At Summiteers, we see development and results as two sides of the same coin. They are inextricably linked and reinforce each other. Development leads to results and results lead to more opportunities for development. In many organizations, development and assessment interviews are therefore intertwined. But is that the best approach? Our practice shows that consciously separating these conversations leads to a clearer view of both aspects. It gives space to give each subject the attention it deserves. In this blog, you'll tell Lidia Swinkels, co-founder of Summiteers, why this leads to more openness and growth.

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Development and results: two sides of the same coin

Development is key at Summiteers: we therefore attract people who have development very high on their priority list. This makes it a daily topic of conversation. This is how it is discussed during project meetings and after important meetings or workshops with the customer. You also meet twice a week with your accountability partner about progress towards your personal learning goal. In addition, we zoom out four times a year to look at your development together: what steps have you taken and what are the next steps to grow?

At the same time, we have regular discussions about results. We'll discuss customer satisfaction with what you've delivered and colleagues' reflections on the quality of your work on an assignment or internal projects. We also reflect on the goals you had set for yourself and what you have achieved about them. The result delivered plays an important role in determining your next step in remuneration. In short: if you can do more, you get more.

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The tension between development and assessment

Development and results are therefore naturally close together, but when you discuss the two topics in one conversation, it becomes more difficult to really take an honest look at what you're up against. For real development, you must dare to take a critical look at what could be improved. But in a conversation about your performance and remuneration, you are actually tempted to show what is going well. And that makes sense - no one wants to throw in their own glasses.

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The practice of performance appraisals

A manager of a large corporate sighed to me recently: “The performance reviews are coming up, and I'm still getting full summaries of what someone has done and achieved and why someone deserves a big salary step.”

This leaves no room for the really important questions: What didn't go so well? Where is your growth? What are you struggling with? And how can I help you with that? Of course, it is important to mention what is going well in discussions about development and results. The goal is not to just focus on what needs to be better. It's about seeing where someone's strength lies. That's really cool and you should cherish it. At the same time, you want to see where there is room for the next step. What things might be preventing you from taking that step?

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Development as an engine for growth

At Summiteers, we reward as we can in the broadest sense of the word. It's not just about your performance with clients, but also about your contribution to the company's growth — whether that's sharing knowledge, building the way we work or strengthening our culture. Development is central to this, both as a person and as an advisor. It not only leads to better results and remuneration, but also brings a lot of joy and depth to your work. This development is going as fast as you can, want and what there is room for at that moment in your life.

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The power of separate conversations

By consciously separating development and result interviews, there is room for a more honest conversation about what to do. Of course, it's about someone wanting to get started with their own development. But we also see it as our role to help and support our people in doing so. By separating the conversations, you create peace and space on both sides. The peace and objectivity that is needed for real reflection, and the openness and space to fully engage in the growth process.

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Need help with strategy and execution?

We are Summiteers, we create movement, make something that is complex understandable again, something big achievable, a - vague - idea concrete and make something difficult succeed. We call that strategy execution. Can you use help with this? Take contact with us.

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