Performance and Development Planner

A 34-year-old senior analyst at a financial services firm has received strong performance ratings for three consecutive years. Her manager has never created a development plan with her. She has a vague sense she should be 'growing toward something' but has no framework for identifying what that is or how to get there. She came to coaching to work on career direction. The Performance and Development Plan is introduced after she names a role she wants to move into — it converts that direction into a self-assessment against current competencies, identifies the top three skill gaps, and produces a 90-day action plan she can own independently of her manager.

Frame this as building the plan her manager hasn't built for her. 'You've been waiting for your organization to hand you...