Strengths and talents conversation

2. Strengths and Talents Conversation

3. Five
Conversations
Framework
Strengths and
Talents
Conversation
Tips & Hints

4. The purpose of the Five Conversations Framework is to:
 build higher levels of trust,
 create synergy, and
 develop ways and means of assisting people to excel in their work.

5. Strengths and Talents Conversation
 To establish the work assignments where the person has an enjoyment or innate talent
 To be mindful of this information when assignments are delegated now or in the future.

6. The Five Conversations Framework
Date 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

7. Questions for the Strengths and Talents
Conversation
1. What are the tasks you enjoy doing most in your
current job?
2. Why do you enjoy those sorts of task?
3. In your current role, how can we work together
to provide you with the opportunity to do more
of this?

8. Tips and hints for this conversation
Coachee
• Prepare
• Take the initiative & book the
conversation
• Be constructive & open-minded
• Agree to disagree were ever
• Remember this is not a
transactional performance
review. It is a conversation
between two people on equal
terms
Coach
• Consider the questions from your
own perspective
• Book a time & place mutually
suitable.
• Consider meeting out of the
office
• Refer to the questions, but don’t
read them off
• Be patient allow the other person
to elaborate on their response
• Be respectfully curious. Ask
questions like why, what, were,
who, how, and which.