaps need different solutions. A course will not solve unclear authority. Additional responsibility without appropriate guidance may not help develop the required skill.
Be specific and use work examples. If presentations commonly run over time then the gap may be structuring a message rather than speaking confidently. If you are uncertain about what to develop then start with our guide to career planning.
Identify evidence of improvement
Select evidence that identifies the desired change. For example, completing a course will show that you have participated but not that you have applied the learning. Useful evidence for a leadership objective could include sending an agenda in advance of a meeting, recording decisions and getting feedback from two attendees.
Select evidence you can influence. ‘I will be promoted in three months’ is dependent on decisions made by management. ‘I will demonstrate the agreed responsibilities and review my readiness with my manager’ is a more practicable development goal.
Combine learning, application and feedback
For each development goal you should plan learning, application and feedback. For example, read a guide to writing clear briefings; write a one-page briefing for a real project; ask a colleague whether the decision and reasoning are clear.
A course can be useful for some types of gap. Observation, professional reading, mentoring and supervised practice can also be useful for some gaps. Consider the relevance, cost, time, syllabus and provider before you commit to a course. Professional recognition and accreditation vary between countries and sectors.
Use a one-page plan
Copy this onto a piece of paper or into a notebook:
- Goal: What would I like to be able to do?
- Reason: How will this support my current role or next step?
- Starting point: What can I currently do and what is missing?
- Learning: What will I read, observe or study?
- Practice: Where will I practise this?
- Support: Who or what will I need?
- Evidence: What will show improvement?
- Review: When will I review progress?
The first plan should be short enough to be able to read at a glance. Add information that supports action rather than to make the plan look good.
Plan a realistic time
Set a learning pattern that you can maintain. For example, two half-hour sessions a week may be easier than a long session over the weekend. Try to combine practice with your current role rather than treating development as a separate activity.
When required, discuss priorities, budgets and working time with your manager. If you are undertaking a development activity then agree what other work will move or be reduced as a result. A plan that requires you to undertake unpaid extra hours on a regular basis may be hard to maintain.
Request specific support
Ask a colleague or a potential mentor for support. For example, ‘Could you provide feedback on one project update and whether the recommendation is clear?’ is easier to respond to than ‘Could you support me in improving my communication skills?’
Set a feedback date and explain what you are practising. If the organisation has a formal development programme then use its requirements while maintaining a practicable version of your plan between reviews.
Review every two weeks
Ask yourself the following questions. What did I do? What has changed? What blocked me? What will I do differently? If a learning activity is not working then change it. A development plan is a tool to support development, not a commitment to continue an ineffective activity.
Distinguish between unrealistic plans, lack of opportunity and lack of effort. If a project was cancelled then seek an alternative way to develop. If your workload has changed then adjust the plan rather than have it disappear completely.
Maintain a suitable development record
Record what you did, when it was done, what was learned and how it was applied. Do not include confidential employer information in personal records. If you work in a profession that has specific requirements for continuing professional development then check current requirements with your professional body. This general plan does not replace those requirements.
At review time decide whether to consolidate, extend or set a different goal. The evidence can be used in a performance review or in an appropriate application.
Start this week
Set one goal, schedule one learning activity and arrange one opportunity to practise. If you need help selecting a goal then use our guide to transferable professional skills. Or ask for more responsibility at work to create an opportunity to practise.
