The Conversation Matters
At Horizon Performance, we help our clients collect meaningful data. As a self-proclaimed data nerd, I value this information because it enables me to conduct powerful analyses to help inform decision making. Over time, though, I have come to value data for other reasons — the conversations they inspire.
While data analyses can tell us many things, the real impact of collecting performance data comes at the individual level. When we conduct 360 evaluations, we challenge our clients to sit down one-on-one with each of their subordinates and conduct performance counseling. This is where the real change can happen — using the data as a starting point for discussions focused on development.
Having these individual counseling sessions isn’t easy. Our custom reports paint a picture of multiple perspectives of performance, but many clients struggle with what exactly to say during these meetings. Rather than thinking of “counseling” it may be helpful to think of this as a two-way conversation.
In his book, Powerful Conversations: How High Impact Leaders Communicate, Phil Harkins defines a powerful conversation as “as an interaction between two or more people that progresses from shared feelings, beliefs, and ideas to an exchange of wants and needs to clear action steps and mutual commitments.”
Feedback that falls short of action and commitment is meaningless and ineffective. Behavior change is the goal. So, how do we turn our feedback sessions into powerful conversations? Harkins outlined the“tower of power” to do just that.
Step 1: “What’s up?” In this step, leaders ask questions to better understand the feelings and beliefs at hand. In some cases, this is confirming understanding based on the responses to surveys. Even when it’s written down in a survey, it’s important to re-address to avoid assumptions.
Step 2: “What’s so?” Next, the leader-led dyad should seek a common understanding and agreement on the facts. What are the situational factors at hand? What factors may be hidden from common view? As a leader, what am I missing?
Step 3: “What’s possible?” This is the brainstorming stage. Before jumping into an action plan, it is important to stretch ourselves and imagine what is possible. Coming up with innovative solutions requires thinking past routine processes. This is not a one-way street — allow the person you are leading to come up with ideas no matter how far-fetched they may be.
Step 4: “Let’s go!” In this final step, the goals are established as clear action items. This is where commitment to change is needed. Clarity and commitment are the keys to powerful conversations.
The point is you can have the most sophisticated performance tracking and evaluation models out there but without following through with effective feedback and counseling change won’t happen. Conversations matter. Go have one today.
