Creating a Culture of Conversation

November 2015

Creating a Culture of Conversation Dr Tim Baker [email protected]

http://www.winnersatwork.com.au/

It’s all about the conversation

Organisations are conversations

Organisations are a series of conversations

Good 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



3: Lack of feedback

4: A culture of not asking questions


5: Too much formality


6: Over-reliance on email

7: Lack of role models

8: Fear of emotion


9: Physical office layout


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 growthImproving 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

?

Dr Tim [email protected] 0413 636 832 www.winnersatwork.com.au

Business

Creating a Culture of Conversation