Leading Change and Growth through the Power of Conversation
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Growth is essential to performance and change is a constant challenge, so the ability to manage growth and change are central to our effectiveness as leaders, teams and organisations. In this free webinar, the authors of Conversations at Work: Promoting a culture of conversation in the changing workplace will introduce you to some key aspects of their one-day interactive workshop, including: The central role of intentional conversation in management Common barriers to effective workplace communication The five conversations framework Five key developmental conversations, and Managing conversations through the change process. Join Tim Baker and Aubrey Warren to get an insight into the practical tools of conversational leadership and learn how your conversations can shape culture, improve performance and enable growth.
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Leading Change and Growth through the Power of Conversation
- 1. Leading Change and Growth through the Power of Conversation Aubrey Warren Tim Baker
- 2. Some of the research on conversations Conversations that influence Barriers to conversations 10 conversations leaders must have
- 3. 3 Conversations are at the heart of our work as influencers … The quality of our conversations shapes people’s experience of us, of our teams and of our organisations We manage, influence, learn, and build trust, relationships and reputations one conversation at a time …
- 4. Researchers at MIT asked thousands of people ... These themes emerged: • There was a sense of mutual respect • We took to time to talk together and reflect about what we thought was important • We listened to each other, even if there were differences • I was accepted and not judged by others in the conversation • The conversation helped strengthen our relationship • We explored questions that mattered • We developed shared meaning that wasn’t there when we began • I learned something new or important • It strengthened our mutual commitment Veenman, D. and Hart, G. (2011). “Spotlight on Dialogue: Promoting the right conversations at work”. www.therightconversation.co.uk
- 5. 5
- 6. 6 Hurley, T.J. & Brown, J. (2010). Conversational Leadership: Thinking together for a change. Oxford Leadership Journal (March) 1: 2.
- 7. What makes a Google team effective? ... over two years we conducted 200+ interviews with Googlers (our employees) and looked at more than 250 attributes of 180+ active Google teams. We were pretty confident that we'd find the perfect mix of individual traits and skills necessary for a stellar team -- take one Rhodes Scholar, two extroverts, one engineer who rocks at AngularJS, and a PhD. Voila. Dream team assembled, right? We were dead wrong. Who is on a team matters less than how the team members interact, structure their work, and view their contributions. So much for that magical algorithm. We learned that there are five key dynamics that set successful teams apart from other teams at Google: (Nov 2015) https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
- 8. 8
- 9. Conversations that Influence Show up Listen up Speak upLift up and … Follow up …
- 10. Doug Conant turnaround CEO at Campbell’s Soup 2001-2011, author of Touchpoints
- 12. THE 9 COMMON BARRIERS TO COMMUNICATION
- 13. THE 9 COMMON BARRIERS TO COMMUNICATION 1: Inattention during conversations
- 14. 2: Restricted information channels THE 9 COMMON BARRIERS TO COMMUNICATION
- 15. THE 9 COMMON BARRIERS TO COMMUNICATION 3: Lack of feedback
- 16. 4: A culture of not asking questions THE 9 COMMON BARRIERS TO COMMUNICATION
- 17. 5: Too much formality THE 9 COMMON BARRIERS TO COMMUNICATION
- 20. 8: Fear of emotion THE 9 COMMON BARRIERS TO COMMUNICATION
- 21. 9: Physical office layout THE 9 COMMON BARRIERS TO COMMUNICATION
- 26. The Encouraging Conversation The key to bringing out the best in others is to express appreciation, acknowledge contribution, and celebrate achievements. Baker & Warren - Conversations at Work
- 27. The Five Conversations Framework Date Topic Content Key Questions Month 1 Climate review Job satisfaction, morale and communication • How would you rate your current job satisfaction? • How would you rate morale? • How would you rate communication? Month 2 Strengths and talents Efficiently deploying strengths and talents • What are your strengths and talents? • How can these strengths and talents be used in your current and future roles in the organisation? Month 3 Opportunities for growth Improving performance and standards • Where are opportunities for improved performance? • How can I assist you to improve your performance? Month 4 Learning and development Support and growth • What skills would you like to learn? • What learning opportunities would you like to undertake? Month 5 Innovation and continuous improvement Ways and means to improve the efficiency and effectiveness of the business • What is the one way that you could improve your own working efficiency? • What is the one way that we can improve our team’s operations? Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
- 28. Powerful one-day workshop for managers tim@winnersatwork.com.a u aubrey.warren@influence3.com.au
- 29. Dr Tim Baker tim@winnersatwork.com.au 0413 636 832 www.winnersatwork.com.au 20% discount $39 RRP For you today; $31.20 signed! Plus postage
Editor's Notes
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- From the last slide … generally we have good conversations (rich, open, honest, creative, learning conversations) when some basic needs and expectations are in place. For example, when we feel “safe” (mentally, emotionally and physically) we can open up more and think more creatively. Similarly when we trust each other … when we respect the other party’s competence (both topic / expertise competence and communication competence) … when power is not being abused or creating disparity (i.e. we feel empowered, not disempowered) … when our ego is respected / the other party isn’t “on an ego trip” … when the other person expresses a warmth (approachability / acceptance rather than judgement) … – the point is that when we are in positions of power and when we can affect change we need to be sensitive to the problems that creates for others and that it can make them feel unsafe.
- We have looked at the psychological barriers of communication. Let’s look at nine barriers that can be personal, structural, cultural, procedural, or physical.
- Warren Bennis identified the “management of attention” as one of the core competencies of highly successful leaders. How do we improve your ability to manage your attention? Three things help with the management of attention: Reduce manageable distractions Multi-tasking is not efficient. Shifting from one activity to the next can give the illusion of efficiency. But you are short changing yourself on both activities. Focus on one conversation at a time. If the conversation is worth having, it is worth your complete undivided attention. Identify your most attentive time of the day. Important conversations ought to take place in high energy times. Ask yourself: How present am I in this conversation?
- “You’ll get told on a need to know basis” is a common refrain from a manager with a traditional psychological contract mindset. This idea is borne out of the notion that employees can’t be trusted with confidential information. The assumption is that managers can be trusted, but employees can’t. This is erroneous. Granted, there are more employees than managers, but the idea of not communicating because of a lack of trust is a barrier to genuine, open dialogue. It is a two-way street too: Employees have to be willing to share bad news to managers too.
- Australian managers are worst in the world at giving timely, relevant, and balanced feedback. Feedback ought to be a dialogue, not a monologue. Tell the story of the 19 year old employee who received no feedback.
- Discuss the concept of managers being trained to answer questions not ask them. Talk about the story of the accident in the production area. The person who asks the questions has control of the conversation always. Show me a good conversationalist, and I’ll show you someone who asks lots of questions.
- Conversations in the bosses office are not necessarily going to be the best conversations. In paramilitary organizations based on power, conversations can be accompanied by lots of paperwork and red tape. This stifles conversation. The best conversations ironically occur around the watercooler, in the hallways, in the car driving back from a client or customer meeting.
- The average person spends 2.5 hours a day on email. What would those 2.5 hours be spend doing before email? Conversation? Having a conversation via email is not a real conversation; it is asynchronous; the sending and receiving doesn’t happen at the same time. Would this be best discussed in person or via the telephone?
- What do your senior managers do? Tell the story of the police commissioner
- “I don’t want to open a can of worms” “let sleeping dogs lie” Talk about the story of the orchestra: two musicians have not spoken to each other for 10 years.
- There are two issues here with physical layout: proximity and layout. Proximity refers to the relative physical distance between people. Layout in the office environment; the further someone is from the centre of the action, the more likely they are to be less involved and engaged in the daily operations. We have found interestingly, that the move in recent times to open office plans do encourage open communication, but because people can be heard due to lack of privacy, there is less meaningful interactions. Managers often say to me “I have an open door policy”; I feel like saying, “Yes, but do you have an open mind?”
- So those are the main barriers to communication. So how do we encourage more productive conversations and meaningful dialogue? You need a framework in place that promotes these conversations. I want to share with you two frameworks. Both of these frameworks can, and should be, recorded for reference. The first of this frameworks that we discuss in Conversations at Work is The Five Conversations Framework. Briefly describe the framework and the fact that some organisations are using this as a substitute for the traditional performance review.
- TechnologyOne have kindly purchased many copies of my book. You can receive a free copy by ticking the box on the evaluation form. There are some sample copies you can flick through before making a decision.