5 Conversations Product Overview Presentation
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The document outlines the '5 Conversations' program designed to enhance trust, engagement, and performance at work through improved communication between managers and employees. It emphasizes the importance of building relationships through authentic conversations, which can lead to increased employee commitment and superior business outcomes. The program includes workshops, practical exercises, and optional follow-up support to help participants implement their learning and sustain changes in their work environment.
5 Conversations Product Overview Presentation
- 1. 5 Conversations To transform trust & engagement at work
- 2. 5 Conversations To transform trust & engagement at work 5 Conversations is an inspiring programme that empowers managers to develop more trusting and successful relationships at work. This results in stronger employee engagement and transforms individual and business performance. 2
- 3. 5 Conversations To transform trust & engagement at work What is employee engagement? Studies define employee engagement as having 3 key features: • Organisational citizenship • Willingness to give discretionary effort • Intention to stay 3
- 4. 5 Conversations To transform trust & engagement at work The business case for employee engagement Numerous studies prove that high employee engagement correlates with superior business performance “The Corporate Leadership Council reported that engaged organisations grew profits as much as three times faster than their competitors.” MacLeod Report But how do we influence engagement? 4 McLeod D and Clarke N ‘Engaging for Success: enhancing performance through employee engagement’, Office of Public Sector Information (July 2009).
- 5. 5 Conversations To transform trust & engagement at work The main driver of employee engagement Engagement is built by the quality of relationships people develop at work; especially with their manager. How well these relationships are built is determined by the quality of conversations held between a line manager and their employee. Outstanding business performance Superior employee engagement Relationship with line manager Quality of conversations 5
- 6. 5 Conversations To transform trust & engagement at work But what is stopping us? Managers, team leaders and directors often don’t feel they have the time, courage or knowledge to develop truly close, authentic working relationships. In a 2009 report to Government, researchers identified that one of the four broad inhibitors to effective engagement by and organisation’s leadership and management was: “managers may not share the beliefs, or may be illequipped to implement engagement strategies.” 6 McLeod D and Clarke N ‘Engaging for Success: enhancing performance through employee engagement’, Office of Public Sector Information (July 2009).
- 7. 5 Conversations To transform trust & engagement at work The power of conversation In today’s work environment, amongst all the jargon, processes, performance management, KPIs, email, social media , we have forgotten a simple truth: the power of authentic, two-way, human conversations to build relationships, trust, engagement and performance at work. Throughout history people have talked to each – face to face, using gesture and touch, smiles and frowns, sharing hopes and fears – to build trust and relationships and collaboration, and to get things done. The 5 Conversations programme takes communication back to its roots, with a scientific and theoretical underpinning, and a practical focus that keeps human emotions at its core. 7
- 8. 5 Conversations To transform trust & engagement at work What is 5 Conversations? 5 Conversations is a short programme consisting of: • Pre-programme: reading, reflection and questions • Workshop: a face to face workshop of up to 16 people led by two facilitators • Optional post-workshop follow up support This goes beyond a ‘learn and do’ skills course by focussing on intention and integrity. The programme is conducted in a style that provides participants with insights into their own behaviour by delving into neuroscience and human communication. It provides a simple but powerful framework for holding 5 critical conversations that build trust, engagement and performance. It allows participants to think about, develop and test positive feelings and enabling beliefs about holding these conversations – inspiring and energising them to create opportunities to put them into practice. 8
- 9. 5 Conversations To transform trust & engagement at work Programme format • The 5 Conversations programme is delivered in-company by accredited facilitators as: – A 2 day workshop for managers – A 1 day masterclass for senior Executives and Directors – A 2 day train the trainer accreditation workshop for in-house facilitators • Pre-programme work involving reading and reflective exercises is also included to help participants prepare for the workshop. • It is conducted in small groups (14 - 16 participants : 2 trainers) to ensure: – – 9 There are adequate opportunities for discussions and 1:1 time between participants and trainers. – • The programme is conducted in a safe and intimate setting as participants will be challenged to disclose about relationships, emotions and feelings. There are multiple opportunities to try out conversations in pairs and sub-groups. High quality facilitation from Oxford Group accredited facilitators who have an excellent understanding of the neuroscience behind engagement.
- 10. 5 Conversations To transform trust & engagement at work Programme outcomes At the end of the programme, participants will: • Understand the human and neuroscience background to engagement • Learn a simple but powerful agenda for holding each of the five conversations • Develop the insights, enabling beliefs and emotional commitment necessary to make these conversations happen as a integral part of every working day • Pro-actively create opportunities to hold the conversations in the days, weeks and months ahead As a result, their team’s commitment and engagement will increase, leading to rapid and measurable improvements in performance. Trust is both a fuel and an outcome for this programme. 10
- 11. 5 Conversations To transform trust & engagement at work Where did 5 Conversations originate? • For 25 years our workshops about Performance Management and Coaching have created conditions for trust, self-motivation and engagement, through authentic, honest dialogue – “the spirit not the process” • In 2008, Oxford Group was commissioned by AstraZeneca to create a workshop called “Constructive Conversations” for 1,500 line managers worldwide to build engagement and performance • We received exceptional feedback and delivered measurable improvements in employee engagement and performance • Since Sept 2012 we have taken our learnings from the AstraZeneca course and enhanced them with other sources to build the 5 Conversations programme 11
- 12. 5 Conversations To transform trust & engagement at work What are the 5 conversations? • Establishing a trusting relationship • Agreeing mutual expectations • Showing genuine appreciation • Challenging unhelpful behaviour • Building for the future Although typically held between a manager and their team, these conversations and the accompanying changes in mind set can also transform relationships with peers, customers and suppliers. 12
- 13. 5 Conversations To transform trust & engagement at work Programme structure Introductions The business case for engagement The neuroscience case for engagement Understanding the dynamics between ourselves and others Conversation 1 – Establishing a trusting relationship Conversation 2 – Agreeing mutual expectations Conversation 3 – Showing genuine appreciation Conversation 4 – Challenging unhelpful behaviours Conversation 5 – Building for the future Consolidation and Review 13 Relationships at work Action planning and Commitment Close The 5 conversations overview
- 14. 5 Conversations To transform trust & engagement at work Neuroscience tells us: • We are social animals; the brain is the organ of relationship • We make decisions based upon our emotions – and it’s other people that evokes our strongest emotions • Stress causes our brain to shut down and revert to primitive responses • Our basic response is to approach and maximise rewards and to avoid and minimise risk • When there is trust in a relationship we are open to ideas, possibilities and collaboration 14 MacLean (1990)
- 15. 5 Conversations To transform trust & engagement at work FIVEC Model The 5 Conversations programme is underpinned by the FIVEC model. + Move towards situation/person Extent to which these are present Familiarity Influence Move away from situation/person - 15 Value Empowerment Clarity
- 16. 5 Conversations To transform trust & engagement at work Conversation 1: Establishing a trusting relationship Conversation 1: Establishing a trusting relationship
- 17. 5 Conversations To transform trust & engagement at work Conversation 1: Establishing a trusting relationship Participants will: • Explore the principles and models of trust – – • Trust pyramid Trust equation Learn how to prepare for the conversation – – Identifying who to speak to – • Establishing the intention Making an invitation Use exercises to practice the elements and key questions of the conversation – – “What would you like to know about me and how I work, to understand where I’m coming from?” – 17 “I’d like to meet up to talk about how we can build a really effective working relationship” What do I need to know about you, your motivations, style, preferences so I can help you be your best and we can work together really effectively?”
- 18. 5 Conversations To transform trust & engagement at work Conversation 2: Agreeing mutual expectations
- 19. 5 Conversations To transform trust & engagement at work Conversation 2: Agreeing mutual expectations Participants will: • Explore the importance of identifying what they want to achieve and why, on a theoretical level (Simon Sinek TED video – The Power of Why) • Understand how to prepare for the conversation – – • Establishing what they want to achieve Identifying who is critical to their success Use exercises to practise the elements and questions of the conversation – – “So what expectations should we have of each other?” – 19 “Let me tell you what I’m trying to achieve, and why” – • “Tell me about what you are seeking to achieve and why” “How can we hold each other to account for meeting these expectations?” Explore emotions connected to the expectations
- 20. 5 Conversations To transform trust & engagement at work Conversation 3: Showing genuine appreciation
- 21. 5 Conversations To transform trust & engagement at work Conversation 3: Showing genuine appreciation Participants will: • Explore the model of ‘Appreciative Inquiry’ vs. traditional feedback mechanisms • Understand what genuine appreciation is both theoretically and through an exercise • Understand and practise how to hold a conversation with their colleagues in the workshop • Appreciative inquiry: • “Talk to me about what’s going really well for you at the moment” • • 21 “What strengths and talents of yours are contributing to this?” • • “What are the reasons for this success? “Where else can you deploy these strengths and talents?” Genuine appreciation: • “Thank you for this contribution – I really appreciate it!”
- 22. 5 Conversations To transform trust & engagement at work Conversation 4: Challenging unhelpful behaviours
- 23. 5 Conversations To transform trust & engagement at work Conversation 4: Challenging unhelpful behaviours Participants will: • Explore the principles of ‘non-violent communication’ – – Emerged from a need for peace-making skills with civil rights activists in the early 1960s, then used in hostage negotiation – • Developed by Marshall Rosenberg Way of honestly expressing needs and feelings whilst maintaining positive personal relationships Learn how to prepare for this conversation – – Using the FIVEC model to prepare themselves for the conversation – • Understanding the best way to bring up the subject Establishing how to close the conversation in a way that ‘re-boots’ the relationship. Understand and practice how to hold this conversation – – Clarifying the aim of the conversation – 23 Incorporating their preparation Using non-violent communication to address the issue and resolve the behaviour
- 24. 5 Conversations To transform trust & engagement at work Conversation 4: Challenging unhelpful behaviours Non-violent communication Observations Feelings Needs Requests 24 I noticed you… I bring this up because I’m… It’s important because my need for… is not being met So would you be OK to…?
- 25. 5 Conversations To transform trust & engagement at work Conversation 5: Building for the future
- 26. 5 Conversations To transform trust & engagement at work Conversation 5: Building for the future Question: Do you know the career aspirations of your people as well as the head-hunter does? 26
- 27. 5 Conversations To transform trust & engagement at work Conversation 5: Building for the future Participants will: • Understand how to create the conditions to have an open and honest conversation about the future • Learn how to explore what the present and future aspirations look like using the future focus wheel • Understand what questions to ask during this conversation – When speaking to a colleague – When speaking to a direct report • • “What’s driving you to have these ambitions?” • “What opportunities can we create right now, for you to move towards these goals here in this organisation?” • 27 “Where do you want to be 3-5 years from now?” “What can we both do together to make this happen?”
- 28. 5 Conversations To transform trust & engagement at work Optional post-workshop follow up & support We offer a range of follow-up support as optional additions to the 5 Conversations programme. These options provide participants with a way of consolidating their learning and continuing to develop. We are happy to discuss these options with clients to determine the most appropriate option to fit with their organisation’s operations and culture. The options include: • Establishing a buddy system between participants on the programme • Setting up action learning sets which can be facilitated either by the group of participants themselves, or with support from one of our 5C facilitators • Running a follow-up webinar for participants, for example 3 months after the programme, to provide a forum for reviewing learning application and sharing best practice • Providing a one-to-one telephone coaching session for each participant with one of the programme facilitators to review learning application and coach further skills building 28
- 29. 5 Conversations To transform trust & engagement at work Closing the workshop • Consolidation and review • Commitment and action plan 29
- 30. 5 Conversations To transform trust & engagement at work Action planning & sustaining the changes • Identify upcoming critical incidents to hold a conversation – existing or to be created • Get into pairs / buddies and commit to action and follow up • Facilitated Action Learning Sets in 4, 8, 12 weeks • 1 to 1 coaching (telephone) • Follow up webinar with facilitator 30
- 31. 5 Conversations To transform trust & engagement at work Costs 2-day course: • £8,000 +VAT in UK • €12,000 + TVA or equivalent in mainland Europe • $20,000 (USD) + tax where applicable, everywhere else 1-day Masterclass : • £5,000 +VAT in UK • €8,000 + TVA or equivalent in mainland Europe • $13,000 (USD) + tax where applicable, everywhere else 31
- 32. 5 Conversations To transform trust & engagement at work Costs Our prices include: • Accredited trainers • All course materials • Administration pack for use by client’s training administrator, e.g. participant joining instructions, specification for venue & equipment • Programme evaluation processing and report 32
- 33. 5 Conversations To transform trust & engagement at work Costs Our prices do not include: • Trainer travel, accommodation or subsistence (charged at cost) • Training venue and equipment • Refreshments during the programme • Any expenses incurred by participants (e.g. travel, accommodation, subsistence) • Administration of communications with individual participants (we provide an administration pack with material that the client’s training coordinator can use) 33
- 34. 5 Conversations To transform trust & engagement at work Costs Optional follow-up activities: • Learning partner system – included in the course price. • Action learning sets; if face to face: – £5,400 / €7,500 / $10,500 + tax + facilitator travel & expenses • Action learning sets; if by webinar: – £5,400 / €7,500 / $10,500 + tax + webinar admin & telephony at cost (if client uses OG webinar system rather than their own) • Follow-up webinar: £900 / €1,250 / $1,750 + tax + webinar admin & telephony at cost (if client uses OG webinar system rather than their own) • One-to-one telephone coaching: £3,600 / €5,000 / $7,000 + tax for one 45-minute telephone coaching session for each of the 16 participants (assumes we can get through 8 sessions in a day) 34
- 35. 5 Conversations To transform trust & engagement at work Contact us Email us: marketing@oxford-group.com Visit us: www.5conversations.co.uk Contact us for: • Exploratory discussion about how 5Cs could support your business • Complimentary ‘immersion’ session, so you can experience part of the programme Follow us: The Oxford Group | @The_OxfordGroup