Do you have regular meetings with your employees to discuss what is going well and challenges they may be facing? You know, the kind of meeting where you spend most of your time listening to learn more about the employee’s achievements. Or when you dig deeper into challenges and try to gain an understanding of how they think and what makes them “tick”. The meetings where you take the conversation beyond status updates or weekly project reviews.
When I ask you this — are you thinking:
Those meetings would be nice, but in my work environment we just don’t have time.
How could I possibly sit down with each employee on a regular basis — and what would we talk about?
What if they bring up something I’m not prepared to discuss?
I don’t need those meetings, I get enough information during our weekly status updates.
If you are having these thoughts, you are certainly not alone. When I suggest having regular coaching conversations, many of my clients start off by letting me know why they don’t have the time or don’t believe it is necessary to have regularly scheduled conversations that don’t relate to a specific project or problem. These conversations are perceived by many as a “nice to have” not a “need to have”.
So, let me share some reasons why you may want to consider incorporating these into your leadership practice:
1) For most people job satisfaction is derived through the opportunity to make a significant contribution and feeling that their work is valued — employees feel recognized when they receive detailed feedback on accomplishments.
2) Most employees feel that they are called in to their boss’ office when there is a problem — think about the power of participating in a conversation dedicated to one’s achievement.
3) Many large issues start as very minor performance challenges that can easily be shifted if caught early — don’t wait for a behavior to become a “problem”.
4) Relationships are built through conversations — as a person feels heard, recognized, and understood trust is built and commitment is strengthened.
5) When it comes time to write an annual performance review the work is already done — notes from your coaching conversations will provide you with everything you need.
A 15-30 minute meaningful and purposeful conversation can save you both excessive energy and time later — inspiring others, one conversation at a time.
So, I ask, how can you afford not to have these conversations? What it is costing you in both human capital and bottom line results? And what could you do to further enhance the effectiveness and outcomes of these meetings?
Often my clients believe in the importance in coaching conversation, but have not had success in facilitating purposeful meetings that result in sustainable results. There are some best practices when facilitating this type of conversation:
IDENTIFY YOUR PURPOSE
If you don’t know where you are going, you may never get there. We far too often go into conversations without having a clear purpose or desired outcome. This often results in conversations going in circles. When you lack focus, you may find yourself frustrated and bewildered as to how and why it ended up where it did. Prior to the conversation, identify what change you are looking for or what strength you want to reinforce as well as why it is important. This becomes the anchor for the rest of the conversation.
LEAD WITH QUESTIONS
Your ideas are great, but coaching conversations are best when the employee’s view is heard. In your potential haste and desire to move quickly, you may launch into your feedback too quickly. When you lead a conversation by sharing your own perspective — presenting your ideas — revealing your thought process, you stifle creative ideas as well as the other person’s opportunity for growth. While you have great insight and experience, relationships are strengthened and quite frankly the most effective solutions are often derived from the person in the situation.
LISTEN CAREFULLY
Don’t get distracted thinking about what you are going to say next. Keep in mind that there is a difference between active listening and waiting for your next turn to speak. Use your thought-provoking questions to learn more about the other person’s thought-process, perspective and ideas. As you become present in the conversation, there will no longer be a need to plan your next statement. Not only will your comments and questions flow naturally — the other person will truly feel heard.
LEAVE WITH AN ACTION PLAN
Avoid having the same conversation over and over again. Far too often we walk away from a productive conversation without a clear plan. Consider the massive amount of information that you manage on a daily basis. How could you possibly keep track of the details within a conversation if items are not written down. Ensure that key action steps are recorded along with the task owner and deadlines. I often encourage my clients to have the employee write it down and send a follow-up email to ensure they maintain ownership and accountability. Then follow-up as needed.
“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”
~John Quincy Adams
Interested in enhancing your coaching skills and facilitating more productive, purposeful conversations? Schedule a complimentary Deep Dive Strategy Session with Jill today.
