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.
Navigating Change Through Conversations
- 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