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Transforming the Quality of Development Conversations at Scale

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Speaker: David Rock CEO NeuroLeadership Group Moderator: Kate Everson Associate Editor Chief Learning Officer magazine
Transforming the Quality of Development Conversations at Scale

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Frequently Asked Questions

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Kate Everson
Associate Editor
Chief Learning Officer magazine
Transforming the Quality of Development Conversations at Scale

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David Rock CEO NeuroLeadership Group
Transforming the Quality of Development Conversations at Scale

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Everyday leadership coaching: day one
Transform the Quality of
Development Conversations at Scale
2014
Dr. David Rock Director, NLI

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Our vision
Transform Leadership
Through Neuroscience

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A new language for leadership
Research • Education • Solutions

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Solutions in three areas

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Do you look forward to ‘feedback’?
“I’d like to give you some feedback”
“We need to talk”
“Can I share something I’ve noticed about you”

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Research shows that feedback does nothing
or makes things worse 59% of the time and
improves performance only 41% of the time
‘Turn the 360 around’ (NeuroLeadership Journal, 2010)
How useful is ‘feedback’ generally?

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A “quality conversation”
A viable alternative?

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•
Time has been well spent
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New or deeper understanding emerges
•
People grow
What is a quality conversation?

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Research that supports a new approach
1.
Have a Growth Mindset
2.
Minimize Threat
3.
Facilitate Insight

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Fixed mindset
•
Born smart
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We can’t change much
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Effort doesn’t help
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Feedback is dangerous
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Stretch goals are bad
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Other people’s success is a problem

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Growth mindset
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Born to learn
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We can change
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Effort is central
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Feedback is helpful
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Stretch goals are good
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Other’s success is an opportunity to learn

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We are easily primed
‘Good job, you must be talented at this.’ Versus ‘Good job, you really applied yourself here.’
Chiu, Hwong, & Dweck (1997)

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1.
Have a Growth Mindset
2.
Minimize Threat
3.
Facilitate Insight
Research that supports a new approach

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The big question..
Is it possible to be both judge and coach at the same time?

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Feedback is very personal
Away
Threat
Toward Reward
Status Certainty Autonomy Relatedness Fairness
Rock (2008)

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Feedback
Washington Post

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1.
Have a Growth Mindset
2.
Minimize Threat
3.
Facilitate Insight
Research that supports a new approach

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Habit
Action
Insight
Impasse
How smart people change

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What is an insight?
•
Solution from the unconscious
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An answer that comes to us quickly
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Involves reinterpreting information

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Ludmer et al. 2011, Neuron

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Why do insights matter?
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Learning
•
Engagement
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Generalizing of ideas
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Systemic change of the brain

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1.
Have a Growth Mindset
2.
Minimize Threat
3.
Facilitate Insight
Research that supports a new approach

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How to embed new skills?
Scale
Impact
Speed

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How to embed new skills?

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Learning design
The building blocks to engage individuals & shift behavior across an organization.
Coherence
Layering
AGES Model
Insight Generation
Social Learning 2.0
Positive Status Pressure

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Further resources
•
NeuroLeadership Summit 2015, NYC November 3-5
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Your Brain at Work, HarperBusiness 2009
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Quiet Leadership, Collins 2006
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SCARF, NeuroLeadership Journal 2008
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Turn the 360 around, NeuroLeadership Journal 2010
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The AHA moment, ASTD 2011
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SCARF in 2012, NeuroLeadership Journal 2012
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One simple idea to transform performance management, HRPS 2013
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Kill your ratings, strategy + business, Fall 2014
•
Contact: David@neuroleadership.org

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Kill your ratings

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Who is making the change
No Performance Scores
Line of courage

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Performance Management Continuum
To:
Judge Competitive assessment Annual event Top down Individual contribution Significant paperwork Fixed mindset Overwhelming threat
Coach
Coaching and development
Frequent conversations
Shared responsibility
Enterprise contribution
Minimal paperwork
Growth mindset
Manageable threat
Performance Scores
No Performance Scores
Forced Ranking
Ratings Based on qualitative/quantitative results (i.e. 1-5)
Structured conversations I.e. on goals/contribution/career. No exact rating shared or stored.
Guided conversations I.e. on goals/contribution/ career. No rating.
From:
Line of courage

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3 counter-intuitive early findings…
1.
We expect pay for performance will diminish Instead pay differentiation is widening, increasing fairness
2.
We expect managers will talk to their teams less Instead they are talking to their teams more
3.
We expect people will be less motivated Overall engagement is increasing when removing ratings. People surprised by their ratings significantly dropping in engagement.

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12 steps to removing ratings
1.
Philosophy
2.
Dialogue
3.
Evaluation

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Develop the right philosophy
1.
Build the business case for change
2.
Identify 3 strategic objectives for performance management
3.
Define the new mindset
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Rebrand performance management itself
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Rebrand each element of the cycle

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Identify the number of types of conversations
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Process map the list of dialogues as “quality conversations”
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Build simple learning aids
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Design learning solutions that embed new habits
The neuroscience of quality conversation

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Rethink evaluation
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Rethink what to measure
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Rethink how to measure 12. Develop your technology solution

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Four possible directions
Ask
Tell
Solution
Problem
Impersonal,
Technical, Linear
Personal, Emotional, Complex
The TAPStm Model

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Four faces of insight

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Brain state required for insight
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Quiet
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Inward looking
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Slightly happy
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Not working directly on the problem

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You are debriefing with a team member about a leadership presentation that hasn’t gone well. You think they need to not go into as much detail. How do you interact with the your team member?
Imagine this scenario…

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‘What ideas are you already mulling over about how
you would do this differently in the future?
Self-Directed Feed-Forward

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