Optimising Team PerformanceLUNCH N LEARN Series
Dr Tim Baker
Your primary role as a leader is to get the very best from each member of your team
Barriers to a conversation
culture
Five Conversations
Framework
Five more developmental conversations
Sobering statistics … 79% of organizations worldwide struggle to engage and
retain their employees (Deloitte’s, 2014) 86% of organizations believe they don’t have an
adequate leadership pipeline to address these problems (Deloitte’s, 2014)
90% of leaders rely on their own ideas, rather than seeking involvement from their team. Worse still, 89% of leaders failed to listen or respond to interpersonal cues from those they interact with (DDI, 2012)
Disturbingly, only 5% of leaders are effective in building trust in their interactions with team members (DDI, 2012)
60% of employees felt their self-esteem dented by their leader at work. These people would rather do almost anything else than sit through a performance conversation with their boss. Although they did acknowledge that a good boss with excellent interaction skills would enhance their productivity by as much as 60%! (DDI, 2012)
79% of employees who quit their jobs cite a lack of appreciation as a key reason for leaving (Lipman, 2012)
65% of North Americans report that they didn't receive any recognition in the previous year (Lipman, 2012)
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
THE 9 COMMON BARRIERS TO COMMUNICATION
THE 9 COMMON BARRIERSTO COMMUNICATION
1: Inattention during conversations
2: Restricted information channels
THE 9 COMMON BARRIERSTO COMMUNICATION
THE 9 COMMON BARRIERSTO COMMUNICATION
3: Lack of feedback
4: A culture of not asking questions
THE 9 COMMON BARRIERSTO COMMUNICATION
5: Too much formality
THE 9 COMMON BARRIERSTO COMMUNICATION
6: Over-reliance on email
7: Lack of role models
8: Fear of emotion
THE 9 COMMON BARRIERSTO COMMUNICATION
9: Physical office layout
THE 9 COMMON BARRIERSTO COMMUNICATION
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 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
Five More Developmental Conversations …
Coaching conversationMentoring conversation Delegating conversationVisioning conversationEncouraging conversation
Baker, T. & Warren, A. (2015). Conversations at Work: Promoting a Culture of Conversation in the Changing Workplace
Perceptual positions
1st PositionSelf
3rd PositionObserver
2nd PositionOther
Good conversation is about questions
?
Barriers to a conversation
culture
Five Conversations
Framework
Five more developmental conversations
Your homework
Organise a regular get together with your direct reports on a fortnightly or
monthly basis … and stick to it no matter what
Mod 1 – The Ingredients of Effective Feedback (Friday 17th of February, 2017 from 12pm to 1pm AEST)
Mod 2 – Enhancing Your Personal Influence (Friday 17th of March, 2017 from 12pm to 1pm AEST)
Mod 3 – Optimising Team Performance (Friday 7th of April, 2017 from 12pm to 1pm AEST)
Mod 4 – Getting the Very Best from People (Friday 28th of April, 2017 from 12pm to 1pm AEST)
Mod 5 – Understanding People and their Personalities (Friday 19th of May, 2017 from 12pm to 1pm AEST)
Mod 6 – Facilitating Effective Meetings (Friday 16th of June, 2017 from 12pm to 1pm)