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Performance Management Conversations Dr Simon Haslam FMR Research Ltd

Performance Management Conversations Dr Simon Haslam FMR Research Ltd. We’ll cover. 1. Getting the foundations right Methods of influence The impact of personality. Your main challenge in managing performance in people. Your nugget of advice to pass on to other managers. ‘Hilltops’.

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Performance Management Conversations Dr Simon Haslam FMR Research Ltd

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  1. Performance Management ConversationsDr Simon HaslamFMR Research Ltd

  2. We’ll cover 1. Getting the foundations right • Methods of influence • The impact of personality

  3. Your main challenge in managing performance in people Your nugget of advice to pass on to other managers

  4. ‘Hilltops’

  5. Three ways people react to conflict

  6. How people deal with conflict (based on Kubler-Ross)

  7. What causes conflict • Personality (personalities) • Changing needs and expectations • Ignoring common values • Unresolved problems from the past • Increases in workload

  8. Zones of debate Zone of ‘comfortable’ debate Zone of ‘uncomfortable’ debate Intuitive core Source: Cliff Bowman

  9. Summarising Re-framing ASSERTIVE RESPONSIBLE • Questioning • content and • non content Recommending and requesting Going ahead and doing it Listening authentically PUSH PULL I ignore you and do it anyway I run away I give in too soon I attack you PASSIVE I put myself down AGGRESSIVE I patronise or humour you Adapted by Haslam from Wickham and Wickham, 2008

  10. Listening (after Nancy Kline) Pay beautiful attention to the client, don’t even think about interrupting, make sounds only occasionally to indicate understanding or encouragement, keep your eyes on your client’s eyes, don’t ask picky questions, smile occasionally, look interested, be interested and be at ease… …and don’t even think about interrupting. Clients are capable of sorting out 70% of their own problems.

  11. Questioning – 8 views • Questioning for whose benefit? • ‘You, Us, Me, Them, Things’ • ‘Non-content’, then ‘content’ • Open-ended to explore… • …closed to verify • ‘Why’ – raises level of abstractions (but intrusive) • ‘How’ – homes in on concreteness • Prefixing reduces the threat of questions • Avoid multiple questions

  12. Summarising The single most valuable thing you can do to positively impact on a negotiation

  13. Re-framing Taking the presented information and inviting the other person to consider it from an alternative hilltop. “What do you think the same situation looks like from XXX’s point of view?”

  14. Recommending “Why don’t you go with your instinct and…” “To play devil’s advocate for a minute, have you considered… “The prevailing message from the data appears to be…” “There’s a lot of support for XXX course of action, out there.” “Another client faced a this challenge, what worked for them is…” “If you were to do this, I think you’d generate…” “I’ll say what my recommendation is, and also why.” “If I was in your shoes, I would...”

  15. A former McKinsey colleague, recalls the time that McKinsey head consultant, Marvin Bower, in a client meeting with a CEO, bellowed out, 'The problem with this company, Mr. Little, is you.' And there was a deathly silence. It happened to be totally accurate. That was the end of our work with that client.

  16. Understanding ‘styles’

  17. High Compete Collaborate Compromise Tendency to compete Accommodate Avoid High Tendency to accommodate Low

  18. Competers High – others afraid of offering an opinion? Low – feel powerless?

  19. Accommodators High – your ideas not getting the attention they deserve? Low – trouble building goodwill with others?

  20. Compromisers High – drawn into the practicalities of compromise rather than the main issues Low – hard to make concessions or to bargain?

  21. Avoiders High – important decisions by default and people walking on eggshells? Low – stirring up hostilities and hurting feelings – or overwhelmed by the number of issues?

  22. Collaborators High – time spent discussing issues in depth that don’t deserve it? Low – hard for you to see possibilities for joint gain?

  23. The Games People Play Parent Adult Child

  24. PARENT A set of feelings, attitudes & behaviours copied from a parental figure. May include prejudicial, critical, consoling, or nurturing actions. An independent set of feelings, attitudes, and behaviours involving the basis of objective facts. An individual gathers facts, tests reality, and computes a rational, objective answer. ADULT CHILD A collection of feelings, attitudes, & behaviours retained from childhood. Displaying emotions such as anger, excitement, sadness, and fear. Transactional Analysis - Ego states 6

  25. Nurturing Parent Controlling/ Critical Parent Parent Believes Values Attitudes Morals Traditions Responsibility Promotes Growth Cares Understands Smothers Keeps others dependent Sets standards Sets limits Defines Authoritarian Critical Judgmental Dogmatic

  26. ADULT THINKS Facts Logic Reality Skills Precision • Unemotional • Gives & receives information • Solves problems • Makes decisions • Assesses probabilities • Plans • Consultant to other ego states

  27. Rebellious Child Free Child Adapted Child Compliant Conforming Polite Obedient Compromising Clowning Anxious Angry Sad Affectionate Fun loving Spontaneous Uninhibited Creative Impatient Self-centred Greedy Direct Assertive Angry Explosive Vindictive Rebellious

  28. TGROW- discussion road map • Topic • Goals • Reality • Opportunities • Wrap-up

  29. Free access… All these development tools and frameworks are available, free of charge, for downloading on http://www.learningorganisation.com/?page_id=126

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