Engaging Conversations (with systemic support)
People do their best work when inspired (rather than managed) to perform. They need to be informed of their managers and organisation's intent, given space to achieve in their own way, and supported by others. Much of this happens in conversations, especially 1-1 conversations with an internal manager or customer. I call the best of these 'Engaging Conversations'. They focus as much on what is being learned as what is being performed, and more on the future than the past.
If you're a MIXer you will know this already. We need to focus as much or more on the quality of dialogue as on the usual content which revolves around objective-setting. However, there is a snag. In our work helping organisations achieve this we have found that several interlocking systems work together to support or stifle these high-energy conversations. Often they are stifled. So we need to work on the whole system, not just the conversation.
Individual managers or business units can take useful first steps by creating space for Engaging Conversations. It is surprising how rarely in organisations people switch off the computer, put the phone on silent, and listen to their colleagues to find out what really engages them, what their hopes are for the future, and how they feel they could maximise their learning and performance. One experienced leader said to me "performance management can be simple. When you sit down regularly, just ask: 'What have you achieved since we last met? And what have you learned?'"
To work on the supporting system requires a broader focus. Overall, to achieve a new paradigm of management I identify six 'lenses' or areas of organisational life that need a fresh approach. Engaging Conversations is just one of these. We should seize opportunities to work on the others too:
1. Futures & Scenarios (scenario-based approaches to planning in uncertainty)
2. Agile working (getting the work arrangements and 'deals' right, and flexible)
3. Real-time learning (maximising learning by building in reflection after every experience)
4. Measuring for innovation (what are we REALLY seeking to achieve? So what indicators are most useful and honest?)
5. Engaging Conversations (building skills and space for dialogue, especially future-focused dialogue)
6. Wired workforce (using social media to subvert hierarchy and allow talent and leadership to show themselves)