Topic 5.6: Performance conversations
In a book that looked at effective talent development programs in global organizations, the authors noted the fundamental importance of candid, open, honest and developmentally focused performance conversations.
Note the reference to both personal strengths and shortcomings. And the emphasis on being able to talk openly about these things from the perspective that a “development need is just that, a development need”.
The need to address strengths development and growth opportunities in performance is part of what “performance reviews” are designed to facilitate. Unfortunately, for many people “performance review” has come to mean either a ritualistic “checklist” interview with a manager or a frustrating or even humiliating experience of rating perceptions of performance. And it’s not just frustrating for those being reviewed – managers too frequently find the process less than satisfying (Baker (2013), p 11)[1].
The readings below build upon the strengths-based approaches already addressed. In the first one, Dr. Tim Baker presents an alternative approach to the traditional annual or six-monthly performance review by encouraging an ongoing series of short, focused conversations (the actions from which are recorded and followed up).
Now we will consider the idea of a solution-focused approach.
Performance Conversations – Putting Positive Difference to Work
“Our research has shown that strong relationships, careers, organizations, and communities all draw from the same source of power – the ability to talk openly about high-stakes, emotional, controversial topics… [M]aster your crucial conversations and you’ll kick start your career, strengthen your relationships, and improve your health… The path to high productivity passes not through a static system but through face to face conversations” (Patterson, Grenny, McMillan, Switzler (2002), p9-11)[2].
Extract from Positively Speaking: The art of constructive conversations, by Paul Jackson and Janine Waldman[3]:
Our mindset and focus – as coach or coachee – are crucial to the coaching process. Similar to Carol Dweck’s “growth mindset” perspective, the solutions focused approach suggests that: “Change is happening all the time… The simple way to change is to find useful change and amplify it”.
The solutions focus approach:
- “What is wanted” versus “What’s wrong”
- “What’s working” versus “Why things are going wrong”
- “Strengths” versus “Weaknesses”
- Small (intentional) steps versus detailed action plans.
So, we’ve acknowledged the need and benefits of positive early (and ongoing) engagement. No doubt, many awkward and unpleasant performance conversations could have been avoided or at least considerably improved by applying these approaches. But sometimes even our best efforts leave us with no option but to have the “hard conversation”. And it’s important professionally and ethically to address problem issues and not let them fester while we hope they will go away. Being able to confront problems in a courteous, respectful and assertive manner not only raises the respect others have for us but also raises the quality of team communication.
How we can do this effectively is a topic we’ll take up in the workshop session. In preparation for this, please complete the following activity.
Required Activity
20 min
Preparation for Workshop Activity
Think of a difficult performance related conversation you have been part of – whether as the person initiating the conversation or the person responding to an issue or as a direct observer. Please note that this activity is designed to ask you to reflect objectively on an incident for the purpose of learning from it.
- What are your general impressions and recollections as you recall the conversation?
- What was done well by those involved?
- What was not done well?
- What lessons can you take from the experience?
Recommended Reflection
60 mins
- What do you think of this framework from a) a manager’s perspective; and b) from the perspective of a person reporting to a manager?
- What are its potential strengths and limitations compared to what is in place currently?
- What changes in performance do you think are likely to be an outcome of using this approach?
Deeper Learning
6 mins
- Baker, T. (2013). The End of the Performance Review. London: Palgrave MacMillan. ↵
- Patterson, K., Grenny, J., McMillan, R., Switzler, A. (2002) Crucial Conversations. NY: McGraw Hill ↵
- Jackson, P.Z. & Waldman, J. (n.d.). Performance Conversations - Putting Positive Difference to Work. The Solutions Focus. http://www.thesolutionsfocus.co.uk/sf-performance-conversations.html ↵