In his book, The Responsible Leader, Tim Richardson explains that to create a high-performance culture, you need to plan and prepare for the following moments to ensure the conversations surrounding them are both meaningful and intentional:
- recruitment and induction of new team members
- performance management discussions
- promotion interviews and talent management discussions
- coaching discussions
- customer sales presentations
- handling customer complaints and problems
- briefings to the press, analysts and wider market
- senior leaders' contact with, and briefings to, teams across the organization
- internal presentations with executive committees
- team meetings and management meetings
Richardson's advice to improve the quality of these conversations is to consider:
- How clear is the principal message for the conversation?
- How can you ensure that the content of the discussion is focused on the key message(s)?
- How can you ensure the quality of the listening by all parties?
- How can you set a pace that is both focused and allows for real thinking?
- What can you do to make the conversation a generative one that moves things forward?
- How can you be responsible for holding parties accountable for responses and actions?
- How will you ensure that decisions taken are mindful of the wider system and longer term as well as short term?
- How will the organization's values be demonstrated openly and authentically in the conversation?
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