The document details a webinar led by David Rock and moderated by Kate Everson, focusing on transforming the quality of development conversations using neuroscience. It emphasizes the need for a growth mindset and quality conversations over traditional feedback methods to enhance leadership and performance management. The session also includes tools for audience interaction, answers to frequently asked questions, and resources for further learning.

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Transforming the Quality of Development Conversations at Scale

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Speaker: David Rock CEO NeuroLeadership Group Moderator: Kate Everson Associate Editor Chief Learning Officer magazine
Transforming the Quality of Development Conversations at Scale

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Frequently Asked Questions

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Kate Everson
Associate Editor
Chief Learning Officer magazine
Transforming the Quality of Development Conversations at Scale

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David Rock CEO NeuroLeadership Group
Transforming the Quality of Development Conversations at Scale

10. Everyday leadership coaching: day one
Transform the Quality of
Development Conversations at Scale
2014
Dr. David Rock Director, NLI

11. Our vision
Transform Leadership
Through Neuroscience

12. A new language for leadership
Research • Education • Solutions

13. Solutions in three areas

14. Do you look forward to ‘feedback’?
“I’d like to give you some feedback”
“We need to talk”
“Can I share something I’ve noticed about you”

15. Research shows that feedback does nothing
or makes things worse 59% of the time and
improves performance only 41% of the time
‘Turn the 360 around’ (NeuroLeadership Journal, 2010)
How useful is ‘feedback’ generally?

16. A “quality conversation”
A viable alternative?

17. •
Time has been well spent
•
New or deeper understanding emerges
•
People grow
What is a quality conversation?

18. Research that supports a new approach
1.
Have a Growth Mindset
2.
Minimize Threat
3.
Facilitate Insight

19. Fixed mindset
•
Born smart
•
We can’t change much
•
Effort doesn’t help
•
Feedback is dangerous
•
Stretch goals are bad
•
Other people’s success is a problem

20. Growth mindset
•
Born to learn
•
We can change
•
Effort is central
•
Feedback is helpful
•
Stretch goals are good
•
Other’s success is an opportunity to learn

21. We are easily primed
‘Good job, you must be talented at this.’ Versus ‘Good job, you really applied yourself here.’
Chiu, Hwong, & Dweck (1997)

22. 1.
Have a Growth Mindset
2.
Minimize Threat
3.
Facilitate Insight
Research that supports a new approach

23. The big question..
Is it possible to be both judge and coach at the same time?

24. Feedback is very personal
Away
Threat
Toward Reward
Status Certainty Autonomy Relatedness Fairness
Rock (2008)

25. Feedback
Washington Post

26. 1.
Have a Growth Mindset
2.
Minimize Threat
3.
Facilitate Insight
Research that supports a new approach

27. Habit
Action
Insight
Impasse
How smart people change

28. What is an insight?
•
Solution from the unconscious
•
An answer that comes to us quickly
•
Involves reinterpreting information

29. Ludmer et al. 2011, Neuron

31. Why do insights matter?
•
Learning
•
Engagement
•
Generalizing of ideas
•
Systemic change of the brain

32. 1.
Have a Growth Mindset
2.
Minimize Threat
3.
Facilitate Insight
Research that supports a new approach

33. How to embed new skills?
Scale
Impact
Speed

34. How to embed new skills?

35. Learning design
The building blocks to engage individuals & shift behavior across an organization.
Coherence
Layering
AGES Model
Insight Generation
Social Learning 2.0
Positive Status Pressure

36. Further resources
•
NeuroLeadership Summit 2015, NYC November 3-5
•
Your Brain at Work, HarperBusiness 2009
•
Quiet Leadership, Collins 2006
•
SCARF, NeuroLeadership Journal 2008
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Turn the 360 around, NeuroLeadership Journal 2010
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The AHA moment, ASTD 2011
•
SCARF in 2012, NeuroLeadership Journal 2012
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One simple idea to transform performance management, HRPS 2013
•
Kill your ratings, strategy + business, Fall 2014
•
Contact: David@neuroleadership.org

37. Kill your ratings

38. Who is making the change
No Performance Scores
Line of courage

39. Performance Management Continuum
To:
Judge Competitive assessment Annual event Top down Individual contribution Significant paperwork Fixed mindset Overwhelming threat
Coach
Coaching and development
Frequent conversations
Shared responsibility
Enterprise contribution
Minimal paperwork
Growth mindset
Manageable threat
Performance Scores
No Performance Scores
Forced Ranking
Ratings Based on qualitative/quantitative results (i.e. 1-5)
Structured conversations I.e. on goals/contribution/career. No exact rating shared or stored.
Guided conversations I.e. on goals/contribution/ career. No rating.
From:
Line of courage

40. 3 counter-intuitive early findings…
1.
We expect pay for performance will diminish Instead pay differentiation is widening, increasing fairness
2.
We expect managers will talk to their teams less Instead they are talking to their teams more
3.
We expect people will be less motivated Overall engagement is increasing when removing ratings. People surprised by their ratings significantly dropping in engagement.

41. 12 steps to removing ratings
1.
Philosophy
2.
Dialogue
3.
Evaluation

42. Develop the right philosophy
1.
Build the business case for change
2.
Identify 3 strategic objectives for performance management
3.
Define the new mindset
4.
Rebrand performance management itself
5.
Rebrand each element of the cycle

43. 6.
Identify the number of types of conversations
7.
Process map the list of dialogues as “quality conversations”
8.
Build simple learning aids
9.
Design learning solutions that embed new habits
The neuroscience of quality conversation

44. Rethink evaluation
10.
Rethink what to measure
11.
Rethink how to measure 12. Develop your technology solution

45. Four possible directions
Ask
Tell
Solution
Problem
Impersonal,
Technical, Linear
Personal, Emotional, Complex
The TAPStm Model

46. Four faces of insight

47. Brain state required for insight
•
Quiet
•
Inward looking
•
Slightly happy
•
Not working directly on the problem

48. You are debriefing with a team member about a leadership presentation that hasn’t gone well. You think they need to not go into as much detail. How do you interact with the your team member?
Imagine this scenario…

49. ‘What ideas are you already mulling over about how
you would do this differently in the future?
Self-Directed Feed-Forward

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Please take this time to submit your Questions.

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