2. HAVE A TALKPresenter: Manish Arneja
Organisational Effectiveness Manager- Asia Pacific, British American Tobacco

3. WHY CONVERSATIONS MATTER?
OUTSTAINDING BUSINESS PERFORMANCE
SUPERIOR EMPLOYEE ENGAGEMENT
RELATIONSHIP WITH LINE MANAGER/ TEAM
QUALITY OF CONVERSATIONS
X 2.5 X 2
59 %

12 %

40%
18 %
Research shows strong link between employee engagement and business
performance
Revenue Growth Profit
Productivity
Innovation
Customer
Satisfaction
Employee
Turnover
Source : “Nailing the Evidence” , 2012 ; Engage for Success
Source : Cowley, Nick,(2014) How to transform trust, engagement and performanceat work

4. Conversations Drive Behaviours

5. Conversations trigger emotional reactions
HOPES
DESIRES
EXPECTATIONS
INTERACTIONS
Appreciated
Involved
Protected
Connected
TRUST
INTERACTIONS
Source : Dimoka, Angelika ; Center of Neural Decision Making, Fox School of Business
THREAT
(DISTRUST)
FEELINGS
FIGHT
FLIGHT
FREEZE
APPEASE
REACTION
Unappreciated
Bullied
Unfairly Judged
Embarrassed
OPEN UP
BE INFLUENCED
PARTNERSHIP
METUNMET
Prefrontal Cortex
Amygdala
Primitive Brain

6. We create meaning every moment:
INFORMATION
DELETE
DISTORT
GENERALISE
VALUES
BELIEFS
PAST MEMORIES
JUDGEMENT
ASSUMPTIONS
CONCLUSIONS
ILLUSION OF REALITY
External Vs. internal
FILTER ADD MEANING DRAW CONCLUSIONS
STORY
OF
MIND
VALIDATE NEW
INFORMATION
TRUST
OPENNESS
COURAGE
EMPATHY
SUPPORT
THREAT
MASK
AVOID
WITHDRAW
CONTROL
LABEL
BEHAVE
Source: Argyris, C., 'Overcoming Organizational Defenses: Facilitating Organizational Learning,‘ ; Patterson, Kerry, Crucial
Conversations ; Tools for talking when stakes are high
OR

7. ILLUSION OF REALITY
“We behave as the situation occurs to us”
TRUST vs. THREATINTERNAL VS. EXTERNAL

8. Possibilities can happen through conversations

9. No engagement works when there is clutter
STORY
OF
MIND
CLUTTER
NO SPACE TO TRUST
REINFORCING
LOOP
DEFAULT FUTURE
I QUITJUST GET ON

10. SPACE GETS CREATED IN SHARED LANGUAGE
UNSAID = SAID
JUDGEMENT
ASSUMPTIONS
CONCLUSIONS
SHARED MEANING
DISCOVER REALITY

11. CONVERSATIONS IN OFFICES TODAY
Source: Glaser, Judith E, Conversational Intelligence: How Great Leaders Build Trust & Get Extraordinary Results (2013)
TELL
ASK
MONITOR
PERSUADE
DISCOVERY
FEEL

12. CHANGING DAILY CONVERSATIONS:
CONVERSATIONS WITH MYSELF CONVERSATIONS WITH TEAM
CO-CREATE
REFLECT AND FEEDBACK:
PEERS/TEAM
WAYS OF WORKING
NEEDS/ ASPIRATIONS
EXPECTATIONS (a to b)
FEARS/ FRUSTRATIONS
CLARIFY
SHARED MEANING
RULES OF ENGAGEMENT
JOINT VISION
Source: Kofman,Fred (2012), Conscious Business)
1
VULNERABLE
GUARDED
2
3
4
5

13. Conversations > Relationships> Engagement > Retention
For more Information contact:
Manish Arneja (arneja_manish@yahoo.com)