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Mastering
Performance
Conversations
Today’s Agenda
• Fresh approach to performance conversation.
• How to identify the root causes of behavior.
• How to create impactful development opportunities
that drive behavioral change.
When you think about
performance conversations,
what comes to mind?
The Challenge
Negative connotation:
• Infrequent (usually annual).
• Disconnected from employee career goals.
• Overly focused on weaknesses.
Driving Performance Gallup
• 22% of employees said they have received
meaningful feedback in the last week.
• 80% of employees who say they have received
meaningful feedback in the past week are fully engaged
regardless of how many days they worked in the office.
• Reframe as “growth conversations“.
• Ongoing, regular check-ins.
• Aligned with employee career goals.
• Balance strengths and growth opportunities.
Reimagining Performance Conversations
When employees feel supported to
grow their careers:
• Performance: Their likelihood of being a high performer
increases by up to 39%.
• Retention: Their willingness to stay at the organization
increases by up to 19%.
• Engagement: Their engagement increases by up to 61%.
Gartner Survey, September 2023
Connect the dots between
employee aspirations,
skill building,
career pathing,
and business needs.
Career development Mindset
Employee
Aspiration
Business
Needs
Root Causes of Behavior
A person is driving over the speed limit.
What could be the root cause of his behavior?
Root Causes of Behavior
• Policy
• Processes
• Product features
Cognitive
Knowledge
Psychomotor
Skill
Affective
Attitude (Mindset)
*Bloom Taxonomy Domains (Bloom, 1956)
Root Causes of Behavior
• Policy
• Processes
• Product features
Cognitive
Knowledge
Psychomotor
Skill
Affective
Attitude (Mindset)
*Bloom Taxonomy Domains (Bloom, 1956)
• Active listening
• Public speaking
• Troubleshooting
Root Causes of Behavior
• Policy
• Processes
• Product features
Cognitive
Knowledge
Psychomotor
Skill
Affective
Attitude (Mindset)
*Bloom Taxonomy Domains (Bloom, 1956)
• Active listening
• Public speaking
• Troubleshooting
• I’m an excellent driver
• L&D is an order taker
• Mistakes are failure
Mental shortcuts (heuristics)
Help us solve problems and make
judgments quickly and efficiently.
"The confidence people have in their beliefs
is not a measure of the quality of evidence
but of the coherence of the story
the mind has managed to construct."
~ Daniel Kahneman
(1934-2024)
Mindset Shift Examples
Mindset Gap New Mindset
L&D is an order taker L&D is a business partner
Mistakes are failure Mistakes are growth opportunities
Proactivity is only for managers Proactivity is for everyone
Hotel Room Attendants Study
• Mindset shift: work is exercise.
• Results after four weeks
• Lower blood pressure.
• Weight loss.
Source: https://journals.sagepub.com/doi/10.1111/j.1467-9280.2007.01867.x
Our Mindset
• Affects our behavior, motivation, and health.
• Can be changed.
• Should be addressed.
Case Study
• Customer success transition to account managers.
• Asked to identify and act on growth opportunities.
• Very engaged.
• Very knowledgeable.
• Company values include: “Customer first”.
• Very pro-active in asking for introductions.
• Not asking discovery questions.
What could be the root cause
of their behavior?
The Gap
• It wasn’t a knowledge gap.
• It wasn’t a skill gap.
• It was a Mindset Gap.
How to incorporate this into
a performance conversation?
Source: https://www.ccl.org/articles/leading-effectively-articles/closing-the-gap-between-intent-vs-impact-
sbii/#:~:text=Our%20research%2Dbacked%2C%20widely%2D,the%20defensiveness%20of%20the%20recipient
Avoid anchoring bias
Added
Module
Added
Module
G
Source: https://www.ccl.org/articles/leading-effectively-articles/closing-the-gap-between-intent-vs-impact-
sbii/#:~:text=Our%20research%2Dbacked%2C%20widely%2D,the%20defensiveness%20of%20the%20recipient
Gap
Discover the root cause of the behavior.
Attend to the gap or raise awareness.
Discover the root cause of the behavior
What?
Cognitive
Knowledge
Psychomotor
Skill
Affective
Attitude (Mindset)
*Bloom Taxonomy Domains (Bloom, 1956)
How? Why?
Addressing Mindset Gaps
1. Discover: Understand the current perspective.
2. Discuss: Suggest different perspectives.
3. Align: Agree on a shared perspective.
What About the Strengths?
• Only 23% of employees strongly agree that they get
the right amount of recognition for the work they do.
Those who do are four times more likely to be
engaged. Gallup
• Only 19% of employees strongly agree that focusing
on weaknesses motivates them to do outstanding
work. Gallup
Addressing Strengths
• Understand the root cause
of the behavior.
• Allow choice: what would you
like to start with?
• Address in your PDP.
PDP Example- Strengths
PDP Example- Areas of Improvement
Mastering performance conversations presented by Heli Nehama Ozery and hosted by Kallidus

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Mastering performance conversations presented by Heli Nehama Ozery and hosted by Kallidus