Powerful conversations

Is performance appraisal in your organisation an exercise in ticking boxes?

Are you fed up with chasing people to do something that you know that they don't want to do?

Do you dream about people having powerful conversations that will make a real difference to your business outcomes and people's engagement and commitment?

Powerful conversations

Performance management means much more than appraisal and the time of the once a year ritual is done.  Laszlo Bock, the former SVP of People Operations for Google wrote:

“Performance management as practiced by most organisations has become a rule based bureaucratic process existing as an end in itself rather than shaping performance.  Employees hate it.  Managers hate it.  Even HR departments hate it.”

In a competitive recruitment marketplace in which “millennials” are the dominant group (this year they will make up 50% of the UK workforce) we need to think about how we make passion, meaning, autonomy and flexibility part of the experience of work.

So how do you create the structures within which that can happen and no less importantly how do you make sure that your managers can use those structures?

I have designed simple adaptable frameworks within which managers and team members can agree objectives, give and receive feedback, build on strengths and plan for personal development.  I have run workshops to enable the powerful conversations which performance managment meetings should be about. 

My starting point is positive questions and dialogue focused on what is working and where people’s values and energy are.

Please call me to find out more.

Appreciative inquiry

a different approach to performance appraisal

Human beings have learned to be great logical problem solvers.  It’s a great asset, but it’s an approach that inevitably starts from what went wrong.  It relies on the idea that until we know this we won’t be able to put things right.  Typically, this becomes wrapped up in identifying weaknesses, telling people what they need to do to correct them and then assuming that because they now know what they did wrong they will change.

Appreciative Inquiry starts from a different place – it aims to discover the best of what already is and in doing that help people to identify the resources they have, where their energy is and how these things can be encouraged and developed.

“Thinking about the successes that you have had what has enabled you to achieve such great outcomes?”

Discovery leads into the dream phase of Appreciative Inquiry.  What are the dreams that people have for their future in the organisation?

“What would be the best outcome that you can imagine achieving next year?”

Design is about the high level actions that are needed to support the delivery of the dream.

"What are the objectives that you will achieve and what support might you need to achieve them?"

Destiny is the detailed action plan.

"What are the specific actions that you will commit to accomplishing between now and our next meeting?"