Performance and Development Through Conversation

Abstract

This chapter talks about the critical role that conversations play in the workplace. Studies discovered that most development conversations were taking place outside formal settings. Some practical ways to tackle this challenge were 1) talking about the conversation gap, and 2) providing a simple structure for a conversation. A simple model that gives inexperienced managers the confidence and helps them do development conversations well is required. In one organization, a framework for career and development conversations was based on the GROW coaching model. In another, a briefing for HR Business Partners was created and cascaded in the organization by managers and teams. The chapter presents essential tips that managers can use to promote engaging conversations in their team. The term “engaging conversations” is used because when space is created for conversation and when questions are used to uncover people's hopes for the future, the effect can be dramatic.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 2 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.