Cultivating a Conversation Culture for High Performance
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What is a proven, evidence-based conversation framework that can promote a culture of high performance? About this event In this online presentation we'll look at the Five Conversations Framework. The Five Conversations Framework was designed by Dr. Tim Baker in his best-selling book, “The End of the Performance Review: A New Approach to Appraising Employee Performance.” There are hundreds of organizations all over the world using the Five Conversations Framework. In this session we will give you some evidence of the success of this framework for boosting morale, increasing trust, building engagement, and the other factors necessary for high performance. If you're interested in a development and performance conversations framework to use, the Five Conversations Framework is worth a look. In this presentation, Tim explains the Fire Conversations Framework. How can be applied? And what is the evidence it works. To find out more about the Five Conversations Framework read Tim Baker's book, “Bringing the Human Being Back to Work: The 10 Performance and Developmental Conversations Leads Must Have.”
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Conversation is the most underrated tool of leadership. Organizations are conversations. Every day, hundreds, thousands, or even, hundreds of thousands of conversations occur in organizations. Most are task focused. Others are focused on development. Some are short, others are long conversations. Some are structured, others unstructured. some boring. some interesting. They happen in the boardroom, the lunchroom, even the rest room.
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Good leaders understand the value of regular catch ups with their team members.
In this webinar we bring together three perspectives from experts in Australia, Canada, and the United States. The presenters share three practical solutions that focus on employee development, employee retention, and the concept of treating employees as customers.
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To offer a conversation framework that improved trust and engagement.
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To use conversation as a way of treating employees as customers.
Join us for this inspiring and informative conversation.
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Understand the relationship between a conversation culture and performance.
Apply techniques every interaction .
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Answer all the questions in APA format follow the instructions.docx
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• Implement the Five Conversations Framework in your organisation.
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Answer all the questions in APA format follow the instructions.docx
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Answer all the questions in APA format follow the instructions.docx
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Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)
Frazer Rendell, e-trinity Consulting - engagement and managing performance
Frazer Rendell, e-trinity Consulting - engagement and managing performance
Answer all the questions in APA format follow the instructions.docx
Answer all the questions in APA format follow the instructions.docx
Answer all the questions in APA format follow the instructions.docx
Answer all the questions in APA format follow the instructions.docx
Developing The Coaching Skills of Your Managers and Leaders
Developing The Coaching Skills of Your Managers and Leaders
Más de WINNERS-at-WORK Pty Ltd
Leading Change Successfully
Change is often done poorly. This is because the focus is often on process and not people. Organisational change is about changing people, not processes.
Influencing Anybody About Anything
This document discusses different influencing styles and strategies. It describes four main influencing styles: the Inquisitive Investigator who uses facts and logic; the Clear Calculator who analyzes pros and cons; the Mindful Motivator who appeals to emotion and vision; and the Collegial Collaborator who builds consensus through involvement. For each style it provides examples of people who exemplify that style and contexts where the style may be most effective. The document also outlines frameworks for influencing capabilities and strategies. It presents tools that can be used with each of the four main influencing styles to persuade others, such as surveys, storytelling, and active listening. The goal is to help people understand different approaches to influence and choose the right style and
Facilitating Effective Meetings
We spend a significant part of our lives in meetings, whether they are face-to-face or remote. Most meetings we attend are ineffective. Facilitating effective meetings is a core leadership skill.
Dealing Effectively With Conflict
If there are two people on a desert island there will be conflict. Therefore, learning to deal effectively with conflict is important to you and your success.
Giving Effective Feedback
Feedback is the breakfast of champions. Feedback should be a conversation; I dialogue, not a monologue. In this video we consider the principles of feedback.
Hire On Future Potential Or Past Performance
Assessing candidate’s potential, regardless of whether they’re within or outside the firm, is increasingly more important in a dynamic workplace. In a changing work setting, future potential is more valuable than past experience.
Experience still counts. But future potential is becoming increasingly important.
HR still relies on the behavioral interviewing technique. "Can you explain a time when you had to do ... " is a typical approach.
How then do we assess people based on their future potential? Is it reliable?
With the world transforming at a dizzying rate, beyond apparent major trends, it’s tricky to predict what the future holds. What’s worked in the past is therefore no guarantee that it will work in the future. With the relentless intrusion of AI, the way jobs are done is constantly transforming. Some jobs are disappearing. Some jobs are emerging. In this milieu, future potential rather than past competency is a more prized.
This short webinar will provide you with some practical ways of assessing future potential.
This information comes from Dr Tim Baker's forthcoming book, "The Future of Human Resources: Unlocking Human Potential."
The Big HR Shifts for the Future
Dr. Tim Baker, according to international coaching gutru, Marshall Goldsmith, is one of the world’s leading HR experts. In this short presentation, Tim introduces the 13 mindsets that need changing.
He acknowledges that many companies are in transit between the current and new thinking. It’s undoubtedly true too that a small number of businesses have made a successful shift to the necessary future states. And also there are many companies who are stuck in old thinking.
For example, they may have abolished their traditional appraisal system and moved to a process of regular developmental conversations between managers and team members (Shift 11). But that same company may still be wedded to selecting new hires solely based on their past experience and not developed a process to assess future potential (Shift 1). Regardless of where your organization may sit, the model gives you a useful tool to evaluate your HR practices in the context of the employee lifecycle.
This material comes from Dr. Tim Baker's new book, "The Future of Human Resources: Unlocking Human Potential."
Innovation & continuous improvement conversation
This document provides guidance for a conversation around innovation and continuous improvement in the workplace. It introduces the topic and outlines four questions to discuss ideas for enhancing efficiency and effectiveness: 1) suggestions for improvement, 2) how it enhances the workplace, 3) barriers to implementation, and 4) where to start. Tips are provided for both the coachee and coach to make the conversation constructive, respectful, and focused on equal, open-minded discussion rather than performance review.
Being Assertive, Not Aggressive or Passive
To communicate effectively, one must be assertive. Being assertive isn't aggression. There is a big difference. What's the difference?
Five Conversations Framework
Do you want to boost performance, build trust, enhance engagement, and create a culture of conversation?
The Five Conversations Framework is based on five themed conversations that you have with each of your people, one theme per month, for five months out of six. This means that each topic is covered twice in a year, helping you review their development easily.
A conversation with your team member should last around 15 minutes, and focus on one of the following themes:
Climate Review: To measure her job satisfaction and morale.
Strengths and Talents: To identify and develop her innate abilities.
Opportunities for Growth: To improve her performance and standards.
Learning and Development: To identify and support future learning opportunities.
Innovation and Continuous Improvement: To improve her own and your team's effectiveness in line with business needs.
This approach comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
The Three Key Elements of Productive Working Relationships in Teams
More research is emerging that the key to high-performing teams is the effectiveness of the relationship dimension within the team. Yet, it is the task dimension that gets the most focus in teams. Join me to identify the three elements of the relationship dimension that makes all the difference and how this can be harnessed.
What are these three elemets and how can they be cultivated to move a team from a mediocre performing to high performing team?
This information comes from Dr. Tim Baker's book, "Winning Teams: The Eight Characteristics of High Performing Teams.
Characteristics of Team Identity
What is team identity and why is it critical for team success?
Join me to discover the three key factors that make up team identity and how these factors can be boosted by the team leader to accelerate performance.
Team identity is the extent to which a team member identifies with the team they belong to, rather than the organization. It is not the same as team cohesion. All high performing teams have a healthy team identity.
Not only will you have a better understanding of the attributes of team identity, you will have the practical steps to shape this.
The content from this session comes from Dr. Tim Baker's latest book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams".
Facilitating a Team Debriefing for Impact
The document discusses facilitating effective team debriefing. It recommends using an After-Action Review (AAR) structure to review projects. An AAR focuses on what systems worked well, what didn't, and how to improve for the future. It also discusses building team identity to enhance performance. The document promotes a book by Dr. Tim Baker on using AARs and developing team identity, and provides a link to register for an upcoming online seminar on the topic.
How To Be A Continuously Improving Team
In our outrageously busy world we don't have time to attend to improving how our team functions. And when we do find time, it's usually because of a crisis and then the need to change is a necessity.
We have plenty of time to work in the business, but not on the business. When was the last time you took time out to look under the bonnet of the car? When was the last time you downed tools and looked at team improvements?
All high performing teams are in a constant state of improvement.
Continuous improvement doesn't need to take up too much time and can make a huge difference to performance.
Learn a simple tool for continuous improvement that can be applied with powerful results that will massively improve performance.
This information comes from Dr. Tim Baker's book, "WINNING TEAMS: The Eight Characteristics of High Performing Teams."
The Eight Characteristics of High Performance Teams
There are two dimensions of teamwork: task and relationships. The distinguishing feature of all high performing teams is high trust, strong engagement, and clear communication between team members. Yet, most team leaders spend very little time on the relationship dimension of teamwork.
Most team problems can be traced back to a simple misunderstanding, communication breakdown, or relationship malfunction. It’s the people-dimension—not the task-dimension—that continually challenges team leaders.
We will explore the eight characteristics of high performing teams and how to assess you team against these research-based characteristics.
This information comes from Dr. Tim Baker book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
The Seven Keys to Managing Expectations
The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results.
About this event
Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way.
The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise.
An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective.
This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.
Maximizing Feedback for Maximum Effect
The document discusses how to frame feedback for maximum effect by providing specific, timely feedback focused on the future in a private setting. It recommends emphasizing strengths as well as weaknesses, seeking causes, and avoiding confrontation. It also advertises an upcoming webinar on managing expectations and offers a discounted book on feedback and engagement.
Giving Remote Feedback
Feedback is challenging face-to-face. But remote feedback is even more challenging.
About this event
Giving feedback can be challenging in any situation. But remote feedback has its own challenges, whether it's positive or constructive. This webinar canvasses a few of main challenges.
The obvious difficulty is that you’re not in the same physical space. Although some managers might think that’s positive! Furthermore, you don’t have a first-hand observation of what your team member is doing, or not doing. So how does one get feedback under these conditions?
It’s natural for constructive feedback to have a stronger emotional reaction then positive feedback. We tend to ruminate more over criticism, even if its constructive.
Given the additional stress that people are facing with Covid-19, negative feedback becomes even more tricky to give and receive. During this pandemic, employees are easily going to feel defensive when they receive criticism.
This webinar is based on Dr. Tim Baker's latest book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
Ingredients Of Effective Feedback
Giving feedback is an art and science. But there are several elements that can make the difference.
About this event
Surveys constantly show that employees want more feedback from their managers. Furthermore, the surveys suggest that employees want more constructive as well as positive feedback. Often managers are reluctant to give more feedback because of a fear that it won't be received the right way by the recipient.
Studies show that more feedback leads to higher levels of engagement.
This webinar explores several key elements that are critical for feedback to be effective. They are simple to implement and will make a significant difference in its impact, if done by the manager.
This content comes from Dr. Tim Baker's new book, "Mastering Feedback: A Practical Guide for Better Leadership Conversations."
The SuperTeam: The Team Of The Future
The SuperTeam combined human beings with AI. This shifts the focus from competition between people and smart machines to collaboration.
About this event
To work collaboratively, an understanding and appreciation of the strengths and weaknesses of humans and machines is the starting point. How can machines enhance the work of employees? What do humans now do better than machines? Teams can then allocate work responsibilities based on the answers to these two questions. Machines and people then become a partnership that Wilson and Daugherty call collaborative intelligence.
The concept of the “super job” is discussed by management consultant, Erica Vollini, and colleagues, in the article, From Jobs to Superjobs. Super jobs are jobs that combine work and responsibilities with technology to broaden the scope of the work performed. These super jobs combine what humans and machines do best to magnify the productive impact of work.
SuperTeams are an extension of this idea. These teams combine people and machines to leverage their collective capabilities to solve problems, gain insights, and create value. Thomas Malone of MIT has been exploring how groups of humans and machines can work together to achieve new levels of intelligence. This is that Wilson and Daugherty of Accenture, refer to as collaborative intelligence.
Join me for an interesting overview of the new world of work that will be dominated by the SuperTeam.
This material comes from Dr. Tim Baker's latest book, "The Future of Human Resources: Unlocking Human Potential."
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The Three Key Elements of Productive Working Relationships in Teams
The Three Key Elements of Productive Working Relationships in Teams
The Eight Characteristics of High Performance Teams
The Eight Characteristics of High Performance Teams
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一比一原版(QU毕业证)皇后大学毕业证如何办理
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A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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Cultivating a Conversation Culture for High Performance
- 1. Cultivating a Conversation Culture for High Performance Dr. Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au
- 3. We are so busy at work that we don’t have enough time for conversations.
- 4. What is the Five Conversations Framework? Why is it an effective change management strategy? How is it implemented?
- 5. Surveys show that up to 70% of people are disengaged at work
- 6. engagement Engaged employees are committed to their work, and actively contribute to organisational performance.
- 10. Before & After snapshot 2 hours for all employees & managers Group coaching for managers & employees 30-minute webinars for each conversation This is the real learning Online web-based management support system
- 11. 50% 77% Survey 1 Survey 2 The communication between management & staff is reasonably good most of the time 23% 44% Survey 1 Survey 2 My boss has talked to me about ways of improving job satisfaction
- 12. 43% 72% Survey 1 Survey 2 My boss has discussed my strengths & talents with me 43% 61% Survey 1 Survey 2 My boss has given me feedback on my strengths & talents 47% 67% Survey 1 Survey 2 My boss is very aware of my strengths & talents
- 13. 36% 72% DISAGREE Survey 1 Survey 2 I have not received enough feedback on my work from my boss 43% 72% AGREE Survey 1 Survey 2 I feel my boss is getting the best out of me in my current role 40% 55% AGREE Survey 1 Survey 2 I have discussed strategies to grow and develop in my current role with my boss
- 14. 47% 78% AGREE Survey 1 Survey 2 My boss has discussed my learning & development needs with me 47% 67% DISAGREE Survey 1 Survey 2 I have discussed my learning & development needs more than once in the last 12 months 47% 72% AGREE Survey 1 Survey 2 The learning I am doing is designed to build on my strengths & opportunities for growth
- 15. 43% 78% Survey 1 Survey 2 My boss has implemented some improvements from his/her team to improve our team’s way of doing business 57% 83% Survey 1 Survey 2 My boss is open to improvements I suggest
- 16. • Questions were not intrusive and could be delivered in a friendly manner; they provided an opportunity to learn more about individual team members • The conversations helped to break down barriers to communication and enabled line managers to have more open conversations with team members • The FCF has fostered more impromptu conversations in the team (e.g.: discussions about what team members are working on) • Overall, the FCF assisted in improving engagement, trust and relationships for participants
- 17. • Involvement of a neutral party (Dr. Tim Baker) helped to overcome team member suspicions about the FCG • The initial briefing assisted in gaining buy-in by explaining the purpose of the FCF (what ISD wanted to achieve) and the rationale for each conversation • Webinars were useful in expanding on the questions and providing direction on what to think about • Group coaching helped line managers to understand where other teams were at and to share strategies to overcome challenges.
- 18. Advantages of implementation FCF Heightened levels of engagement More trust Open communication Attraction & retention Improved leadership Greater productivity Disadvantages of not implementing FCF ×Disengagement levels remain the same ×Them & Us culture ×Closed communication ×Higher turnover ×Command & control leadership ×Things stay the same
- 19. a 30-min free, no obligation conversation on how the FCF could be implemented in your workplace My offer to you: tim@winnersatwork.com.au Or 0413 636 832
- 20. Giving Feedback Remotely Dr Tim Baker Fri, February 11, 2022 10 am – 10:30am AEST https://www.eventbrite.com/e/226114894737