The five pillars of authentic conversations
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This document outlines the five pillars of authentic performance conversations: 1) Agree on expectations, 2) Challenge unhelpful behaviour, 3) Establish a trusting relationship, 4) Show genuine appreciation, and 5) Build for the future. It provides details and practical tools for each pillar, such as questions for managing expectations and guidelines for building trust. The overall message is that organizations are made of conversations, and good quality conversations are important for performance but often neglected.
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The five pillars of authentic conversations
- 1. Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au The Five Pillars of Authentic Performance Conversations
- 3. It’s all about the conversation Organisations are conversations Organisations are a series of conversations Good quality conversation is sadly neglected The ‘art’ of conversation Have we lost the need for conversations? I don’t have time for conversations Leadership is a relationship
- 4. The Five Pillars of Authentic Conversation
- 5. The Five Pillars of Authentic Conversation Pillar 1 Agree on expectations
- 6. Seven Questions on Managing Expectations 1. What are my expectations? 2. Have I communicated my expectations? 3. Does the other person understand my expectations? 4. Do they accept my expectations? 5. Are they committed to meeting those expectations? 6. Do they know how they are performing against those expectations? 7. Am I supporting them to achieve those expectations?
- 7. The Five Pillars of Authentic Conversation Task-focused Pillar 1 Agree on expectations Pillar 2 Challenge unhelpful behaviour
- 8. Situation I Behaviour I Impact Our regular Monday morning staff meetings are for sharing ideas and problem-solving [situation]. In the last three meetings, I’ve noticed that you have criticized four suggestions that Matthew and Karen have raised without offering a possible alternative solution [behavior]. By doing this, you are affecting morale, and others may not want to contribute their ideas [impact].
- 9. The Five Pillars of Authentic Conversation Task-focused Pillar 1 Agree on expectations Pillar 2 Challenge unhelpful behaviour Pillar 3 Establish a trusting relationship
- 10. Trust • Treat people fairly • Recognize their positive contributions • Give people clear direction • Support their development
- 11. The Five Pillars of Authentic Conversation Task-focused Pillar 1 Agree on expectations Pillar 2 Challenge unhelpful behaviour Pillar 3 Establish a trusting relationship Pillar 4 Show genuine appreciation
- 12. Get into the habit of saying thank-you more often …
- 13. The Five Pillars of Authentic Conversation Task-focused People-focused Pillar 1 Agree on expectations Pillar 2 Challenge unhelpful behaviour Pillar 3 Establish a trusting relationship Pillar 4 Show genuine appreciation Pillar 5 Build for the future
- 14. Learn from the past, live in the moment, and plan for the future
- 15. The Five Pillars of Authentic Conversation Task-focused People-focused Pillar 1 Agree on expectations Pillar 2 Challenge unhelpful behaviour Pillar 3 Establish a trusting relationship Pillar 4 Show genuine appreciation Pillar 5 Build for the future
- 16. Unit 1—Characteristics of High Performing Teams Unit 2—The Four Stages of Team Development Unit 3—Tools for Leading Teams Unit 4—The Roles People Play in Teams Unit 5—Managing Team Conflict and Negotiations Unit 6—Developing Team Culture 10% discount if you register today tim@winnersatwork.com.au Commences Friday 27th of April
Editor's Notes
- Organisations are conversations. The organisation as a collection of people working together to achieve a certain outcome. Organisations are a series of conversations that go on in the lunch room, board room, office, hallway, car, and toilet. 100, 1000, and 10 and 10000 conversations everyday. Some conversations are short, some long, some meaningful, some trivial, some are formal, others informal, some pleasant, others unpleasant. Some structured, others meandering. Some online, others off-line Good quality conversation is sadly neglected. It’s the quality of conversations that count. Meaningful conversations in a workplace affect performance, morale, energy levels, trust levels. The art of conversation. There is no art. We are all capable of being good conversations. We all have good conversations and poor conversations. Some conversations such as difficult conversation do take some skill. But most or not really an art form. Have we lost the need for conversation? If you go home this afternoon on public transport, whether it is by tram, train or bus, have a look around. You will notice everyone is fixated on a screen. When these people arrive home they’ll be fixated on another screen; a TV screen, all the while making face book and twitter updates. There are many conversations we have through technology. Its convenient. It takes a few seconds. It can be done at the click of a button. But many of those conversations occur online when they ought to occur face-to-face. I don’t have time for conversations. A manager said to me the other day: “I don’t have time for conversations. I have too much work to do.” Someone comes to their office at said, “I’m going. I have a better offer in another organisation.” Perhaps an earlier conversation may have prevented this conversation. Leadership is a relationship. Kouzes and Posner once said “Leadership is a relationship” in their great book: “The Leadership Challenge”. I totally agree. But how do you form a relationship? Through trust building. And how do you build trust? Through a series of meaningful conversations.