The book "Leadership Conversations" by Alan S. Berson and Richard G. Stieglitz challenges managers to become great leaders by holding effective conversations.
In developing others, you must engage in two kinds of critical conversations to create alignment and eliminate assumptions--both yours and theirs:
1. Baseline conversations set mutual expectations; define ground rules; provide metrics to evaluate performance; calcify boundaries; and establish alignment around strategies, objectives and tactics.
2. Feedback conversations maintain alignment, address changes and unexpected developments, and resolve issues in order to follow an effective path toward the agreed objectives.
You currently may avoid these conversations because they can be difficult, time-consuming, and uncomfortable - especially if not handled properly. Hold these conversations - nothing is more urgent. If you do not hold them, the actions you and your people take will be based on differing assumptions and will deliver less than optimum results.
Leaders are innately curious about how the world works - and that curiosity propels business, technological, and social progress by asking great questions.
A program manager encouraged his staff to be open and blunt with him, with each other, and with others in the business. One day he asked his coach, "My people don't suggest as many ideas as they once did. Sometimes I feel like they aren't telling me the whole story. Why"
The coach provided feedback: "Do you recall last week's staff meeting when you said the new approach that Ian suggested was the dumbest thing you had ever heard?"
The program manager responded, "yes, I said that--but even you thought it wasn't a viable option."
The coach continued, "As presented, his idea did seem unworkable. But judgments like that derail creativity. I was actually curious why an experienced engineer like Ian would think it was a good idea. If you had asked him, you might have uncovered the golden nugget behind his idea. Your more outspoken staff aren't affected by judgments, but mild-mannered or easy going ones like Ian become reluctant to suggest controversial ideas."
The reluctance had turned the program manager's conversations into one-side rituals instead of the vigorous discussions of bold strategies that he wanted to encourage.
Experts make decisions instantly because unconsciously they believe they know everything they need to know. Effective leaders see the fallacy in that thinking and escape from the "knowing trap" by keeping an open mind and asking questions to learn more.
The ‘leader as coach’ can use these 13 coaching points to open up the creativity of the group conversation:
1. Accept that the leader is not in control.
2. Listen. Even though this skill is included in virtually every interpersonal skills course, most of us still have not mastered it.
3. Pay attention to what is not being said, as well as to what you hear.
4. Probe for information without conducting an inquisition.
5. Help others create a clear goal for the conversation.
6. Give everyone a complete picture of what is currently happening in regard to the goal.
7. Provide an opportunity to generate a number of options for closing the gap between what’s happening now and what the organisation wants.
8. •Establish commitment to pursue the next steps.
9. Coach, don’t judge.
10. Guide the others to his/her own solutions.
11. Suspend your expertise.
12. Monitor your own beliefs.
13. Watch what you are doing.
Reference: Leadership Conversations: Challenging High Potential Managers to Become Great Leaders, Alan S. Berson and Richard G. Stieglitz and Coach2 coach newsletter, 16/2/2013.
Business Tips
Conversations Leaders Must Have
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