MODERN MANAGEMENT
conversations require the right
consistency, style and mindset.
1. Conversation consistency
‘Organisations where employees
reviewed their personal goals
quarterly—or even more often—were
nearly four times more likely to
score at the top of the Bersin by
Deloitte’s Total Performance Index.’
Developing performance requires
feedback that is regular and in
real time. You develop a better
kick by doing it repeatedly and
getting real-time feedback. Regular
conversations mean in the moment,
unscheduled feedback, when it’s
needed most. Establishing a regular
conversation cadence gives the
brain the attention and repetition
needed to create sustainable
behaviour change. The greater the
gap between action and adjustment,
the slower any change takes hold.
On-going focus and reinforcement
provides optimum conditions for
growth and learning.
2. Conversation style
‘High performing individuals,
teams and organisations focus
on exploiting development
opportunities in the workplace
because that’s where most of the
learning happens.’
—Charles Jennings
Leaders need to coach and develop
their staff, not just direct and
control. A coaching conversation is
more than a simple check-in about
daily tasks. It includes a broader
conversation about career potential,
role progression, required skills, and
new opportunities. It covers both
the skill and the will.
Motivation and engagement,
barriers and blockers: these
are the topics required to kick
organisational goals. The new
player on the elite team is
ambitious. They want progress; they
want to know what’s next, and they
want opportunities to get there.
3. Conversation mindset
‘Before you are a leader, success is
all about growing yourself. When
you become a leader, success is all
about growing others.’
—Jack Welch
The leader’s mindset towards
performance conversations plays
an important role in how effective
February 2016
ModernBusiness
41