1. What Shapes Action and Produces Results?
HIGH PERFORMANCE MODEL
How the Circumstances/
Situation/People OCCUR to the person
Reliably
Correlated
ACTION
RESULTS
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2. Impacting Results and Action
Reliably
Correlated
WHAT PEOPLE SEE
&
HOW THEY SEE IT
ACTION
Literally
The future
Possible
RESULTS
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3. Two Kinds of Futures Reports Analysis Assessments Justifications
DESCRIPTIVE
Reports
Analysis
Assessments
Justifications
Opinions
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4. What is the predictable future?
End 2019
What’s predictable?
Not doom and gloom
Not a rosy picture
Given the current trend, what is predictable
Results
Customers / markets
What it’s like working here
Etc
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5. Two Kinds of Futures Reports Analysis Assessments Justifications
COMMITTED
DESCRIPTIVE
Reports
Analysis
Assessments
Justifications
Opinions
WHAT’S POSSIBLE
ACTION
Declaration
Request
Promise
Offer
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6. Model for Transforming Leadership
Purpose/Context
“Line of Sight”
Results that matter
CAPABILITIES
Extraordinary
Results & Performance
Organizational Culture: A Conducive Environment
Lives in Conversation
Develops Organically and in Stages
Supporting Structures & Systems
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7. A leader’s access to performance
Context
Default
Created
Language
Speaking
Listening
On Which
In Which
Myself
Occurring
Action
Action
Non-Action
Performance
Leadership Performance: Realizing a future that would not have happened within the prevailing context
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8. Three Kinds of Learning
INFORMATIONAL
Knowing
Transfer
Answers
OPERATIONAL
Doing
Coaching
Practice
TRANSFORMATIONAL
Awareness
Discovery
Insight
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9. What Managers Do All Day
“The interactive nature of management means that most management work is conversational. When managers are in action, they are talking and listening.”
Eccles and Nohria, Beyond the Hype
Changed font and formatting
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10. Spectrum of Conversations™
for Possibility™
Conversation for Opportunity™
Purpose: To create new possibilities in
a given domain
Purpose: To develop
structures to fulfil a
particular possibility
Conversation for Being Related™
Conversation for Action™
Purpose: To build a deeper,
more profound connection among individuals and teams
Purpose: To establish commitments to specific outcomes and/or actions
Conversation for Completion™
Purpose: To generate sufficient closure to move forward powerfully
JMW is a registered trademark of JMW Consultants Inc. © All Rights Reserved

11. Spectrum of Conversations™
for Possibility™
Conversation for Opportunity™
Purpose: To create new possibilities in
a given domain
Purpose: To develop
structures to fulfil a
particular possibility
Conversation for Being Related™
Conversation for Action™
Purpose: To build a deeper,
more profound connection among individuals and teams
Purpose: To establish commitments to specific outcomes and/or actions
Conversation for Completion™
Purpose: To generate sufficient closure to move forward powerfully
JMW is a registered trademark of JMW Consultants Inc. © All Rights Reserved

12. Spectrum of Conversations™
for Possibility™
Conversation for Opportunity™
Purpose: To create new possibilities in
a given domain
Purpose: To develop
structures to fulfil a
particular possibility
Conversation for Being Related™
Conversation for Action™
Purpose: To build a deeper,
more profound connection among individuals and teams
Purpose: To establish commitments to specific outcomes and/or actions
Conversation for Completion™
Purpose: To generate sufficient closure to move forward powerfully
JMW is a registered trademark of JMW Consultants Inc. © All Rights Reserved

13. Spectrum of Conversations™
for Possibility™
Conversation for Opportunity™
Purpose: To create new possibilities in
a given domain
Purpose: To develop
structures to fulfil a
particular possibility
Conversation for Being Related™
Conversation for Action™
Purpose: To build a deeper,
more profound connection among individuals and teams
Purpose: To establish commitments to specific outcomes and/or actions
Conversation for Completion™
Purpose: To generate sufficient closure to move forward powerfully
JMW is a registered trademark of JMW Consultants Inc. © All Rights Reserved

14. Spectrum of Conversations™
for Possibility™
Conversation for Opportunity™
Purpose: To create new possibilities in
a given domain
Purpose: To develop
structures to fulfil a
particular possibility
Conversation for Being Related™
Conversation for Action™
Purpose: To build a deeper,
more profound connection among individuals and teams
Purpose: To establish commitments to specific outcomes and/or actions
Conversation for Completion™
Purpose: To generate sufficient closure to move forward powerfully
JMW is a registered trademark of JMW Consultants Inc. © All Rights Reserved

15. Spectrum of Conversations™
for Possibility™
Conversation for Opportunity™
Purpose: To create new possibilities in
a given domain
Purpose: To develop
structures to fulfil a
particular possibility
Conversation for Being Related™
Conversation for Action™
Purpose: To build a deeper,
more profound connection among individuals and teams
Purpose: To establish commitments to specific outcomes and/or actions
Conversation for Completion™
Purpose: To generate sufficient closure to move forward powerfully
JMW is a registered trademark of JMW Consultants Inc. © All Rights Reserved

16. Language for Effective Leadership
COMMITTED
DESCRIPTIVE
Talking that makes things possible
Talking that makes things happen
Talking that refers to things
Possibilities, Vision, Values
Action and/or Outcome
Explanations/Stories
Justifications
Opinions
Reports
Assessments/Criticisms
Judgments
Reasons
Complaints
Predicting
DECLARATION
STAND
“I SAY”
Past
(after the fact)
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17. Language for Effective Leadership
COMMITTED
DESCRIPTIVE
Talking that makes things possible
Talking that makes things happen
Talking that refers to things
Possibilities, Vision, Values
Action and/or Outcome
Explanations/Stories
Justifications
Opinions
Reports
Assessments/Criticisms
Judgments
Reasons
Complaints
Predicting
DECLARATION
STAND
“I SAY”
Now & Future
(ongoing)
Past
(after the fact)
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18. Language for Effective Leadership
COMMITTED
DESCRIPTIVE
Talking that makes things possible
Talking that makes things happen
Talking that refers to things
Possibilities, Vision, Values
Action and/or Outcome
Explanations/Stories
Justifications
Opinions
Reports
Assessments/Criticisms
Judgments
Reasons
Complaints
Predicting
DECLARATION
STAND
“I SAY”
REQUEST
PROMISE
OFFER
Now & Future
(ongoing)
Past
(after the fact)
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19. Language for Effective Leadership
COMMITTED
DESCRIPTIVE
Talking that makes things possible
Talking that makes things happen
Talking that refers to things
Possibilities, Vision, Values
Action and/or Outcome
Explanations/Stories
Justifications
Opinions
Reports
Assessments/Criticisms
Judgments
Reasons
Complaints
Predicting
DECLARATION
STAND
“I SAY”
REQUEST
PROMISE
OFFER
Now & Future
(ongoing)
Now & Future
(specific)
Past
(after the fact)
SELF-DETERMINED
CIRCUMSTANCE- DETERMINED
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20. Background conversations
Updated June 2018

21. Sounds good to me! Good strategy So we agree – let’s do it. Great plan
No worries
Count me in!
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22. … I hope they’ll actually do something this time
…I missed most of this conversation, but I’ll just go along with the group.
… I hope they’ll actually do something this time
… this won’t change anything
…I’m not going to stick my neck out with the idea I’ve got. They’ll just shoot me down.
...easy for them to say – I‘m the one that’s got to do the work
…they’re full of it - they’re only focused on the $’s
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JMW is a registered trademark of JMW Consultants Inc. © 2018 JMW Consultants Inc. All Rights Reserved.

23. Background Conversation
Conversation with yourself
Ongoing commentary about everything
Immediate and automatic
Biased, not neutral
Occurs as “real” and “true”
You are not present
Prevents hearing what is said
Shapes action
Only when the Background Conversations are recognized can new possibilities be seen and considered.
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24. Background Conversation: Filters
Closure
“Get to the point!”
Confirmation
“I know this already.”
Resignation
“Been there, done that…”
Looking Good
“This could make me look bad.”
Utility
“How can I use it?”
Assessment
“That’s not right!”
Personally
“This is happening to ME.”
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25. Background Conversation: Filters
Assessment
“That’s not right!”
Utility
“How can I use it?”
Resignation
“Been there, done that…”
Confirmation
“I know this already.”
Looking Good
“This could make me look bad.”
Closure
“Get to the point!”
Personally
“This is happening to ME.”
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26. Background Conversations
What are the background conversations about:
Having this meeting make a real and lasting difference? ?
Consultants?
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27. Background Conversation
What
Happened
Story
Interpretation
Conclusion
Meaning
THE “TRUTH”
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28. Your Background Conversations
Best Practices
Your Background Conversations
Notice them:
- Identify them…become aware that you are having one.
Question their validity:
Even if you have evidence to support your background conversations, they may represent only a point of view you have about the person, situation, or thing.
Look to see what you are committed to:
Are you committed to viewing the person or situation limited by your “background conversation,” or to some other view?
Listen from an empowering perspective:
Relate to the person or situation you are interacting with from a perspective that empowers you in providing leadership.
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29. Background Conversations & Effective Engagement
Best Practices
Background Conversations & Effective Engagement
Notice them:
- Identify them…become aware that you are having one.
Question their validity:
Even if you have evidence to support your background conversations, they may represent only a point of view you have about the person, situation, or thing.
Look to see what you are committed to:
Are you committed to viewing the person or situation limited by your “background conversation,” or to some other view?
When interacting with others:
Put yourself in their shoes to see if you can identify their background conversations around the given topic or situation. Start by addressing possible background conversations.
(NOTE: Do not tell others they are having a background conversation.)
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30. Other’s Background Conversations:
Best Practices
Other’s Background Conversations:
Consider you are always interrupting someone’s Background Conversation
Assuming that others are completely open, receptive, and just waiting for your words of wisdom may be a pitfall
Acknowledge what may be on the other’s mind
Ways to acknowledge it:
Share your background conversations in a tactful manner
Ask them what may be on their minds in a way that engages them and makes it safe for them to share
Critical Pitfall:
If you attempt to tell people what their background conversations are (i.e. “what is on their mind”), even if you are accurate they will deny it
People don’t like to be told what they are thinking
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