SlideShare une entreprise Scribd logo
1  sur  22
Télécharger pour lire hors ligne
Conversation
Process
1
2
The
HEAR
Model
HEAR
Model
Effective listening is a
vital component of
successful
communication.
How well you listen will
affect your
communication and the
message you’re trying to
deliver
3
Hear Empathy
Analyse Respond
HEAR
Model • Listen to the speaker without
interrupting.
• Don’t let your views/biases get mixed
with what you are hearing.
• Hear the feelings that come through; not
just the words.
• Put yourself in the speakers place.
• Try to see the from their point of view.
• Pay attention to how to justify their
actions
• Make sure you understand what the
other person is trying to communicate
• Analyse and anticipate their message
• Show that you understand the speaker
and empathise with them.
• You may not have an advice, but being
an attentive and non judgmental listener
would still be appreciated.
Effective listening is a
vital component of
successful
communication.
How well you listen will
affect your
communication and the
message you’re trying to
deliver
4
RELATER STYLE SOCIALIZER STYLE
THINKER STYLE DIRECTOR STYLE
Positive
Supportive
Reliable
Pleasant
Negative
Complying
Retiring
Soft-Hearted
Positive
Invigorating
Optimistic
Animated
Negative
Excitable
Impatient
manipulative
Positive
Diligent
Perseverance
Creative
Negative
Finicky
Righteous
Stiff
Positive
Firm
Comprehensive
Productive
Negative
Uncompromising
Overbearing
Pressuring
Different
Behaviour
Styles
6
What is “Feedback?”
1. Feedback provides employees with perspective on their behaviors
2. and how those behaviors impact others and business results.
Why is feedback crucial?
• Increases employee engagement
• High performance and highly productive workforce
• Employee development & capability building
Appreciative
Conversation
“Let us make a special effort to stop communicating with each other,
so we can have some conversation.”
1
8
Pillars of Effective Feedback
1
Appreciative
inquiry and
active listening –
Openness to self
and others.
2
Feedback should
be concurrent,
direct as-is; and
not sugar coated.
3
Feedback should
be balanced –
positive and
negative(not
impacting only
promotions /
increments &
ratings)
4
Maintain
composure and
stay emotionally
stable – make it a
data / fact based
conversation.
5
While reviewing
current
performance, we
cannot rest on
past laurels.
9
Effective
Feedback
boosting
Employee
Morale
Feeling that the
work they do is
meaningful?
Having felt
safe to express
their views?
Feeling their
work is
valued?
Having
learned
something
new?
Feeling
empowered?
Feeling part
of the team?
Clearer about
what is
expected of
them?
Feeling
genuinely
supported?
?
10
Research has shown the impact of conversation on
employee productivity
36% 39% 34%
36%
Impacts performance by
Clarity of
expectation
Emphasis on
positives in
reviews
Job relevant
feedback
Frequent &
effective
communication
I know what I need to do
Source: A study by Mecer
I have a future here
I feel energized and connected
I am confident of delivering
What is in it for me?
A manager who adopts the Growth Mindset can
Have been observed to conduct more effective and quality conversations
11
“No! This isn’t
good because...”
“YES! And we
could also...”
“NO!” “Good idea, but...”
CONSTRUCTIVE
DESTRUCTIVE
NEGATIVE POSITIVE
Appreciative
Inquiry
SEE
LOOK FOR
DEPENDS MAINLY ON WHAT WE
WHAT WE
Appreciative Inquiry is a
perspective on the things,
people or actions that
invites us to see them
through an appreciative
or valuing eye.
12
Feedback Feedforward
Adopt a Forward - looking approach
to Giving Feedback
Emphasis is on the past
Critiques previous work
Describing what has happened
Focus on what you did and didn’t do well
Highlight errors
Emphasis is on the future
Suggestions on what to do next
Ideas on how to improve
Focus on how you can develop and progress
Ask “what would you do differently next time?”
14
4
Result
STAR IS THE LANGUAGE OF THE
BUSINESS
3
Action
WAY TO IMPROVE
1 Situation
IT’S AN EFFECTIVE WAY OF CAPTURING
DATA
2 Task
IDEAL WAY TO MAINTAIN OWN
RECORD OF EVENTS
STAR
Framework
Why STAR? What’s in it for me?
15
R
Result
1. Results are the effects of your
actions. They tell you what changes
or differences your actions made
and whether the actions were
effective and appropriate. S Situation
1. The Situation/Task is the background or
context in which you took action.
2. Situations or tasks are created by things like:
T
Task
1. Situations faced in the job
2. Responsibilities undertaken or work
processes executed.
3. Demands made by a manager or customer.
4. Challenges in meeting a deadline or in
getting along with a coworker.
A
Action
1. Actions are that you did in response to a
situation or task.
2. Actions are an important part of the STAR
because they show your behavior.
3. The action component of a STAR can also
record what you did not say or do.
4. This data gives the lens of understanding for
the performance data
STAR
s
16
“You get the best effort from others not by lighting a fire beneath them, but by
building a fire within.” --Bob Nelson
Do you have an opportunity to:
• Provide an employee motivational or developmental feedback?
• Help an employee understand or realize something?
• Help an employee make a decision or solve a problem?
• Support an employee’s career development or goal setting?
Developmental
Conversation
What is the goal “talk ratio” for a coaching conversation?
80 % employee to 20 % mentor!
RULE
2
“One way to know if you’re exhibiting service leadership is if
the people under you are growing and developing,”
17
82%
Of the employees would be
more engaged if their
managers had regular
conversations with them
75%
Would be more likely to stay at
their current company if they
received ongoing professional
development coaching
16%
Of the employees say they
have ongoing career
conversations with their
managers
only
According to a Global Career Conversation study, 2016:
18
• Reason for coaching
• Desired outcome/goal?
• Specific examples you want to refer to (behaviors observed, etc)
• Impact of the behavior you have observed?
• What is their mindset – are they aware of the issue?
• How much time will be dedicated to this coaching session?
• What was communicated provided prior to the session?
• Do you have expectations of timelines for completion/improvement?
Developmental Conversation - Examples
19
GROW
Model
GROW is a simple four-
step model for
structuring coaching
and mentoring sessions.
It outlines a systematic
and methodical
framework between
mentor and mentee for
goal-setting and
problem-solving.
Walk the Talk – Growth Journey
of Coaching
20
• helps you demonstrate you are listening
• encourages employee to share thoughts and
feelings
• prevents misunderstandings
• allows them to feel understood
• share expectations and feedback
• offer suggestions for improvement
• offer motivation, encouragement
• propose a specific plan of action
Ask to know
Listen to Reflect
Tell to Help
Goal
• What are we trying to accomplish?
• What does success look like?
• How will you know you have achieved this goal?
Options
• How you should approach this situation?
• What are the benefits/downsides of each option?
• What factors should you consider when deciding?
Reality
• What’s been happening? Who is involved?
• How do you feel about this situation?
• What have you already tried?
Will
• What could stop you from taking action?
• Will this decision help you accomplish your goal?
• What help do you need from me?
ASKING (Know What, Where, How & When)
LISTENING (To reflect) TELLING (To share, help & grow)
1
3
2
21
Performance
Conversation
3
Preparation is key to
success
Their Perspective
My perspective
Our perspective
Their Perspective first……
• What do I believe is most important to the other person?
• How do I believe the other person is feeling about the situation?
• How do I believe the other person will respond in the conversation? (e.g. what
emotions)
• What is the other person’s “communication style” preference? (e.g. does the
individual respond to facts and strictly business, or does the individual prefer some
“human side” before getting to business)
• What will help the other person be open to the conversation?
• What can I learn from the other person?
My perspective
• What outcome do I need from this conversation?
• How am I feeling about the situation?
• What do I need to convey in the conversation?
• What am I most afraid will happen when I engage in this challenging conversation?
• What would happen if I don’t engage in this challenging conversation?
• How will I kick off the conversation?
Our perspective
• What is important to both of us?
• What is our common ground?
• How can we both make it a happy experience? 22
MENTOR
COACH MANAGER
Different Roles for Different Goals
Manage for
Operational Results and
Organisational Goals
Coach for Personal and
Professional Goals
Mentor to Share
Experience
Mentoring and coaching is much more than just telling the employee what to do.
It requires working with the employees to make decisions, resolve problems and develop skills, altogether.
23
Relationship based on Mutual benefits
& Rewards.
Managers set targets to achieve
organisational goals
More concerned with Organisational
growth
Inclined to align with Organisation
vision and Goals
Relationship based on Mutual Trust &
Respect
Mentors Guide and support those
around them.
More concerned abut Personal & career
growth
Inclined towards sharing experiences &
knowledge
Replaces the ”I” with “We”
V/s
MANAGER
Professional Relationship
LEADER
Personal Relationship
People Mentoring – Lead from within
24
Thanks
28

Contenu connexe

Similaire à Effective Conversations with Peers and Managers.xlsx.pptx

Jp resource booklet network event 1
Jp resource booklet  network event 1Jp resource booklet  network event 1
Jp resource booklet network event 1asuthgb
 
leadership fundamentals.pptx
leadership fundamentals.pptxleadership fundamentals.pptx
leadership fundamentals.pptxrjcornejo1
 
Leadership Qualities
Leadership QualitiesLeadership Qualities
Leadership Qualitiesraghu9945
 
Coaching with the GROW Model
Coaching with the GROW ModelCoaching with the GROW Model
Coaching with the GROW ModelWill Armstrong
 
Building a team's capacity for change
Building a team's capacity for changeBuilding a team's capacity for change
Building a team's capacity for changeConi Judge, PhD
 
How Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in NonprofitsHow Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
 
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco StaffingManagement techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffingjaccimelvin
 
Teachable Point of View. Core Values and Leadership
Teachable Point of View. Core Values and LeadershipTeachable Point of View. Core Values and Leadership
Teachable Point of View. Core Values and LeadershipMichael Rainwater
 
Confessions of a Former Chief HR Officer
Confessions of a Former Chief HR OfficerConfessions of a Former Chief HR Officer
Confessions of a Former Chief HR OfficerThe HR Observer
 
Building an Effective Credit Management Team
Building an Effective Credit Management TeamBuilding an Effective Credit Management Team
Building an Effective Credit Management TeamSteve Mitchinson
 
Summary of Takeaways and Reflection Questions.pdf
Summary of Takeaways and Reflection Questions.pdfSummary of Takeaways and Reflection Questions.pdf
Summary of Takeaways and Reflection Questions.pdfPradeep Chetry
 
The five ‘Cs’ of People Management
The five ‘Cs’ of People ManagementThe five ‘Cs’ of People Management
The five ‘Cs’ of People Managementleadershipmgtservice
 
Coach Approach to Leadership - Conversations for Success
Coach Approach to Leadership - Conversations for SuccessCoach Approach to Leadership - Conversations for Success
Coach Approach to Leadership - Conversations for SuccessRay Lamb
 
leadership-101-supplemental-self-study-presentation.ppsx
leadership-101-supplemental-self-study-presentation.ppsxleadership-101-supplemental-self-study-presentation.ppsx
leadership-101-supplemental-self-study-presentation.ppsxBryanLandgren3
 
From Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time ManagersFrom Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
 

Similaire à Effective Conversations with Peers and Managers.xlsx.pptx (20)

Jp resource booklet network event 1
Jp resource booklet  network event 1Jp resource booklet  network event 1
Jp resource booklet network event 1
 
leadership fundamentals.pptx
leadership fundamentals.pptxleadership fundamentals.pptx
leadership fundamentals.pptx
 
Leadership Qualities
Leadership QualitiesLeadership Qualities
Leadership Qualities
 
Coaching with the GROW Model
Coaching with the GROW ModelCoaching with the GROW Model
Coaching with the GROW Model
 
Coaching people
Coaching peopleCoaching people
Coaching people
 
People leadership
People leadershipPeople leadership
People leadership
 
Building a team's capacity for change
Building a team's capacity for changeBuilding a team's capacity for change
Building a team's capacity for change
 
How Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in NonprofitsHow Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in Nonprofits
 
Management techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco StaffingManagement techniques that work webinar deck Adecco Staffing
Management techniques that work webinar deck Adecco Staffing
 
Teachable Point of View. Core Values and Leadership
Teachable Point of View. Core Values and LeadershipTeachable Point of View. Core Values and Leadership
Teachable Point of View. Core Values and Leadership
 
Confessions of a Former Chief HR Officer
Confessions of a Former Chief HR OfficerConfessions of a Former Chief HR Officer
Confessions of a Former Chief HR Officer
 
IMechE 'Coaching for managers' webinar slides
IMechE 'Coaching for managers' webinar slidesIMechE 'Coaching for managers' webinar slides
IMechE 'Coaching for managers' webinar slides
 
Building an Effective Credit Management Team
Building an Effective Credit Management TeamBuilding an Effective Credit Management Team
Building an Effective Credit Management Team
 
Summary of Takeaways and Reflection Questions.pdf
Summary of Takeaways and Reflection Questions.pdfSummary of Takeaways and Reflection Questions.pdf
Summary of Takeaways and Reflection Questions.pdf
 
The five ‘Cs’ of People Management
The five ‘Cs’ of People ManagementThe five ‘Cs’ of People Management
The five ‘Cs’ of People Management
 
Coach vs Advocate
Coach vs AdvocateCoach vs Advocate
Coach vs Advocate
 
Quick Goal Attainment
Quick Goal AttainmentQuick Goal Attainment
Quick Goal Attainment
 
Coach Approach to Leadership - Conversations for Success
Coach Approach to Leadership - Conversations for SuccessCoach Approach to Leadership - Conversations for Success
Coach Approach to Leadership - Conversations for Success
 
leadership-101-supplemental-self-study-presentation.ppsx
leadership-101-supplemental-self-study-presentation.ppsxleadership-101-supplemental-self-study-presentation.ppsx
leadership-101-supplemental-self-study-presentation.ppsx
 
From Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time ManagersFrom Peer to Leader: How to Develop Your First-Time Managers
From Peer to Leader: How to Develop Your First-Time Managers
 

Dernier

Thomas K Girard, Resume, Vancouver, March 2024
Thomas K Girard, Resume, Vancouver, March 2024Thomas K Girard, Resume, Vancouver, March 2024
Thomas K Girard, Resume, Vancouver, March 2024Thomas GIRARD BDes
 
Gujrat BCAsem6ShellScript-Practicles.pdf
Gujrat BCAsem6ShellScript-Practicles.pdfGujrat BCAsem6ShellScript-Practicles.pdf
Gujrat BCAsem6ShellScript-Practicles.pdfRajeshPatel136226
 
How Job Apps Are Fastly Transforming Careers?
How Job Apps Are  Fastly Transforming Careers?How Job Apps Are  Fastly Transforming Careers?
How Job Apps Are Fastly Transforming Careers?SnapJob
 
Gujrat University bca sem 6SHELL MAIN.pdf
Gujrat University bca sem 6SHELL MAIN.pdfGujrat University bca sem 6SHELL MAIN.pdf
Gujrat University bca sem 6SHELL MAIN.pdfRajeshPatel136226
 
A Guide to a Winning Interview March 2024
A Guide to a Winning Interview March 2024A Guide to a Winning Interview March 2024
A Guide to a Winning Interview March 2024Bruce Bennett
 
The Individual Contributor Path - DPC2024
The Individual Contributor Path - DPC2024The Individual Contributor Path - DPC2024
The Individual Contributor Path - DPC2024Rafael Dohms
 
SL CV 20240312.docx . Sharon Xiao Liu's Curriculum Vitae.
SL CV 20240312.docx . Sharon Xiao Liu's Curriculum Vitae.SL CV 20240312.docx . Sharon Xiao Liu's Curriculum Vitae.
SL CV 20240312.docx . Sharon Xiao Liu's Curriculum Vitae.Sharon Liu
 
Boss Your Career - Negotiate Your Rate .pdf
Boss Your Career - Negotiate Your Rate .pdfBoss Your Career - Negotiate Your Rate .pdf
Boss Your Career - Negotiate Your Rate .pdfPamella Bisson
 
Ken Kremsky's Professional Career and Specializations are Outstanding
Ken Kremsky's Professional Career and Specializations are OutstandingKen Kremsky's Professional Career and Specializations are Outstanding
Ken Kremsky's Professional Career and Specializations are OutstandingKennethKremsky
 
percentage basic method and formula for easy learning.pptx
percentage basic method and formula for easy learning.pptxpercentage basic method and formula for easy learning.pptx
percentage basic method and formula for easy learning.pptximmanral27
 
GMAT.ppt presentation for career counselling
GMAT.ppt presentation for career counsellingGMAT.ppt presentation for career counselling
GMAT.ppt presentation for career counsellingRaj Tomar
 
Nam Pham - Resume for Digital Portfolio Assignment
Nam Pham - Resume for Digital Portfolio AssignmentNam Pham - Resume for Digital Portfolio Assignment
Nam Pham - Resume for Digital Portfolio Assignmentphuongpham070189
 
Work Experience Slide - Madihah Ismail 2024
Work Experience Slide - Madihah Ismail 2024Work Experience Slide - Madihah Ismail 2024
Work Experience Slide - Madihah Ismail 2024Madihah Ismail
 
Preparation Guide: IBM C1000-127 Certification | Crack Exam | Sample Questions
Preparation Guide: IBM C1000-127 Certification | Crack Exam | Sample QuestionsPreparation Guide: IBM C1000-127 Certification | Crack Exam | Sample Questions
Preparation Guide: IBM C1000-127 Certification | Crack Exam | Sample QuestionsKatyMorgan10
 
Spring 2024 Storyboard Project: Maria Rough Boards
Spring 2024 Storyboard Project: Maria Rough BoardsSpring 2024 Storyboard Project: Maria Rough Boards
Spring 2024 Storyboard Project: Maria Rough BoardsSophieJones152612
 
INTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdf
INTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdfINTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdf
INTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdfLouis Malaybalay
 
Why Personality is important for Pageants?
Why Personality is important for Pageants?Why Personality is important for Pageants?
Why Personality is important for Pageants?StrengthsTheatre
 
Sendiri ituuu diam dan merenungkan .pptx
Sendiri ituuu diam dan merenungkan .pptxSendiri ituuu diam dan merenungkan .pptx
Sendiri ituuu diam dan merenungkan .pptxAnnora8
 
Session on Responsible Tourism and Entertainment Park.pdf
Session on Responsible Tourism and Entertainment Park.pdfSession on Responsible Tourism and Entertainment Park.pdf
Session on Responsible Tourism and Entertainment Park.pdfMd Shaifullar Rabbi
 

Dernier (20)

Thomas K Girard, Resume, Vancouver, March 2024
Thomas K Girard, Resume, Vancouver, March 2024Thomas K Girard, Resume, Vancouver, March 2024
Thomas K Girard, Resume, Vancouver, March 2024
 
Gujrat BCAsem6ShellScript-Practicles.pdf
Gujrat BCAsem6ShellScript-Practicles.pdfGujrat BCAsem6ShellScript-Practicles.pdf
Gujrat BCAsem6ShellScript-Practicles.pdf
 
How Job Apps Are Fastly Transforming Careers?
How Job Apps Are  Fastly Transforming Careers?How Job Apps Are  Fastly Transforming Careers?
How Job Apps Are Fastly Transforming Careers?
 
Gujrat University bca sem 6SHELL MAIN.pdf
Gujrat University bca sem 6SHELL MAIN.pdfGujrat University bca sem 6SHELL MAIN.pdf
Gujrat University bca sem 6SHELL MAIN.pdf
 
A Guide to a Winning Interview March 2024
A Guide to a Winning Interview March 2024A Guide to a Winning Interview March 2024
A Guide to a Winning Interview March 2024
 
The Individual Contributor Path - DPC2024
The Individual Contributor Path - DPC2024The Individual Contributor Path - DPC2024
The Individual Contributor Path - DPC2024
 
SL CV 20240312.docx . Sharon Xiao Liu's Curriculum Vitae.
SL CV 20240312.docx . Sharon Xiao Liu's Curriculum Vitae.SL CV 20240312.docx . Sharon Xiao Liu's Curriculum Vitae.
SL CV 20240312.docx . Sharon Xiao Liu's Curriculum Vitae.
 
Boss Your Career - Negotiate Your Rate .pdf
Boss Your Career - Negotiate Your Rate .pdfBoss Your Career - Negotiate Your Rate .pdf
Boss Your Career - Negotiate Your Rate .pdf
 
Ken Kremsky's Professional Career and Specializations are Outstanding
Ken Kremsky's Professional Career and Specializations are OutstandingKen Kremsky's Professional Career and Specializations are Outstanding
Ken Kremsky's Professional Career and Specializations are Outstanding
 
percentage basic method and formula for easy learning.pptx
percentage basic method and formula for easy learning.pptxpercentage basic method and formula for easy learning.pptx
percentage basic method and formula for easy learning.pptx
 
GMAT.ppt presentation for career counselling
GMAT.ppt presentation for career counsellingGMAT.ppt presentation for career counselling
GMAT.ppt presentation for career counselling
 
Nam Pham - Resume for Digital Portfolio Assignment
Nam Pham - Resume for Digital Portfolio AssignmentNam Pham - Resume for Digital Portfolio Assignment
Nam Pham - Resume for Digital Portfolio Assignment
 
Work Experience Slide - Madihah Ismail 2024
Work Experience Slide - Madihah Ismail 2024Work Experience Slide - Madihah Ismail 2024
Work Experience Slide - Madihah Ismail 2024
 
Preparation Guide: IBM C1000-127 Certification | Crack Exam | Sample Questions
Preparation Guide: IBM C1000-127 Certification | Crack Exam | Sample QuestionsPreparation Guide: IBM C1000-127 Certification | Crack Exam | Sample Questions
Preparation Guide: IBM C1000-127 Certification | Crack Exam | Sample Questions
 
Spring 2024 Storyboard Project: Maria Rough Boards
Spring 2024 Storyboard Project: Maria Rough BoardsSpring 2024 Storyboard Project: Maria Rough Boards
Spring 2024 Storyboard Project: Maria Rough Boards
 
INTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdf
INTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdfINTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdf
INTRODUCE YOURSELF PPT - WRETMAN - LOUIS MALAYBALAY.pdf
 
Why Personality is important for Pageants?
Why Personality is important for Pageants?Why Personality is important for Pageants?
Why Personality is important for Pageants?
 
BCA sem 6. All Program.pdf
BCA sem 6.                All Program.pdfBCA sem 6.                All Program.pdf
BCA sem 6. All Program.pdf
 
Sendiri ituuu diam dan merenungkan .pptx
Sendiri ituuu diam dan merenungkan .pptxSendiri ituuu diam dan merenungkan .pptx
Sendiri ituuu diam dan merenungkan .pptx
 
Session on Responsible Tourism and Entertainment Park.pdf
Session on Responsible Tourism and Entertainment Park.pdfSession on Responsible Tourism and Entertainment Park.pdf
Session on Responsible Tourism and Entertainment Park.pdf
 

Effective Conversations with Peers and Managers.xlsx.pptx

  • 2. 2
  • 3. The HEAR Model HEAR Model Effective listening is a vital component of successful communication. How well you listen will affect your communication and the message you’re trying to deliver 3
  • 4. Hear Empathy Analyse Respond HEAR Model • Listen to the speaker without interrupting. • Don’t let your views/biases get mixed with what you are hearing. • Hear the feelings that come through; not just the words. • Put yourself in the speakers place. • Try to see the from their point of view. • Pay attention to how to justify their actions • Make sure you understand what the other person is trying to communicate • Analyse and anticipate their message • Show that you understand the speaker and empathise with them. • You may not have an advice, but being an attentive and non judgmental listener would still be appreciated. Effective listening is a vital component of successful communication. How well you listen will affect your communication and the message you’re trying to deliver 4
  • 5. RELATER STYLE SOCIALIZER STYLE THINKER STYLE DIRECTOR STYLE Positive Supportive Reliable Pleasant Negative Complying Retiring Soft-Hearted Positive Invigorating Optimistic Animated Negative Excitable Impatient manipulative Positive Diligent Perseverance Creative Negative Finicky Righteous Stiff Positive Firm Comprehensive Productive Negative Uncompromising Overbearing Pressuring Different Behaviour Styles 6
  • 6. What is “Feedback?” 1. Feedback provides employees with perspective on their behaviors 2. and how those behaviors impact others and business results. Why is feedback crucial? • Increases employee engagement • High performance and highly productive workforce • Employee development & capability building Appreciative Conversation “Let us make a special effort to stop communicating with each other, so we can have some conversation.” 1 8
  • 7. Pillars of Effective Feedback 1 Appreciative inquiry and active listening – Openness to self and others. 2 Feedback should be concurrent, direct as-is; and not sugar coated. 3 Feedback should be balanced – positive and negative(not impacting only promotions / increments & ratings) 4 Maintain composure and stay emotionally stable – make it a data / fact based conversation. 5 While reviewing current performance, we cannot rest on past laurels. 9
  • 8. Effective Feedback boosting Employee Morale Feeling that the work they do is meaningful? Having felt safe to express their views? Feeling their work is valued? Having learned something new? Feeling empowered? Feeling part of the team? Clearer about what is expected of them? Feeling genuinely supported? ? 10
  • 9. Research has shown the impact of conversation on employee productivity 36% 39% 34% 36% Impacts performance by Clarity of expectation Emphasis on positives in reviews Job relevant feedback Frequent & effective communication I know what I need to do Source: A study by Mecer I have a future here I feel energized and connected I am confident of delivering What is in it for me? A manager who adopts the Growth Mindset can Have been observed to conduct more effective and quality conversations 11
  • 10. “No! This isn’t good because...” “YES! And we could also...” “NO!” “Good idea, but...” CONSTRUCTIVE DESTRUCTIVE NEGATIVE POSITIVE Appreciative Inquiry SEE LOOK FOR DEPENDS MAINLY ON WHAT WE WHAT WE Appreciative Inquiry is a perspective on the things, people or actions that invites us to see them through an appreciative or valuing eye. 12
  • 11. Feedback Feedforward Adopt a Forward - looking approach to Giving Feedback Emphasis is on the past Critiques previous work Describing what has happened Focus on what you did and didn’t do well Highlight errors Emphasis is on the future Suggestions on what to do next Ideas on how to improve Focus on how you can develop and progress Ask “what would you do differently next time?” 14
  • 12. 4 Result STAR IS THE LANGUAGE OF THE BUSINESS 3 Action WAY TO IMPROVE 1 Situation IT’S AN EFFECTIVE WAY OF CAPTURING DATA 2 Task IDEAL WAY TO MAINTAIN OWN RECORD OF EVENTS STAR Framework Why STAR? What’s in it for me? 15
  • 13. R Result 1. Results are the effects of your actions. They tell you what changes or differences your actions made and whether the actions were effective and appropriate. S Situation 1. The Situation/Task is the background or context in which you took action. 2. Situations or tasks are created by things like: T Task 1. Situations faced in the job 2. Responsibilities undertaken or work processes executed. 3. Demands made by a manager or customer. 4. Challenges in meeting a deadline or in getting along with a coworker. A Action 1. Actions are that you did in response to a situation or task. 2. Actions are an important part of the STAR because they show your behavior. 3. The action component of a STAR can also record what you did not say or do. 4. This data gives the lens of understanding for the performance data STAR s 16
  • 14. “You get the best effort from others not by lighting a fire beneath them, but by building a fire within.” --Bob Nelson Do you have an opportunity to: • Provide an employee motivational or developmental feedback? • Help an employee understand or realize something? • Help an employee make a decision or solve a problem? • Support an employee’s career development or goal setting? Developmental Conversation What is the goal “talk ratio” for a coaching conversation? 80 % employee to 20 % mentor! RULE 2 “One way to know if you’re exhibiting service leadership is if the people under you are growing and developing,” 17
  • 15. 82% Of the employees would be more engaged if their managers had regular conversations with them 75% Would be more likely to stay at their current company if they received ongoing professional development coaching 16% Of the employees say they have ongoing career conversations with their managers only According to a Global Career Conversation study, 2016: 18
  • 16. • Reason for coaching • Desired outcome/goal? • Specific examples you want to refer to (behaviors observed, etc) • Impact of the behavior you have observed? • What is their mindset – are they aware of the issue? • How much time will be dedicated to this coaching session? • What was communicated provided prior to the session? • Do you have expectations of timelines for completion/improvement? Developmental Conversation - Examples 19
  • 17. GROW Model GROW is a simple four- step model for structuring coaching and mentoring sessions. It outlines a systematic and methodical framework between mentor and mentee for goal-setting and problem-solving. Walk the Talk – Growth Journey of Coaching 20
  • 18. • helps you demonstrate you are listening • encourages employee to share thoughts and feelings • prevents misunderstandings • allows them to feel understood • share expectations and feedback • offer suggestions for improvement • offer motivation, encouragement • propose a specific plan of action Ask to know Listen to Reflect Tell to Help Goal • What are we trying to accomplish? • What does success look like? • How will you know you have achieved this goal? Options • How you should approach this situation? • What are the benefits/downsides of each option? • What factors should you consider when deciding? Reality • What’s been happening? Who is involved? • How do you feel about this situation? • What have you already tried? Will • What could stop you from taking action? • Will this decision help you accomplish your goal? • What help do you need from me? ASKING (Know What, Where, How & When) LISTENING (To reflect) TELLING (To share, help & grow) 1 3 2 21
  • 19. Performance Conversation 3 Preparation is key to success Their Perspective My perspective Our perspective Their Perspective first…… • What do I believe is most important to the other person? • How do I believe the other person is feeling about the situation? • How do I believe the other person will respond in the conversation? (e.g. what emotions) • What is the other person’s “communication style” preference? (e.g. does the individual respond to facts and strictly business, or does the individual prefer some “human side” before getting to business) • What will help the other person be open to the conversation? • What can I learn from the other person? My perspective • What outcome do I need from this conversation? • How am I feeling about the situation? • What do I need to convey in the conversation? • What am I most afraid will happen when I engage in this challenging conversation? • What would happen if I don’t engage in this challenging conversation? • How will I kick off the conversation? Our perspective • What is important to both of us? • What is our common ground? • How can we both make it a happy experience? 22
  • 20. MENTOR COACH MANAGER Different Roles for Different Goals Manage for Operational Results and Organisational Goals Coach for Personal and Professional Goals Mentor to Share Experience Mentoring and coaching is much more than just telling the employee what to do. It requires working with the employees to make decisions, resolve problems and develop skills, altogether. 23
  • 21. Relationship based on Mutual benefits & Rewards. Managers set targets to achieve organisational goals More concerned with Organisational growth Inclined to align with Organisation vision and Goals Relationship based on Mutual Trust & Respect Mentors Guide and support those around them. More concerned abut Personal & career growth Inclined towards sharing experiences & knowledge Replaces the ”I” with “We” V/s MANAGER Professional Relationship LEADER Personal Relationship People Mentoring – Lead from within 24