I have been putting together some thoughts for a presentation about crucial conversations and performance management and have drawn on my experience as a Project Manager, Coach and Sports Performance Director Significantly I have looked back at my notes from my Mediation Practitioner Course and have included links below which may be useful.
Crucial and performance conversations are fundamental to organizational success. They function as the backbone of performance management, task coordination, conflict resolution, and leadership effectiveness. This essay will explore the various facets of these essential interactions, touching on different approaches, styles of conflict management, and ways to deal with varying people contexts.
Firstly, it is important to highlight the role that policies, processes, and paperwork play in defining the contours of these conversations. The procedures set forth can either facilitate or impede these conversations, depending on their efficacy and practicality. On one hand, they provide structure and predictability, which can be beneficial to task-focused conversations. On the other hand, bureaucratic hurdles or rigid structures can hinder open and authentic dialogue, making it challenging to address performance issues or conflicts.
Personal Story
I once worked with an organisation where the “managing attendance” policy was so cumbersome that the prior managers failed to follow it and consequentially failed to properly address someone taking 220 days off sick, mostly on Fridays and Mondays in a 4 year period. The matter was resolved when we used Occupational Heath to provide a report (there was nothing wrong with them) offered options and alternatives, and documented each stage through to termination. Each step following the process correctly brought the matter to a conclusion where past managers simply accommodated the problem and shrugged-off the impact upon team morale.
The context and culture of an organization significantly impact the ease or difficulty of these conversations. A culture of open communication, trust, and psychological safety would naturally foster more effective performance and crucial conversations compared to a culture that represses dialogue or encourages competition over collaboration.
Personal Story
Working in an organisation that give regular and constructive feedback as a matter of routine is better than once that saves it up for the annual appraisal. As a Rowing Coach and Competition Selector I give observations and feedback all the time to athletes. I would regard it a huge failure if the Competition Selection was a surprise, instead people should have the data and opinion so that Competition Selection is merely confirmation of the transparent and obvious.
Three approaches can frame these conversations:
1. Task-focused: These involve SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives and processes. They are effective for clear goal-setting, monitoring progress, and ensuring accountability.
2. People-focused: These prioritise feelings, teamwork, and achievement. They are crucial for building relationships, fostering team cohesion, and nurturing a positive work environment.
3. Strategy-focused: These are based on organizational outcomes. They align individual or team efforts with the broader organizational objectives, ensuring strategic congruence.
Personal Story
Roles have an effect. As a Project Manager looking at delivery I’ll usually take a task-focused approach with OKRs and KPIs, milestones and benchmarks including time, cost and quality. As a Personal Coach supporting the person my focus will be on their personal growth and capability, not just for the correct goal, but all future ambitions. As a Change Manager / Facilitator I will take a more Strategy-focused approach, more like an architect than a foreman looking at different approaches to achieve the goal rather than upon a particular process or person.
Different styles of conflict management complement these approaches:
1. Collaborating Style: This approach seeks win-win outcomes, nurturing a sense of teamwork and mutual respect.
2. Competing Style: This style prioritises individual goals over collective objectives, which can sometimes be effective, but may also escalate conflicts if not used judiciously.
3. Avoiding Style: This involves evading conflict, which may provide temporary relief, but could lead to unresolved issues in the long run.
4. Accommodating Style: This style involves prioritizing the interests of others over one's own, which can be useful in building relationships, but may also lead to imbalance if overused.
When it comes to dealing with difficult people during these conversations, it's crucial to identify their characteristic patterns. Seven classic types include the hostile-aggressive, the complainer, the silent, the super agreeable, the negativist, the know-it-all, and the indecisive. Understanding these archetypes can help tailor communication strategies, fostering more effective engagement and conflict resolution.
Personal Story
Behind each of the Classically Difficult People Types there is a through, feeling, experience which is the cause for their behaviour. The role of a good manager is to understand this and either address the issues or debunk the myths that are the practical, understanding or emotional barrier to progress.
1. The Hostile, Aggressive, Belligerent, and Offensive: Practice assertiveness to set clear boundaries, promoting mutual respect and open dialogue.
2. The Complainer, Grouches, and The Sourpuss: Encourage constructive criticism and problem-solving, focusing on solutions rather than problems.
3. The Silent, Unresponsive, and The Quiet: Foster an environment of trust and openness, inviting them to share their thoughts and reassure them that their voice matters.
4. The Super Agreeable - Puppy Type: Establish opportunities for them to develop decision-making and leadership skills, nurturing their self-confidence and autonomy.
5. The Negativist: Encourage positivity and future-focused thinking, while validating their concerns to ensure they feel heard.
6. The Know It All: Cultivate a learning environment and encourage humility by promoting collaborative problem solving and shared expertise.
7. The Indecisive, The Dithered, The Hesitant: Facilitate decision-making processes, provide support, and reassure them that mistakes are part of learning and growth.
Finally, using models like the DESC (Describe, Express, Suggest, Consequences) script can aid in structuring these conversations. The DESC model encourages one to Describe the specific situation, Express concerns about the action, Suggest other alternatives, and state the Consequences, promoting clarity, accountability, and constructiveness in discussions.
In conclusion, the dynamic nature of crucial and performance conversations necessitates adaptability and an understanding of the various elements at play – policies, culture, conversation approaches, conflict management styles, people's characteristics, and effective conversation models. With these in hand, one can navigate these essential dialogues more effectively, thereby bolstering individual and organizational performance.
Tim HJ Rogers
Thinking Feeling Being
We support people and organisations achieve their goals through facilitation, workshops, mentoring, mediation and sharing change resources
https://www.linkedin.com/company/thinkingfeelingbeing
Tim@ThinkingFeelingBeing.com
Mob 447797762051
https://www.linkedin.com/in/timhjrogers/
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