We recently held a webinar on ‘The Art of Meaningful Conversations’…well, here is the neuroscience of Meaningful Conversations in a snippet from David Rock’s recent presentation to the CIPD HR Leaders Network.
He talks of mindset as being critical to successful performance reviews, namely a growth mindset over a fixed one; the simple belief that one can improve and is not limited solely by talent but by effort.
We see the beliefs and assumptions that one takes into a performance management conversation are key to the ability to make it more likely one can conduct a meaningful conversation; one where the purpose of the conversation is delivered upon and where the dynamic is adult, 2-way, constructive and respectful.
You must believe the person in front of you is capable of change and improvement; if not, why persist with performance management?
We were delighted to host our latest webinar this week with Shorebird RPO on ‘The Art of Meaningful Conversations’ – all seats were filled, so a second session is planned on January 26th 2016 – if you would like to attend, please feel free to email me at firstname.lastname@example.org if you would like to add your name to the notification list.
Both the recording and slides from this week’s session are available below – the recording is useful in that you can see some of the great insights that came from the attendees during the interactive exercises; it was a vibrant session with a lot of participation!
Meaningful Conversations is a framework which enables Line Managers at any level to conduct effective Performance Management conversations whatever their purpose; be that setting objectives, giving feedback, coaching, appraisals or 360 feedback debriefs.
At the end of this webinar, you will:
- Understand what Performance Management really is and why it’s so important.
- Be introduced to the ‘Meaningful Conversations’ framework as a guide to conducting effective Performance Management conversations.
- Appreciate what is the mindset and the core communication skills required to conduct a Meaningful Conversation.
- Have reflected on your own style of Performance Management conversations and considered some changes you could make immediately to improve.
This webinar is aimed at anyone who has to conduct Performance Management conversations with team members in their organisation and will appeal to all those in a management or senior positions.
Hope you can join us for the next webinar!
In a recent meeting, John and I were asked what we saw as the key trends in 360 degree feedback / performance appraisal. We came up with two ‘off-the-cuff’ and I would add a third below.
The first is a desire for continuous feedback to be included within the performance management cycle. Often attached to millenials brought up on social media and feedback sites such as tripadvisor this is our most common current discussion point. Perhaps not too separate from the age old mantra that discussing performance is ongoing rather than an annual event the challenge for Bowland and others is to reflect this drive in a considered manner that improves feedback as well as making it more frequent.
The second is 360 feedback being integrated into the appraisal process. Many, if not all, of our clients now include some element of “feedback from others” into the appraisal cycle. We see this driven by team structures that no longer have the line manager able to review/comment on all performance and a desire to bring the “how” of behavioural feedback into the standard “what” of performance objectives. At Bowland we have long had the technical capability to support this. The interesting area for us over the coming years is retaining a developmental 360 as a distinct exercise from an appraisal from a range of sources. The two conversations tend to be different and the process should be.
The third and final trend we are seeing is a welcome focus on the conversation. Our meaningful conversations model that looks to assist all managers deliver on the purpose of their conversations while building up trust within the relationship has reflected this focus. Clients are seeing with absolute clarity that whatever the process, however frequent it may be, the best managers hold the best conversations with their team. Accordingly we should focus on supporting that meaningful conversation as much as on the process that leads to it.
It was my Dad’s 80th birthday last week. At a family meal in a local pub near where my parents live my wife Liz said (as you do) “Well done, Mike”. Now, for my Dad there is a bit more of an achievement in that he was diagnosed with diabetes before he was 10. The British Diabetic Society (he supports Ireland, is very Irish, but will take things off the Brits!) recently sent him a John McLeod medal to celebrate living over 70 years with diabetes.
Dad then told a very simple story of when he first came to England in the 50s. His older brother took him to a hospital hoping in a wonderfuly naive way that they might have a cure for diabetes in England. He met a consultant who had this advice for Dad … “Live your life, keep working and stay fit, do everything everyone else does and don’t let this stop you from doing anything”. That was over 60 years ago. And in response to Liz’s “Well done, Mike” he told this story (first time I’d heard it) and said “And, I have done”.
For someone who has had more than their fair share of health issues, my Dad is the most positive person I have ever met. Always ready with a smile and able to bounce back from anything.
Now, this might not all be traceable back to that consultant’s positive message but it is interesting that Dad has held that conversation for all that time. A positive, encouraging conversation will always have a better effect than a critical one. At times we need a balance but positive, encouraging wins overall.