Does honesty need to be … BRUTAL? We’ll look at that in our Thought of the Day. And in our interview segment: Leadership conversations regarding the performance of your team members can often be difficult. However, Dan Rockwell provides us with some terrific conversation starters that are positive, affirming, and VERY powerful. That and more on today’s show.
Bob’s Thought of the Day
- Some food for thought: Being “brutally honest” is more often than not more about the person speaking than about the person they are speaking to.
- A reminder that we can usually be honest in such a way that it effectively communicates the point while still allowing the other person to feel good about themselves.
- A powerful quote from my friend, People Skills Authority and Coach, Kate Nasser: “Civility doesn’t weaken your message; it helps others to hear and embrace it.”
Interview with Dan Rockwell
- The value of creating a culture where performance conversations are normal, natural, and frequent.
- That you should have three positive performance conversations for every negative one.
- Why to keep away from the “feedback sandwich.”
7 Powerful Performance Conversation Starters:
1. Evaluate processes or systems.
- What’s running smoothly?
- Where are you solving the same problem over and over?
2. Discuss results.
- What have you achieved that makes you proud?
- What could have been better?
3. Analyze decisions.
- What decisions didn’t happen that caused disappointing results?
- What decisions preceded good results?
4. Explore relationships.
- Where are the pockets of positive energy in your area?
- Where is the negative energy?
5. Look for Fulfillment.
- What brings you satisfaction at work?
- Where are you disappointed with yourself?
- What’s frustrating? What does that say about you?
6. Investigate development.
- What skills are you improving?
- What skills would you like to improve?
7. Uncover learning – provide time for reflection.
- What are you learning about your role?
- What are you learning about yourself?
- What are you learning about your team?
Seek lots of feedback if you expect to give lots of feedback.
Invite people to evaluate your performance.
- Don’t ask, “How am I doing?” That’s useless.
- Declare intention. “I’m working on building positive energy on the team.”
- Ask for specific feedback. “What do you see me doing that builds positive energy? Drains it?”
- Be thankful.
- Explore behaviors that better express your intentions. “What suggestions might you have?”
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