building trust and performance through a culture of conversation
TRANSCRIPT
Building Trust and Performance Through a Culture of ConversationDr. Tim Baker
What we’ll cover …
The 10 barriers to cultivating a
culture of conversation
The Five Conversations
Framework
Five more development conversations
It’s all about the conversation
Organisations are conversations
Organisations are a series of conversationsGood 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
Psychological contract
Individual
I offer
I expect
Organisation
The organisation expects
The organisation offers
THE 9 COMMON BARRIERS
TO COMMUNICATION
THE 9 COMMON BARRIERSTO COMMUNICATION
1: Inattention during conversations
2: Restricted information channels
THE 9 COMMON BARRIERSTO COMMUNICATION
THE 9 COMMON BARRIERSTO COMMUNICATION
3: Lack of feedback
4: A culture of not asking questions
THE 9 COMMON BARRIERSTO COMMUNICATION
5: Too much formality
THE 9 COMMON BARRIERSTO COMMUNICATION
6: Over-reliance on email
THE 9 COMMON BARRIERSTO COMMUNICATION
7: Lack of role models
8: Fear of emotion
THE 9 COMMON BARRIERSTO COMMUNICATION
9: Physical office layout
THE 9 COMMON BARRIERSTO COMMUNICATION
The five conversations frameworkDate 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
Five more everyday conversations at work
•Coaching – intentional ongoing development•Mentoring – informal day to day sharing (and example)•Delegating – it’s about your development too …•Visioning – sharing and sustaining the “why”•Encouraging – ensuring people feel significant
Perceptual positions
1st PositionSelf
3rd PositionObserver
2nd PositionOther
Good conversation is about questions
?
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Dr. Tim [email protected]