1. The Four Conversations: An Introduction www.usingthefourconversations.com www.laurieford.com

2. Objectives for this Conversation 1.Introduce ideas from our article in the Journal of Applied Behavioral Sciences on conversations and change 2.Review the four productive workplace conversations

3. Conversational Profiles Article JABS, 2008 Conversational Profiles: A Tool for Altering the Conversational Patterns of Change Managers Premise: Successful implementation of change 1.Relies on effective communication 2.Requires managers to be aware of whether their communication is effective or not 3.And, if their communication is not effective, managers must alter their communication in order to be more effective.

4. Conversational Profiles Article JABS, 2008 Our assertion: Change agents must be able to move among 4 different types of conversations 1.Initiative – Start something, Speak a future, a vision 2.Understanding - Engage people in defining goals, developing the plans, and creating the change 3.Performance – Make requests, Make promises, Make agreements: Get everyone into action 4.Closure – Follow up, Follow through: Create accomplishment and learn from the change process

5. Four Conversations for Success An Example Initiative –Announce a new customer service policy and say what differences it will make to people Understanding –Have a Q&A session to discuss the new policy and clarify the ways it could alter people’s current jobs Performance –Clarify who will implement each part of the policy Closure –Report results, thank people, put in corrections

6. Six Limitations to a Successful Workplace  Lateness  Poor work quality  Difficult people  Lack of teamwork  Poor planning and workload overwhelm  Insufficient resources and support

7. Some Conversations Slow Things Down Not all conversations… –Are productive –Engage people –Point people toward accomplishment –Support good use of resources Four mistakes slow things down.

8. 1. Unproductive Conversations Three types of conversation are usually unproductive. Complaints – usually lack commitment Blaming – undermines accountability and credibility Gossip – reduces trust

9. 2. Missing Conversations When we are missing… Initiative conversations People lack enthusiasm, interest, and purpose Understanding conversations People are not engaged, not stepping up Performance conversations No results, wrong results, and missed deadlines Closure conversations Resentment, cynicism, and mistrust build up

10. 3. Missing Accomplishment To help someone accomplish something, even a small task, remember to add the “Accomplishment ingredients”: –What are we trying to accomplish? –When do we want to accomplish it? –Why is this accomplishment important? If you leave one ingredient out, there is no opportunity for accomplishment.

11. 4. Missing Resources To support people’s accomplishment, add the “Resource ingredients” to your conversation: –Who else is involved? –Where will the resources come from? And Where will the results go? –How will it get done? If you leave one ingredient out, there is confusion about resources.

12. Initiative Conversations Propose an idea for an attractive and worthwhile future Show people the value of fulfilling it Stay positive, focus on the goal –Initiative Conversations are about the future we want, not the one we want to avoid

13. Some Tips on Initiative Conversations First: get all necessary authorities aligned and talking about resources Plan your Initiative Conversation to get people’s attention and jumpstart new thinking Don’t over-initiate: see things through Most common mistake: Assuming people remember what they are working toward.

14. Understanding Conversations Engage people in creating the plan Say What you want, When, and Why… then LISTEN: –How does this affect their work? –What are their ideas for success?

15. Some Tips on Understanding Conversations Use a Q&A format: you want input! - What needs to be done to accomplish this? - What is a good schedule for us to do it? - Are there any good measures of success? Say (and repeat as needed): What you want, When you want it, and Why it matters Stand by your initiative, but be willing to collaborate for the goal and the plan Bonus: New knowledge, new vocabulary, new solutions.

16. What is “Performance”? 1.Taking an action 2.Producing a result 3.Delivering a service or communication NOTE: Understanding does not cause performance.

17. Performance Conversations: Ask and Promise Make Requests: Ask other people to take actions or produce results Make Promises: Commit yourself to taking actions or producing results These conversations create agreements. They also establish a basis for accountability.

18. Likelihood of Taking Action Condition Likelihood of Taking Action If you hear an idea10% If you consciously decide to adopt it25% If you decide when you will do it40% If you plan how you will do it50% If you commit to someone else you will do it65% You have a specific appointment with the person you made the promise to 95%

19. Make Requests Ask! Will you do What is wanted? –Be specific about the results Will you do it When it is needed? –Give and get deadlines Do you understand Why is it important? –People need a context Yes, you have to ask.

20. Make – and Get – Promises Ask them… Who: Can you make the promise? Where: Can you get resources and results where they are needed? How: Can you create a checklist and timeline, or identify steps and stages?

21. Performance Conversations: It’s About Agreements Confirm the Agreement –Your expectations are not their promises Manage the Agreement –Help people remember –Make promises public

22. Closure Conversations Create accomplishment. -- We finished the project. Create acknowledgment. –Thank you for the work you did on ….” Create completion. –What worked, what didn’t. –Close the book on past goals, requests, and promises. –Avoids “Whatever happened to ______?”

23. Closure Conversations: The Four A’s A cknowledge the facts: Say what’s so –Address persistent complaints and conditions A ppreciate the people –Recognize accomplishment & contribution A pologize for mistakes & misunderstandings –Take responsibility, even if you didn’t “do it” A mend Broken Agreements Recognize, Report, Repair, Recommit

24. Using the Four Conversations Everyday communication that gets results: Initiative - Start Understanding - Engage Performance – Ask + Promise = Agreements Closure – Complete the accomplishment

25. Conversations in Work and Life Your conversations are a vital ingredient in the quality of your life.  Reach your goals and help others reach theirs  Establish and maintain good relationships  Make things happen, Get things done  www.usingthefourconversations.com www.usingthefourconversations.com