Bringing the human being back to work
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For the past 100 years, we’ve progressively dehumanized our places of work. We’ve learned to systemize, homogenize, and mechanize – all in the quest for greater efficiency and cost-saving. We’ve forgotten that the human being is the center of work. This broadcast is based on Dr Tim Baker’s latest book: Bringing the Human Being Back to Work: The 10 Performance and Development Conversations Leaders Must Have (Palgrave Macmillan) The broadcast highlights the ten essential performance and development conversations leaders must have to restore human spirit at work. First, Tim explains the importance of cultivating an authentic workplace by resisting the dumbing down of work and respecting employee dignity. Second, he presents five developmental conversations, from coaching to relationship-building. Third, Tim outlines five performance conversations, from climate review to innovation.
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Bringing the human being back to work
- 1. Bringing the Human Being Back to Work: The 10 Performance and Development Conversations Leaders Must Have • t Dr Tim Baker tim@winnersatwork.com.au www.winnersatworkcom.au
- 2. The relevance of conversations Threats & barriers 10 Conversations
- 4. 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
- 6. “Conversations lie at the heart of managerial work. Managers talk. It is through talk that they teach and inspire, motivate and provide feedback, plan and take decisions” Lynda Gratton and Sumantra Ghoshal (2002) ‘Improving the Quality of Conversations’, Organisational Dynamics, Vol 31, No 3
- 7. Conversations form the foundation for the authentic workplace
- 8. We are experiencing new pressures that are leading to human disconnect. The workplace is a vital community for interaction and support. • A feeling of alienation • Human disconnectivity • Exposure to new ideas • People as human resources
- 9. Since most of us spend roughly a third of our adult life in a workplace, it’s reasonable to expect and experience workplace dignity
- 10. Workplace dignity is closely related to the quality of interaction and patterns of communication between manager and team member.
- 11. THE 9 COMMON BARRIERS TO COMMUNICATION
- 12. THE 9 COMMON BARRIERS TO COMMUNICATION 1: Inattention during conversations
- 13. 2: Restricted information channels THE 9 COMMON BARRIERS TO COMMUNICATION
- 14. THE 9 COMMON BARRIERS TO COMMUNICATION 3: Lack of feedback
- 15. 4: A culture of not asking questions THE 9 COMMON BARRIERS TO COMMUNICATION
- 16. 5: Too much formality THE 9 COMMON BARRIERS TO COMMUNICATION
- 19. 8: Fear of emotion THE 9 COMMON BARRIERS TO COMMUNICATION
- 20. 9: Physical office layout THE 9 COMMON BARRIERS TO COMMUNICATION
- 21. The five conversations framework Date 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
- 26. The Encouraging Conversation The key to bringing out the best in others is to express appreciation, acknowledge contribution, and celebrate achievements. Baker & Warren - Conversations at Work
- 27. Contact me if you would like an advanced copy of my new book tim@winnersatwork.com.au
Notes de l'éditeur
- Organisations are conversations. The organisation as a collection of people working together to achieve a certain outcome. Organisations are a series of conversations that go on in the lunch room, board room, office, hallway, car, and toilet. 100, 1000, and 10 and 10000 conversations everyday. Some conversations are short, some long, some meaningful, some trivial, some are formal, others informal, some pleasant, others unpleasant. Some structured, others meandering. Some online, others off-line Good quality conversation is sadly neglected. It’s the quality of conversations that count. Meaningful conversations in a workplace affect performance, morale, energy levels, trust levels. The art of conversation. There is no art. We are all capable of being good conversations. We all have good conversations and poor conversations. Some conversations such as difficult conversation do take some skill. But most or not really an art form. Have we lost the need for conversation? If you go home this afternoon on public transport, whether it is by tram, train or bus, have a look around. You will notice everyone is fixated on a screen. When these people arrive home they’ll be fixated on another screen; a TV screen, all the while making face book and twitter updates. There are many conversations we have through technology. Its convenient. It takes a few seconds. It can be done at the click of a button. But many of those conversations occur online when they ought to occur face-to-face. I don’t have time for conversations. A manager said to me the other day: “I don’t have time for conversations. I have too much work to do.” Someone comes to their office at said, “I’m going. I have a better offer in another organisation.” Perhaps an earlier conversation may have prevented this conversation. Leadership is a relationship. Kouzes and Posner once said “Leadership is a relationship” in their great book: “The Leadership Challenge”. I totally agree. But how do you form a relationship? Through trust building. And how do you build trust? Through a series of meaningful conversations.
- We have looked at the psychological barriers of communication. Let’s look at nine barriers that can be personal, structural, cultural, procedural, or physical.
- Warren Bennis identified the “management of attention” as one of the core competencies of highly successful leaders. How do we improve your ability to manage your attention? Three things help with the management of attention: Reduce manageable distractions Multi-tasking is not efficient. Shifting from one activity to the next can give the illusion of efficiency. But you are short changing yourself on both activities. Focus on one conversation at a time. If the conversation is worth having, it is worth your complete undivided attention. Identify your most attentive time of the day. Important conversations ought to take place in high energy times. Ask yourself: How present am I in this conversation?
- “You’ll get told on a need to know basis” is a common refrain from a manager with a traditional psychological contract mindset. This idea is borne out of the notion that employees can’t be trusted with confidential information. The assumption is that managers can be trusted, but employees can’t. This is erroneous. Granted, there are more employees than managers, but the idea of not communicating because of a lack of trust is a barrier to genuine, open dialogue. It is a two-way street too: Employees have to be willing to share bad news to managers too.
- Australian managers are worst in the world at giving timely, relevant, and balanced feedback. Feedback ought to be a dialogue, not a monologue. Tell the story of the 19 year old employee who received no feedback.
- Discuss the concept of managers being trained to answer questions not ask them. Talk about the story of the accident in the production area. The person who asks the questions has control of the conversation always. Show me a good conversationalist, and I’ll show you someone who asks lots of questions.
- Conversations in the bosses office are not necessarily going to be the best conversations. In paramilitary organizations based on power, conversations can be accompanied by lots of paperwork and red tape. This stifles conversation. The best conversations ironically occur around the watercooler, in the hallways, in the car driving back from a client or customer meeting.
- The average person spends 2.5 hours a day on email. What would those 2.5 hours be spend doing before email? Conversation? Having a conversation via email is not a real conversation; it is asynchronous; the sending and receiving doesn’t happen at the same time. Would this be best discussed in person or via the telephone?
- What do your senior managers do? Tell the story of the police commissioner
- “I don’t want to open a can of worms” “let sleeping dogs lie” Talk about the story of the orchestra: two musicians have not spoken to each other for 10 years.
- There are two issues here with physical layout: proximity and layout. Proximity refers to the relative physical distance between people. Layout in the office environment; the further someone is from the centre of the action, the more likely they are to be less involved and engaged in the daily operations. We have found interestingly, that the move in recent times to open office plans do encourage open communication, but because people can be heard due to lack of privacy, there is less meaningful interactions. Managers often say to me “I have an open door policy”; I feel like saying, “Yes, but do you have an open mind?”
- So those are the main barriers to communication. So how do we encourage more productive conversations and meaningful dialogue? You need a framework in place that promotes these conversations. I want to share with you two frameworks. Both of these frameworks can, and should be, recorded for reference. The first of this frameworks that we discuss in Conversations at Work is The Five Conversations Framework. Briefly describe the framework and the fact that some organisations are using this as a substitute for the traditional performance review.