robust performance conversations

Robust Performance Conversations

Without clarity of expectations, both in terms of roles and in terms of tasks you cannot with good conscience hold a person to account for their performance.

In addition, without a culture where blame is non-existent and a genuine desire of leaders to create great working relationships, I really question how effective our organisations will be. I predict the gap between actual performance and potential performance will continue to be very wide and just a distant dream for many.

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Developing your skills to have productive conversations is very important, not only in the workplace but for all relationships. In my last post I discussed the importance of social process skills.  So we know it is important but how do we build our capability to do it well?

Marshall Rosenberg’s Nonviolent CommunicationTM (NVC) is a fantastic method for communicating without judging and meeting everyone’s needs. Now I am very much a Jackal trying to shift to a Giraffe so I am not the right person to write about how to apply this so here are two links to better material, Martha Lasley’s paper Difficult Conversations: Authentic Communication Leads to Greater Productivity and a video featuring Marshall Rosenberg introducing NVC – the analogy of Jackal and Giraffe will make sense if you watch the video, which I sincerely hope you invest some time in.

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Image courtesy of Sven Hartenstein

In my next post I will discuss “understanding the work” the middle element of the framework around which all other elements are centred.

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foundations of good managerial leadership

Over the last year I have with a colleague of mine (Richard Barber), been working on a framework for leadership development built on a strong theoretical base but practical in its application. In this post I will outline the elements of the framework and in subsequent posts I will discuss the parts and how they fit together. The individual parts draw from a number of great organisational thinkers across different disciplines and together I think they provide a great practical guide for leaders at any level. I will try and provide links to the original material to the extent possible and maintain a high standard of referencing.

Some of the material come from a guide a wrote for a client a while back as part of a project designed to build operational leadership capability but as per usual, my thinking has evolved since then and I thought blogging would be a good way to my own thinking fresh. Hopefully these posts will serve a dual purpose; firstly to support my own thinking and development, and secondly, should anyone else happen to stumble upon it and see some value in it well then that fantastic. I would be delighted if you would comment on anything that you think is incorrect or unclear in anyway.

The topics I intend to cover are:

Managerial Leadership

  • Leadership AND Management
  • Decision making
  • Task assignment
  • Performance conversations

Understanding the work

  • Enhancing system performance
  • Enhancing people performance

Leading change

  • Issues with common change management methods
  • Systemic change

Planning

  • Understanding the domain (Cynefin)
  • Sensitive risks

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