Conversations that get you what you want (from employees and anyone else). Calaera Powroznik

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1 Conversations that get you what you want (from employees and anyone else). Calaera Powroznik

2 AGENDA: Coaching vs: Fierce Conversation Active Listening refresher Active Listening demons Why do conversations matter? Conversation Prep Writing you script Delivering your script Termination Final Take away s

3 Listening: Or the Silent L in Team. Coaching Building the team you want. Active Listening You are important I have heard your side.

4 Coaching is about expanding people s capacity to create the desired future. It is NOT TELLING PEOPLE WHAT TO DO, but ASKING THEM to examine the thinking behind what they re doing so it is consistent with their goals. Coaching is about giving people the gift of your presence, asking questions, listening. Robert Hargrove. Masterful Coaching Field book 2000 p52

5 Discovering your negative listening habits Purpose: to help you gain self-awareness regarding negative listening patterns that you may have developed over the years. By being aware of them, you will be in a position to do something about them

6 The Advice Giver Giving advice is sometimes helpful; however, at other times, this behavior interferes with good listening, because it does not allow the speaker to fully articulate his feelings or thoughts; it doesn t help the speaker solve his own problems; it prohibits venting; it could also belittle the speaker by minimizing his or her concern with a quick solution. Wellplaced advice is an important function of leadership. However, advice given too quickly and at the wrong time is a turnoff to the speaker. Lynn, Adele. B.. The Emotional Intelligence Activity Book p HRD Press

7 The Rebuttal Maker This listener only listens long enough to form a rebuttal. His point is to use the speaker s words against him. At his worst, he is argumentative and wants to prove you wrong. At the very least, the person always wants to make the speaker see the other point of view. Lynn, Adele. B.. The Emotional Intelligence Activity Book p HRD Press

8 The Happy Hooker The happy hooker uses the speaker s words only as a way to get to his message. When the speaker says something, and frankly, it could be anything, the happy hooker steals the focus and then changes to this own point of view, opinion, story, or facts. Favorite hooker lines are, Oh, that s nothing, here s what happened to me I remember when I was Lynn, Adele. B.. The Emotional Intelligence Activity Book p HRD Press

9 The Intellectual or Logical Listener This person is always trying to interpret what the speaker is saying and why. He is judging the speaker s words and trying to fit them into the logic box. He rarely asks about the underlying feeling or emotion attached to a message. Lynn, Adele. B.. The Emotional Intelligence Activity Book p HRD Press

10 The Interrupter The interrupter doesn t allow the speaker to finish and doesn t ask clarifying questions or seek more information from the speaker. He s too anxious to speak his words and shows little concern for the speaker. Lynn, Adele. B.. The Emotional Intelligence Activity Book p HRD Press

11 The Faker All the outward signs are there: nodding, making eye contact, and giving the occasional uh huh. However, the faker isn t concentrating on the speaker. His mind is elsewhere. Lynn, Adele. B.. The Emotional Intelligence Activity Book p HRD Press

12 Probing Questions Definition: Questions that do not introduce a new topic but allow you to probe further to find out more information. Examples include: Could you tell me more? Could you give me an example? Why was that? Could you expand? We will cover this more later

13 The importance of Conversation: Good communication is as stimulating as black coffee, and just as hard to sleep after. ~ Anne Morrow Lindbergh

14 Can you tolerate marginal employees? Why? Why Not?

15 Conversation Errors: 1.So, How is it going? 2.The Oreo Cookie. 3.Too Many Pillows. 4.Machine Gun Nelly. Susan Scott, "Fierce Conversations"

16 Opening Statement: 1. Name the Issue. 2. Select a specific example that illustrates the issue or situation you want to change. 3. Describe your emotions about the issue. 4. Clarify what is at stake. 5. Identify your contribution to the problem. 6. Indicate your wish to resolve it. 7. Invite your partner to respond. Susan Scott, "Fierce Conversations"

17 Stop Talking: The importance message of silence

18 Did you: Dig deep for the truth? Really Listen? Ask the hard questions? Enrich the relationship? Ask for a commitment?

19 Terminations Very particular to each company Always document, even if you believe the behavior will change. Provide documented, agreed upon and observable goals Never say, that is ok. Unless it really is. Clearly communicate when an employee is close to termination. Provide positive feedback as well. When you do terminate make sure that you are ready.

20 Key Take Away s? What thoughts do you have? Questions? Thank you!