Navigating Change Through Conversations
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The document discusses the importance of conversations in organizations. It notes that organizations are made up of conversations and good quality conversation is often neglected. It introduces the "Five Conversations Framework" as a way to structure conversations in organizations. Several surveys are presented that show improvements in employee engagement when managers discuss strengths, talents, feedback and development opportunities with direct reports. The document emphasizes that leadership is about building relationships through meaningful conversations.
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Organisations are conversations. Conversations happen in the boardroom,
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This one-hour online session is designed for managers and leaders who want to build the capacity and performance of their team. We discuss the conversations leaders should be having and when they should be having them. We also look at the power of storytelling and its capacity to influence and engage. We will share frameworks and ideas that you can use immediately to enrich the performance and development conversations you are having.
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The document summarizes the results of a study on employee engagement at State Bank of India (SBI). The study assessed 70 SBI employees through a questionnaire. Key findings included:
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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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the lunchroom, even the bathroom, every day. It’s the quality of these
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Build your confidence in having better performance conversations.
Understand the relationship between a conversation culture and performance.
Apply techniques every interaction .
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Tim Baker - Managing Director, WINNERS-at-WORK Pty Ltd
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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.”
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The document summarizes the results of a study on employee engagement at State Bank of India (SBI). The study assessed 70 SBI employees through a questionnaire. Key findings included:
- Most employees agreed or strongly agreed that they like their work and colleagues, understand their roles, and are willing to work hard for the company's success.
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Improving the quality of conversation elevates the culture of an organization. They build trust, improve engagement, and interactions with customers.
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.
This webinar has three objectives:
To offer a conversation framework that improved trust and engagement.
To apply a conversation framework to improve retention of high performers.
To use conversation as a way of treating employees as customers.
Join us for this inspiring and informative conversation.
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This systemic perspective is the central theme of Organisational Development (OD). Use of self at the individual level is integrated seamlessly with team and organisational alignment in systemic OD approach to coaching. Systemic approach adds maximum value to the organisation and teams within, in addition to individuals. Every coach should become familiar with this approach.
During this session, Kathy Lippert will discuss this OD approach with Jackie Bsharah.
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Nhrd talent conclave_jan_2011_v_1[1].2
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Nhrd talent conclave_jan_2011_v_1[1].2
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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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- 2. 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
- 4. Surveys show that up to 70% of people are disengaged at work
- 5. Individual Organisation I offer I expect The organisation expects The organisation offers Psychological contract
- 7. 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
- 8. 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