CONTINUOUS COACHING &

INDIVIDUAL DEVELOPMENT PLANNING GUIDE

CONTENTS
This guide will provide you with a clear approach towards the development of associates at Flowserve.

What is expected of me, as a People Leader? 03

What is Continuous Coaching? 03

What is Individual Development Planning (IDP)? 03

Continuous Coaching Approach 04

Using FLOW Feedback Model 04

Prepare for IDP Conversation 05

Using S+R=O 05

IDP Conversation Guide 06

IDP Template 06
 What is expected of me,
as a People Leader?
As a People Leader, you are expected to Help Everyone Reach Their Potential. This is achieved through Continuous
Coaching and Individual Development Planning. Continuous Coaching conversations should take place during your
regular cadence of check-ins, with each direct report (at least one check-in, per month).

Call to Action: Use this guide to plan and prepare for Continuous Coaching and Individual Development
Planning (IDP) conversations.

What is Continuous Coaching?

As part of the Performance Management Process (PMP), People Leaders are expected to have regular check-ins with each
of their direct reports, to align on Key Result Areas (KRAs) and provide feedback for development in their current role.

What is Individual Development Planning (IDP)?

As part of the Talent Review, Succession and Development (TRSD) process, People Leaders are expected to co-create
Individual Development Plans (IDPs) with their direct reports who were identified as “Invest & Grow”, in the Talent Review
process. These IDPs will focus on the developmental actions needed to prepare “Invest & Grow” Leaders for next and future
succession roles.

HELP EVERYONE REACH THEIR POTENTIAL PEOPLE LEADER EXPECTATION

Invest in others by giving Coach your people to Grow the great Allow people the space to take
continuous feedback and go further than they performers, new hires, and smart risks, make mistakes,
holding them accountable. think they can. everyone in between. and learn from both.

Your To-Do List

🔲 If you have not already, schedule regular check-ins with each of your direct reports (at least one check-in, per month).
🔲 During your next check-in, review Key Result Areas (KRAs), to ensure they align with Flowserve’s business priorities
and the opportunities identified during year-end Performance & Pay Conversations. Update KRAs in CPP, as needed.
🔲 Continue regular cadence of check-ins (at least one per month), following the "Continuous Coaching Approach".
🔲 *[If Applicable] If you have a direct report that was identified as “Invest & Grow” during the Talent Review process,
complete the below steps to co-create an Individual Development Plan (IDP).
🔲 Prepare for the IDP conversation, using the "Using S+R=O" worksheet.
🔲 Have the conversation and complete the IDP together, using the "IDP Conversation Guide".

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 Continuous Coaching Approach
Using FLOW Feedback Model

Continuous Coaching is for all associates. People Leaders are expected to have a coaching conversation with each direct
report, at least once per month. During these conversations, Leaders can follow the below approach, which utilizes the
FLOW Feedback Model.

Associate's Name:
Establish the FOUNDATION of the conversation. Share with the associate that the intention
of the conversation is to provide feedback and support that will improve performance in their
current role.
Show Example Hide Example
F Example: Hello…the intention of this conversation is to align on your KRAs and provide the
feedback needed to support high performance in your role.
Foundation
Ask the associate what they would like to achieve by the end of the conversation.
Show Example Hide Example
Example: What would you like to achieve this year? What can we discuss during this
conversation that will help you reach these achievements?

LEVEL SET on the associate’s performance. 

Review past performance feedback and capture the highlights / themes below. Using the
L S+R=O model, this is where we define the “Situation”.
Show Example Hide Example
Level Set Example: You have received a “Consistent Contribution” Performance Rating, over the past two
years. You have displayed strength in your work ethic and willingness to learn but have struggled
to meet deadlines throughout the year.

Align on Key Result Areas (KRAs), which are the associate's desired performance OUTCOMES.

Provide feedback and support, to assist in the associate’s progress towards these KRAs. KRAs
can be updated in CPP throughout the year. You can use the S+R=O model here, to define the
"Outcome". Once performance outcomes are defined, you should have a conversation about the
appropriate "Response".
Show Example Hide Example
O
Desired Performance Outcome: Response: Review current levels, identify
Outcome Drive down departmental backlog areas of inefficiency, create plan for addressing
metrics [give examples], to target inefficiency.
levels.

Desired Performance Outcome: Work

Response: Schedule alignment meeting with
with planning department and Global
planning department and Global Engineering,
Engineering to develop and test the
design initial plan, share plan with Leadership.
new RCCP with 5 order engineering
disciplines.

For each of the performance outcomes identified, determine WHEN to follow-up on progress.
W

When Follow Up When:

Follow Up When:

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 Prepare for IDP Conversation
Using S+R=O
While Development is for all associates, the creation of Individual Development Plans (IDPs) is focused on preparing
“Invest & Grow” Leaders for next and future succession roles. These IDPs will highlight the specific development
actions to be taken for the next and future succession roles.

Prepare for your Individual Development Plan (IDP)

conversation by utilizing the Situation + Response =
Outcome (S+R=O) formula:

STEP 1: Assess the individual development SITUATION.

What next and future role(s) is this Leader being considered for?

What are the Leader’s developmental needs for the next and future role(s)? This could be knowledge, skills, abilities
and/or behaviors.

STEP 2: Define the desired OUTCOME (Specific to this Leader's succession plan).
When should this Leader be ready for the next and future succession role(s)?

How will you assess when this Leader is ready for the next and future succession role(s)?

STEP 3: Identify the RESPONSE (Action items that will lead to the desired outcome).
Brainstorm four development action items, that could be part of this Leader’s IDP.

ཷ The majority of learning comes from on-the-job experience and exposure. This includes acquiring new skills through
projects, navigating challenges, and having autonomy to make decisions. Examples include: Identify job enrichment/
enhancement or project leadership that will broaden a specific skillset; Work on a job rotation or cross functional
project team. You can find examples of development action items here.

01 02
03 04

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IDP Conversation Guide
Associate's Name:
STEP 1: Share what it means to be identified as “Invest & Grow”, with your direct report.
Example: “You have been identified as an “Invest & Grow” Leader at Flowserve. This means that you have
demonstrated high performance and the capability to advance into roles of increasing scope and responsibility.”

STEP 2: Align on your direct report’s career goals 

What are your short and long term career goals?

Do you want to be considered for next and future succession roles? (YES/NO)
• If yes, share what the next/future succession role(s) would be.

STEP 3: Complete Individual Development Plan (IDP) together:

Leverage Strengths - People succeed because of what they do well. Identify, discuss and document the Leader’s
strengths.

Example: Accuracy – absence of errors Example: Judgement – capacity to make Example: Innovation – imagination and creativity

reasonable decisions used to lower costs and improve profits

Identify Gaps - Identify, discuss, and document the most important gaps to close between current knowledge, skills,
abilities and/or behaviors vs. those required in the identified next/future role.

Example: Behavior – lead with a “people first” Example: Skill – public speaking Example: Knowledge – key financial metrics

mentality

Development plans should focus on 1-2 of the knowledge, skills, abilities and/or behaviors identified above. Consider
how to leverage and incorporate strengths as part of the action item planning process. Keep it simple. Additional items
may be added during Continuous Coaching conversations over the course of the year. Show Examples Hide Examples

Knowledge / Skills / Abilities / Behaviors Action Items Timing

Example: Behavior – lead with a Example: Lead new hire training on Example: Next 6 months
“people first” mentality [give examples]. Develop their skill set to
enable them to work independently.

Example: Knowledge – key financial Example: Attend regular budget Example: Next 12 months
metrics meetings with Operational Leadership.

ÿ Once the IDP is complete, Leaders should submit to CPP.

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