The FOUR Conversations

The FOUR Conversations
DAILY COMMUNICATION THAT GETS RESULTS Jeffrey Ford and Laurie Ford

“Talk is the lifeblood of managerial work”
Deborah Tannen The Power of Talk Harvard Business Review

Objectives for today: Introduce the Four Conversations and the elements of effective workplace communication Assist you in upgrading the communication in your workplace to generate more accomplishment, engagement, and satisfaction for everyone

Self-Assessment Worksheet
What are you working on? 1. 2. 3. How’s it going? 1. Which of the 9 limitations do you have in your workplace? Lateness Poor work quality Difficult people Lack of teamwork Poor planning and workload overwhelm Insufficient resources and support Complaints Blaming Gossip Have participants fill out their Exercise: Limitations at Work handout. Answer two questions: How serious are these limitations in your workplace? Rate each one on a scale of 1 (not a problem) to 5 (a big problem, costs resources or morale) Why do you think they happen?

Aspects of Communication
There are 3 ways to respond to a request: Accept: Yes, I agree to provide the action or result at the time requested Decline: No, I do not agree to do that. Straight talk Covert: Saying yes, Doing no Counteroffer: No, I do not agree to that, but I propose an alternative. Remember: Saying “Yes” is a Promise Saying No is Sometimes Necessary INTENT DELIVERY RESULTS PRODUCED

Internal States vs. Results
Hopes Expectations Feelings Beliefs Values Motivations Stories Likes and dislikes EXTERNAL RESULTS Words spoken Products delivered Services provided Deadlines met Budgets balanced Projects completed Promotions gained Agreements signed

Practical Communication
There are 3 ways to respond to a request: Accept: Yes, I agree to provide the action or result at the time requested Decline: No, I do not agree to do that. Straight talk Covert: Saying yes, Doing no Counteroffer: No, I do not agree to that, but I propose an alternative. Remember: Saying “Yes” is a Promise Saying No is Sometimes Necessary Slow down & think: what do you want? Results Produced? Or Not? SPEAK! Use four conversations.

Barriers in a Successful Workplace
Lateness Poor work quality Difficult people Lack of teamwork Poor planning and workload overwhelm Insufficient resources and support Lack of accountability

Unproductive Conversations
COMPLAINTS BLAMING GOSSIP Unproductive conversations - Complaints, blaming, gossiping Complaints – usually lack commitment Blaming – undermines accountability Gossip – reduces trust

Common Workplace Issues A problem? Why? Lateness? Poor quality work? Difficult people? Lack of teamwork? Poor planning? Insufficient resources? Lack of accountability? Complaining? Blaming? Gossip? Which of the 9 limitations do you have in your workplace? Lateness Poor work quality Difficult people Lack of teamwork Poor planning and workload overwhelm Insufficient resources and support Complaints Blaming Gossip Have participants fill out their Exercise: Limitations at Work handout. Answer two questions: How serious are these limitations in your workplace? Rate each one on a scale of 1 (not a problem) to 5 (a big problem, costs resources or morale) Why do you think they happen?

Four Productive Conversations
#1. Initiative Conversations Introduce a new goal, propose an idea, or launch a change in a positive way to attract people to follow your leadership

#2. Understanding Conversations Have people create their own role in the new initiative by asking useful questions and contributing good ideas

#3. Performance Conversations Support people in getting into action by making requests, making promises, and establishing agreements for performance

#4. Closure Conversations Help people put the past behind them and move forward with credibility, a positive attitude, and a sense of accomplishment

All Four Conversations are Important
Initiative conversations - Give people enthusiasm, interest, and purpose Understanding conversations – Help people engage, step up to participation Performance conversations – Support getting accurate, complete, and on time results Closure conversations – Avoid a buildup of resentment, cynicism, or mistrust

Four Productive Conversations Strong? Need work? 1. Initiative Conversations 2. Understanding Conversations 3. Performance Conversations 4. Closure Conversations Which of the 9 limitations do you have in your workplace? Lateness Poor work quality Difficult people Lack of teamwork Poor planning and workload overwhelm Insufficient resources and support Complaints Blaming Gossip Have participants fill out their Exercise: Limitations at Work handout. Answer two questions: How serious are these limitations in your workplace? Rate each one on a scale of 1 (not a problem) to 5 (a big problem, costs resources or morale) Why do you think they happen?

Use the “Accomplishment Ingredients”
To help someone accomplish something, even a small task, include “Accomplishment ingredients”: What are we trying to accomplish? When do we want to accomplish it? Why is this accomplishment important? If you leave one ingredient out, there is no opportunity for accomplishment. Conversations might be missing important ingredients – such as not saying What you want, or When or Why you want it. To help people accomplish something, even a small task, remember to add the “Accomplishment ingredients”: What are we trying to accomplish? When do we want to accomplish it? Why is this accomplishment important? What happens if you leave one out? (get examples from participants)

… And the Resource Ingredients
To support people’s accomplishment, add “Resource ingredients” to your conversation: Who else is involved? Where will the resources come from? And Where will the results go? How will it get done? If you leave one ingredient out, there is confusion about resources and participation. Conversations might be missing important ingredients – such as not saying Who else is involved, or Where the resources or benefits are going to be, or How things will get done. To help people accomplish something, even a small task, remember to add the “Resource ingredients”: Who are the key players? Who else will be involved? Where will the resources come from? Where will the benefits show up? Where are the key players and customers located? How will we do this? How will the work get done? How can we plan the work and the resources to get the results we want? What happens if you leave one out? (get examples from participants)

Conversational Ingredients Always Say These? 1. ACCOMPLISHMENT Ingredients What – When – Why 2. RESOURCE Ingredients Who – Where – How Which of the 9 limitations do you have in your workplace? Lateness Poor work quality Difficult people Lack of teamwork Poor planning and workload overwhelm Insufficient resources and support Complaints Blaming Gossip Have participants fill out their Exercise: Limitations at Work handout. Answer two questions: How serious are these limitations in your workplace? Rate each one on a scale of 1 (not a problem) to 5 (a big problem, costs resources or morale) Why do you think they happen?

Key Points to Remember Some conversations slow things down
The Four Conversations are productive: Initiative, Understanding, Performance, Closure Productive conversations have Accomplishment and Resource Ingredients Key Points to Remember Some conversations are not productive Four conversations are productive: Initiative, Understanding, Performance, Closure Conversations need six ingredients: What-When-Why and Who-Where-How Most problems, in work and in the rest of life, can be resolved with conversation Most problems at work, and in life, can be resolved with productive conversations

How – and Why – to Use The Four Conversations

Initiative Conversations: Create a Future
Leadership is not about position, title, or authority. Leadership is about conversations for a future.

Land A Man on the Moon… “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth. No single space project in this period will be more impressive to mankind, or more important for the long-range exploration of space; and none will be so difficult or expensive to accomplish. Let it be clear – and this is a judgment which the Members of the Congress must finally make – let it be clear that I am asking the Congress and the country to accept a firm commitment to a new course of action, a course which will last for many years and carry very heavy costs. If we are to go only half way, or reduce our sights in the face of difficulty, in my judgment it would be better not to go at all.” President John F. Kennedy Speech to Joint Session of Congress May 25, 1961 This is an initiative conversation – it is speaking for a future and inviting others to share in fulfilling that future. This is not some “pipe dream”, nor some “idle chatter”, it is a committed conversation in which President Kennedy is putting his name and the weight of the Presidency behind a proposal. This is not simply a “good idea” – it is a serious, no kidding commitment to a future. It is, in the language of this book, and Initiative Conversation

The Accomplishment Ingredients
The Kennedy Future The Accomplishment Ingredients What: Land a man on the moon and return him safely to the earth When: Before this decade is out Why: Impressive to mankind, important for the long-range exploration of space THE KENNEDY FUTURE What did he want to accomplish? Land a man on the moon and return him safely to Earth. When did he want it to happen? By the end of the decade (60’s). Why did he say it mattered? It would be impressive and important, [counters Soviets]. Who needed to be involved? Congress and the nation’s people. Where would resources come from? Congress and the nation’s people. How might it be accomplished? It would be difficult, and take a long time. Futures have a short half-life. They are quickly and easily forgotten. Organizations and the people in them are already full of conversations. How many of you have been in meetings or sessions and at some point you say “That’s it, I can’t listen anymore, I’ve had enough”. For some of you that may have already happened here in this meeting! The natural condition for people is to forget. Forgetting is normal. Remembering is unusual. What does this mean for those of us who are trying to accomplish something new? You have to REPEAT THINGS. Saying it once is not enough. The idea “I told them, they should remember – after all, they are adults” simply doesn’t work very well. And even if they remember, they may not remember one of the what, why or when. Interestingly, people don’t need to agree with the Why in order to go along, they just to know there is a reason for doing this. We have worked with many people in organizations that are going through numerous changes. The people who were affected by the changes are sometimes upset about the changes, but they are even more upset if they are not told Why the changes matter. Not being told Why can be perceived as a sign of disrespect.

The Resource Ingredients
The Kennedy Future The Resource Ingredients Who needed to participate? Members of the Congress and the country Where would resources come from? A judgment which the Members of the Congress must finally make to accept a firm commitment to a new course of action How could it be accomplished? Difficult and expensive to accomplish – don’t go half way THE KENNEDY FUTURE What did he want to accomplish? Land a man on the moon and return him safely to Earth. When did he want it to happen? By the end of the decade (60’s). Why did he say it mattered? It would be impressive and important, [counters Soviets]. Who needed to be involved? Congress and the nation’s people. Where would resources come from? Congress and the nation’s people. How might it be accomplished? It would be difficult, and take a long time. Futures have a short half-life. They are quickly and easily forgotten. Organizations and the people in them are already full of conversations. How many of you have been in meetings or sessions and at some point you say “That’s it, I can’t listen anymore, I’ve had enough”. For some of you that may have already happened here in this meeting! The natural condition for people is to forget. Forgetting is normal. Remembering is unusual. What does this mean for those of us who are trying to accomplish something new? You have to REPEAT THINGS. Saying it once is not enough. The idea “I told them, they should remember – after all, they are adults” simply doesn’t work very well. And even if they remember, they may not remember one of the what, why or when. Interestingly, people don’t need to agree with the Why in order to go along, they just to know there is a reason for doing this. We have worked with many people in organizations that are going through numerous changes. The people who were affected by the changes are sometimes upset about the changes, but they are even more upset if they are not told Why the changes matter. Not being told Why can be perceived as a sign of disrespect.

Initiative: Propose an Accomplishment
What: Propose an idea for an attractive and worthwhile future Stay positive, focus on the future we want, not the one we want to avoid When: Propose a “by-when” and use timelines as needed Why: Show people the value of making it happen

With regard to what YOU are working on… 1. 2. Where can you benefit from using stronger Initiative conversations? _____________________ Which of the 9 limitations do you have in your workplace? Lateness Poor work quality Difficult people Lack of teamwork Poor planning and workload overwhelm Insufficient resources and support Complaints Blaming Gossip Have participants fill out their Exercise: Limitations at Work handout. Answer two questions: How serious are these limitations in your workplace? Rate each one on a scale of 1 (not a problem) to 5 (a big problem, costs resources or morale) Why do you think they happen?

Tips: Initiative Conversations
Commit to the accomplishment, not the resources Collaborate with useful authorities to align on the accomplishment and talk about resources Plan your Initiative Conversation to get people’s attention and jumpstart new thinking Don’t over-initiate: see things through Most common mistake: Assuming people remember what they are working to achieve. They don’t, so remind them often.

Understanding Conversations: Include and Engage
Get people involved. Clarify and explain. It takes dialogue.

What Do People Understand?
People add their own meanings to whatever they hear What does this do to your message?

Understanding Understanding
Understanding Conversations create the pathways to accomplishment Explanation is not understanding – people must participate People need help to get engaged – they rarely engage by themselves Understanding does not cause action – that is not its purpose

Understanding Conversations
Engage people in creating the plan. Ask: Who should be involved? Who are our customers? Suppliers? Where are the people and resources we need? How can we be successful? How does this change my job? Then LISTEN…

Four Signs of Engagement
You are clarifying the initiative and improving the WHAT-WHEN-WHY You are giving people problems and they are generating ideas and solutions People are clarifying what they mean by certain words and phrases, or inventing new terms that make sense to multiple groups It gets easier to stop or redirect negativity

The “No-Action” Trap If they understand, they will take the right actions. Not true. There is a particular trap that occurs with understanding conversations. We call it the “No Action Trap” because it results in no action being taken. The structure of the trap is, If other people know and understand what is required, needed, expected, etc, then they will take the right actions. But it doesn’t work that way. How many of you want to lose weight or be more physically fit. Do you already know how to do that? So, you know and understand what is required, but you aren’t doing it. ASK: Can you see places where you have run into the “No Action Trap”? What were these?

They seem to understand the initiative, but they aren’t participating in the discussion. Where are you waiting for someone to get engaged? ASK: Do they have ideas on Who to contact? Where the resources might be? How the work could get done? 1. 2. Which of the 9 limitations do you have in your workplace? Lateness Poor work quality Difficult people Lack of teamwork Poor planning and workload overwhelm Insufficient resources and support Complaints Blaming Gossip Have participants fill out their Exercise: Limitations at Work handout. Answer two questions: How serious are these limitations in your workplace? Rate each one on a scale of 1 (not a problem) to 5 (a big problem, costs resources or morale) Why do you think they happen?

Tips: Understanding Conversations
Use a Q&A format: you want their input! - What needs to be done to accomplish this? - What is a good schedule for us to do it? - Are there any good measures of success? Repeat as needed: What we want, When we want it, and Why it matters Stand by your initiative, but be willing to collaborate for the goal and the plan Bonus: New knowledge, new vocabulary, new solutions.

Performance Conversations: Ask and Promise
Make requests and get commitments. Performance rarely happens spontaneously. Performance Conversations: Ask and Promise Make requests and set up agreements. Performance rarely happens spontaneously.

What is “Performance”? Taking an action Producing a result
Delivering a service or communication NOTE: Understanding does not cause performance.

The Foundation of Performance
Request + Promise = Agreement What action or result do you want? By When do you want it? Why does it matter?

The Likelihood of Taking Action
Condition Likelihood of Taking Action If you hear an idea If you consciously decide to adopt it If you decide when you will do it If you plan how you will do it If you commit to someone else you will do it 10% 25% 40% 50% SAY: How likely is it that someone will take action on an idea? There was a study done by ASTD in which they investigated this very question. 65% is around the average chance that people will take action - I obtained this from managers in my Mastery of Execution class. In general, the managers tend to be more reliable than the people they work with. 65%

Make Requests Ask! Will you do What is wanted?
Be specific about the results Will you do it When it is needed? Give and get deadlines Do you understand Why is it important? People need a context Yes, you have to ask.

Request: Canonical Form
I request that you do (or deliver) X (X = What) by time Y (Y = When) so we (or they) can Z (Z = Why) Do you accept my request?

Responses to Requests ACCEPT DECLINE COUNTER- OFFER
There are 3 ways to respond to a request: Accept: Yes, I agree to provide the action or result at the time requested Decline: No, I do not agree to do that. Straight talk Covert: Saying yes, Doing no Counteroffer: No, I do not agree to that, but I propose an alternative. Remember: Saying “Yes” is a Promise Saying No is Sometimes Necessary ACCEPT DECLINE COUNTER- OFFER

Make a Request – Examples
Will you update me on the status of the computer conversion project in today’s 3:00 pm staff meeting so that I am prepared to answer the CIO’s questions? Can you approve my proposal before Friday so that I can submit it for Developmental Funding? Please pick up a pizza on the way home from work today for Patty’s slumber party.

Hinting Is NOT a Request
Just look at that lawn – it sure needs mowing! Um Amazing how quickly grass grows around here. Yeah - wouldn’t take much effort to pull out the lawn mower and go round a few times. Uh huh. sure would be nice to have it done! Michael, you have been sitting on your butt for the last two hours! – why didn’t you mow the ruddy LAWN?!! Gee, Dad… I don’t know. … I would’ve if you’d asked me to! Just look at that lawn – it sure needs mowing. Amazing how quickly grass grows around here. Wouldn’t take much effort to pull out the lawn mower and go ‘round a few times. Sure would be nice to have it done. Michael, you have been sitting on your butt for the last two hours. Why didn’t you mow the lawn? Gee dad, I don’t know. I would’ve if you’d asked me to!

With regard to the things you are working on, identify and write out two requests you could make to get what you want from some individual or group. 1. 2. EXERCISE: GETTING WHAT YOU WANT (fill out the form, then paired-share) Identify one or two people and something you would like from each of them. What do you want? Who can do that for you, or deliver it to you? Write out the requests you would make to have them give you what you want.

When They Accept Your Request
Get a “good promise”. It’s OK to … Ask: Are you clear on What, When, and Why? Ask: Are you available? Ask: Do you have the necessary resources? Ask: Is there anything in the way? Ask: Are you saying “Yes”? Request + Promise = Agreement PROMISE Promises = Agreements for What-When-Why, and… Who-Where-How Who can make the promise? Where will the resources be? Where will the results go? How Will the Job Get Done? Request + Promise = Agreement means that the accomplishment AND resource ingredients are all present. Are they clear on WHAT is being asked for, BY WHEN, and WHY? It helps to have a Checklist or Work Plan Are they available to do the work? It helps if they check their calendars. Do they have the necessary resources or know where to get them? Is there anything that could prevent them from succeeding? Are they accepting the request? Are they saying yes?

Listen to Their Promises…
I will update you on the status of the computer conversion project in today’s 3:00 pm staff meeting so that you are prepared to answer the CIO’s questions. I will approve your proposal before Friday so that you can submit it for Developmental Funding. Yes, I will pick up a pizza on my way home from work today for Patty’s slumber party. All ingredients are included in the Request + Promise = Agreement: What – When – Why – Who – Where - How

Promise: Canonical Form
I promise to do (or deliver) X (X = What) by time Y (Y = When) so we (or they) can Z (Z = Why) I accept your request.

Is There Anything YOU Want?
What promise could you make that would encourage others to help you get what you want?

With regard to the things you are working on, identify and write out two promises you could make that might help you get what you want. 1. 2. EXERCISE: GETTING WHAT YOU WANT (fill out the form, then paired-share) Identify one or two people and something you would like from each of them. What do you want? Who can do that for you, or deliver it to you? Write out the requests you would make to have them give you what you want.

Performance Conversations: It’s About Agreements, Part 1
Confirm the Agreement Your expectations are not their promises Make sure they are not “saying Yes and doing No” Eliminate uncertainty, for you and for them

Performance Conversations: It’s About Agreements, Part 2
Manage the Agreement Help people remember Make agreements visible – use charts Make agreements audible – reference them in meetings

Tips: Performance Conversations
Learn from common mistakes: Make clear requests Get good promises Confirm agreements by inquiring about schedules, resources, barriers, and opinions.

Closure Conversations: Create Endings
An incomplete past can prevent a new future. Closure Conversations: Create Endings An incomplete past can prevent a new future.

Closure Conversations
Create accomplishment. “We finished the project!” Create acknowledgment. “Thank you for the work you did on ….” Create completion. “What worked? What didn’t?” Close the book on past goals, requests, promises.

The Likelihood of Taking Action
Condition Likelihood of Taking Action If you hear an idea If you consciously decide to adopt it If you decide when you will do it If you plan how you will do it If you commit to someone else you will do it 10% 25% 40% 50% Remember this chart and how the likelihood of someone taking actions goes up to 65% when a promise is made. But look what happens if you schedule a closure conversations with the person to whom you have made the promise – the likelihood of you taking action goes to 95%. Getting Good Promises AND Following through with Closure Conversations BUILDS ACCOUNTABILITY. The promises tell me what I am accountable for (Result x by time y) and the closure conversations ask me to account for my promise. 65% 95% If you have a specific accountability-appointment with the person you made the promise to

Build a Reputation for Closure
Make appointments to follow up Let people know you are tracking your to- do’s (and their promises) Create completion for yourself and others

Three A’s of Closure Acknowledge the facts: Say what’s so
Address persistent complaints and conditions Appreciate the people Recognize accomplishment & contribution Apologize for mistakes & misunderstandings Take responsibility, even if you didn’t “do it”

Applying the Three “A’s”
I am acknowledging that we are starting late. We agreed to begin at 9AM, it is now 9:10. I also want to thank each of you for being here. I know there is a lot going on with all the remodeling, and it would have been easy to use that as an excuse for not attending. Thank you for making it to this meeting. Finally, I apologize for not getting the agenda to you before yesterday, and for any misunderstanding or last-minute work that may have created for you.

1 - What facts can you Acknowledge to complete old business in your workplace? What can you say to Appreciate people who have performed well at work? What mistakes & misunderstandings could you Apologize for? EXERCISE: GETTING WHAT YOU WANT (fill out the form, then paired-share) Identify one or two people and something you would like from each of them. What do you want? Who can do that for you, or deliver it to you? Write out the requests you would make to have them give you what you want.

Amend Broken Agreements
The 4th “A” of Closure Amend Broken Agreements Recognize Report status Repair Amend Broken Agreements Recognize that an agreement has been broken. State the broken agreement to the person or group who has broken the agreement. You don’t need to be critical or make anyone wrong – just the facts: we did not keep our promise. Report on the status: What exactly is incorrect, missing, or obsolete? Repair it: handle the consequences. What are the costs, to you or others, of the broken agreement? What can be done to make amends, or repair the damage? Recommit by making a new agreement. What can you promise now? Can you promise to repair the damage, pay the costs, complete the agreement at a new deadline? If not, what can you promise? Recommit

4 - What broken agreements from the past could you Amend, to update them for today? Recognize - What was the agreement? How did you know that a promise was not kept? Report - What exactly was incorrect, missing, incomplete, or out of date? Repair - What were the costs, to you or others, of the broken agreement? What was – or could be - done to make amends, or repair the damage? Recommit - What new agreement was – or is – appropriate? What could you now promise? EXERCISE: GETTING WHAT YOU WANT (fill out the form, then paired-share) Identify one or two people and something you would like from each of them. What do you want? Who can do that for you, or deliver it to you? Write out the requests you would make to have them give you what you want.

Closure Conversations – When to Have Them?
At the end of the project At the end of the week When a promise is kept When a promise is not kept On the deadline date, finished or not When bad news arrives When good news arrives When things get interrupted. Etc, etc, etc.

Closure Conversations Create…
Clarity & progress in discussions Accomplishment Recognition of facts, people, and circumstances The opportunity for a fresh start – no matter what conversation you’re having Create completion. Debrief the promise, the project, the performance. What worked? What didn’t work? Close the loop on past goals, requests, and promises. Take things off the list. This avoids the conversations about “Whatever happened to that idea, those people, ______?” Create accomplishment. We finished X. We did it! Create recognition. Thank you for the work you did on _______” Create velocity. Move on to the next thing. Use the energy of accomplishment to envision a new future. Re-start the cycle of productive conversations.

Using the Four Conversations
Initiative – Propose and launch a future Understanding – Align on a future: Relationship, dialogue, problem-solving Performance – Requests + Promises = Agreements Closure – Complete the past, create accomplishment

Your Conversational Profile People have conversational patterns
According to a study commissioned by MCI Conferencing, in the U.S. more than 11 million meetings take place every day. The average professional attends about 62 meetings a month, lasting roughly an hour each, which comes out to about eight workdays a month. The professionals surveyed, on average, classified 50 percent of the time spent in those meetings as “a complete waste”.

Different Conversational Patterns
(Refer participants to their own Conversational Profile, from the last Exercise) We have collected data from managers in the MBA classes. These practicing managers kept logs tracking which kinds of conversations they had. Here are four patterns of the conversations of four different managers. Overall, we have found that: Initiative - The least used conversation – people tend to launch in to Understanding Conversations Understanding - The most over-used conversation Performance - The least developed conversation – very few people use deadlines or make “good promises”. People are not very specific about what they want or when they want it. Closure - The most neglected conversation – people are not good at acknowledging some facts (they fear it will become “confrontational”) and they are not rigorous about completion that includes appreciation, apologies, and making reparations for the costs of broken agreements

“Inert” Profile RESULTS: Very few ATMOSPHERE: Frustrated, Conflict

“Clogged Pipes” Profile
RESULTS: Very few ATMOSPHERE: Negative, Complaining

“All Talk, No Action” Profile
RESULTS: Few ATMOSPHERE: Positive, Inclusive

“Gain With Pain” Profile
RESULTS: High, fast ATMOSPHERE: Burned Out, Uncertain

Lots of conversations, but poor results.
Case: Michelle Before Lots of conversations, but poor results. After More deadlines and follow-up + more promises + more unreasonable = Back on track From Michelle’s log, she saw she was using only two of the four conversations. When she practiced adding Initiative and Closure conversations, she got her project moving again.

Case: Jason Project 1: Moving ahead New kind of project, going well.
Project 2, Same people: Project stalled “Standard” type project, missing deadlines. Jason had the same team of people working on two different projects. On project 1, things were going well, and project 2 was not. The project where he used all four conversations was moving along well, but the other project was stalled.

EXERCISE: GETTING WHAT YOU WANT (fill out the form, then paired-share) Identify one or two people and something you would like from each of them. What do you want? Who can do that for you, or deliver it to you? Write out the requests you would make to have them give you what you want.

Change Your Talk: Benefits for You
From a study of 25 managers Average # Items Due FROM Others % of Items Due Delivered on Time Before After 10 56% 10 95%

Change Your Talk: Benefits to Others
From a study of 25 managers Average # Items Due TO others % of Items Due Delivered on Time Before After 14 71% 18 98%

Revisit Worksheet #1 With regard to What you are Working on, identify any changes you see to make in your conversations that will improve the pace, coordination, or results of those projects. 1. EXERCISE: GETTING WHAT YOU WANT (fill out the form, then paired-share) Identify one or two people and something you would like from each of them. What do you want? Who can do that for you, or deliver it to you? Write out the requests you would make to have them give you what you want.

Tips: Changing Your Talk
Consider letting people know you plan to add new conversations or ingredients to the way you talk. It can help them help you. There is no “right way” to talk. Experiment with your conversations and ingredients. Tone and timing matter. Think about the results you want from your conversations, and bring more attention to quality and respect in the way you interact.

Your Conversational Workplace: What is Missing?
According to a study commissioned by MCI Conferencing, in the U.S. more than 11 million meetings take place every day. The average professional attends about 62 meetings a month, lasting roughly an hour each, which comes out to about eight workdays a month. The professionals surveyed, on average, classified 50 percent of the time spent in those meetings as “a complete waste”.

Revisit Your Page #1 Worksheet
Lateness Poor work quality Difficult people Lack of teamwork Poor planning and workload overwhelm Insufficient resources and support Lack of accountability

Revisit Worksheet #1 Could conversations resolve some workplace barriers? Do you need more Initiative Conversations to clarify goals for the future? Understanding Conversations to help people get engaged? Performance Conversations for clearer requests, promises and agreements ? Closure Conversations to complete the past and gain a sense of accomplishment ? Or more Accomplishment Ingredients to remind people WHAT we want to accomplish, WHEN we want it, and WHY it matters? Or more Resource Ingredients to engage people in seeing WHO needs to be involved, WHERE things are, and HOW to get things done? EXERCISE: GETTING WHAT YOU WANT (fill out the form, then paired-share) Identify one or two people and something you would like from each of them. What do you want? Who can do that for you, or deliver it to you? Write out the requests you would make to have them give you what you want.

“Communication works for those who work at it.”
John Powell

Thank You / Closure Today’s program is complete. You are terrific! We’re sorry we couldn’t serve champagne and caviar on the breaks. We’ll be available for your questions and ideas. Free newsletter: Blog:

Personal Performance Build Credibility and Accomplishment with Performance and Closure Conversations

Objectives of this Session
To provide a solid foundation for improving your effectiveness and success at work based on the Law of Accomplishment. Managing Your Promises = Managing Your Schedule = Managing Your Personal Performance with requests, promises, and closure conversations

Is Accomplishment Missing?
I rarely experience that what I do matters I react to demands rather than having a sense of control I am often overwhelmed by all there is to do I spend time waiting for others to do things that should have been done I’m worried or stressed if things will get done I find I am frequently scrambling to get things done I don’t have time to clean up the clutter and messes There are too many last-minute changes Things fall through the cracks - not enough time for it all

The Law of Accomplishment
The accomplishment of anything requires a sufficient period of time in which to accomplish it. If we do not allocate a sufficient period of time to get something done, it cannot get done.

Performance Agreements
When we say “Yes”, that’s our promise. We need to allocate sufficient time to accomplish what we say we will do.

Beware – The Multiplier Effect
Every “item” you say “Yes” to will require doing additional “items” to accomplish it. This multiplies the total number of things to be done to honor your promise. 1 item generates 6-10 additional items that need to be done. 10 things you say yes to = things you need to do and handle to get the 10 things completed

Multiply Tasks, Multiply Stress
How to cause stress for yourself and others: Say “Yes” and Do No When we don’t follow through to get it done right, we multiply stress

When You Say Yes, DO Yes Your credibility = what others believe about your word Even very good reasons do not change the results. People remember.

Yes = Opportunity and Threat
“Yes” is an opportunity for accomplishment And a potential threat to your reputation You gotta do what you say you’ll do.

The Question How can we allocate sufficient time to complete what we have agreed to do?

How to Obey the Law of Accomplishment #1
Capture your promises. If you can’t find it or remember it, you can’t accomplish it. Capture it completely – in one place. Record the particulars of what is to be done and delivered. Record the timeline and due date specifics. Record where – and to whom – it is to be delivered.

Where do you “capture” your promises?
Exercise 1 Where do you “capture” your promises? Using the list of “Capture Tools”, check those you use, even occasionally. Note whether they work well for you – or not. Give people schedule and case of Irma and have them figure out how she is going to get it all done.

Steno Pad Voice Recorder Smart Phone
“Capture” Tools Steno Pad Voice Recorder Smart Phone

2. Determine the time periods needed to complete the accomplishment. If you don’t know the “time periods” required, you can’t schedule it. What are the different tasks required? How much time will each task require to complete? How can you break up long time periods into shorter easy-to-schedule ones?

Barriers to Effective Scheduling
People don’t “study” their work to find out how long tasks really take, so they are occasionally surprised and frequently frustrated. People are optimistic. We underestimate the time it will take to complete a job and allow for problems that might arise. We schedule appointments, but we forget to schedule the work we need to do. The planning fallacy – we overestimate our ability and underestimate the problems even when we have experience We have an average of 11 minutes to work on something before we will be interrupted The above average bias – people think they are above average – studies that 25% of people think they will be in the top 10% of class The invulnerability bias – yes, but it won’t happen to me

Example: A Professor’s Promise
How many “time periods” are needed to grade exams for MBA class? Tasks to Do Time Required to Complete Prepare answers for questions 1 hour Grade exams (12 questions) 6 hours (approx ½ hr per question) Record grades, put in system TOTAL TIME 8 hours Time allocation: One 8-hour time period? Two 4-hour time periods? Four 2-hour time periods?

When Do You Say it Will Get Done?
Soon When I can get to it Tomorrow Next week In a few minutes Tuesday Later ASAP This is the primary place where we are in an argument with reality

When Does it Actually Get Done?
Things get done in a specific period of time. On a specific date, e.g., March 2nd 2011 With a specific start and a specific end time, e.g., 9:15 AM to 12:45 PM EST. This is true independent of our commentary about it. “I spent all day working on this.” “I had to call four people to get the information.”

How would you schedule a Day in the Life of Ima Busi?
Exercise 2 How would you schedule a Day in the Life of Ima Busi? Using the list of “To-Do’s” on Ima Busi’s list, create a schedule for her day that will allow her to complete everything she has agreed to do. Give people schedule and case of Irma and have them figure out how she is going to get it all done.

A Schedule sched-ule (skejool, -oo-l, skejl) n. 1. A list of times of departures and arrivals; a timetable. 2. A plan for performing work or achieving an objective, specifying the order and allotted time for each part 3. A printed or written list of items in tabular form. 4. A program of events or appointments expected in a given time. Excerpted from American Heritage Talking Dictionary. Copyright ⌐ 1997 The Learning Company, Inc. All Rights Reserved.

Adapted from Mission Control Productivity Inc.
This Is Not A Schedule To Do: Water Usage report RFP review Project Review meeting When will these be done? What about travel time to & from lunch? What about ? What about interruptions? Lunch w/ state officer This is a mistake. Candidate Interview Adapted from Mission Control Productivity Inc.

Schedule Specific Time Period(s) to Do the Work
On A Specific Date Specific Beginning Time SPECIFIC PERIOD OF TIME A Duration of time Specific Ending Time

Adapted from Mission Control Productivity Inc.
This Is A Schedule Respond to urgent – reschedule Project Review Mtg RFP reviewed, handed to delivery guy Handled interruptions from staff Travel to lunch – take cab Lunch meeting w/ Bravo’s This is a mistake. Travel to office – take cab Candidate Interview – notified HR of decision Handled interruptions from staff Water Usage report drafted and submitted to boss Adapted from Mission Control Productivity Inc.

3. Determine the time available in your schedule to do the work necessary to complete your promises. Assuming there is time = Saying Yes, but Doing No. Put appointments in your schedule. Schedule your routine and recurring events. Allocate time for unplanned conversations and other interruptions. Mark the time periods available for “accomplishment work” and schedule those tasks.

How Much Time is Available?
Study your workday – how does it really look? What are the appointments you have already committed on your schedule? What are the routine things that happen almost every day? What are the recurring events, such as meetings? What about the unplanned conversations, also known as “interruptions”? The time available is not the same as the time needed. Availability is a function of what else you have committed to and what you are willing to revoke

Appointments, Routines, and Recurring Events
Identify and schedule the appointments PLUS all the standard things you do – things like morning staff meetings, lunch, or meetings with your team. Staff Meeting Lunch Project Review Meeting

Unplanned Conversations
Staff Meeting Lunch Project Review Meeting Schedule time for “unplanned conversations” at times you notice they are most likely to happen. This is like an insurance policy for your schedule. Interruptions Interruptions Interruptions

Time Available for Doing the Work on Your Promises
Staff Meeting Lunch Project Review Meeting After scheduling appointments, routines, recurring events, and interruptions, what’s left are the periods of time you have available for accomplishing things. Interruptions Interruptions Interruptions

Egad! That’s Not Enough Time!
It’s true. If you: Schedule appointments, routines, and interruptions And leave minutes between scheduled activities to allow for transitions You won’t have as much time as you thought. But you will know how much time you REALLY have.

Exercise 3 Put your Prior Agreements into a sample work week calendar:
Appointments, Routines and recurring events, “Unplanned conversations”. Mark out the time you have available for “accomplishment work”.

Dealing With Reality The fact is, we all have the same amount of time every day. Successful personal performance is a product of mastering the reality of your schedule. Your appointments, routines, and recurring events are “Prior Agreements” Be responsible for “unplanned” activity

Schedule your work, then use your schedule Be responsible for the choices you make: Before committing to a deliverable and a timeline, check your schedule Schedule what you are really going to do. If you can’t schedule it, don’t promise it. Managing Your Promises = Managing Your Schedule = Managing Your Personal Performance

Personal Performance Tips
Schedule Outcomes rather than To-Do’s: Outcome = Sold my car. To do = Call Car Dealer Something in your schedule over and over – and you never do it? Change the wording – phrase it as an accomplishment Change the time you schedule it – maybe it’s not a morning kind of thing Schedule Breaks – you are not a machine Review and modify your schedule regularly

When your schedule is full, communicate. Remove or reschedule your prior agreements Communicate with the people affected: You can negotiate changes. Remember: it takes time to communicate.

Communicate About Schedule Changes
Put Closure Conversations to work! Acknowledge the facts: Say what’s so. Appreciate the people and what they do Apologize for mistakes & misunderstandings Amend broken agreements – take responsibility for the consequences your schedule change creates for other people

Communicate: Let People Know…
You schedule your work and work according to your schedule. You are willing to change your schedule if they can help you make the change. You will let them know in advance whenever changes in your schedule will affect them If you – or they – wonder about schedules, you promise to communicate.

How to Obey the Law of Accomplishment, Summary
Capture your promises Determine the time periods needed to complete the accomplishment Determine the time available in your schedule to do the work Do the work, use the schedule. Communicate: Tell people you use your schedule as a tool to accomplish what you promise.

Managing Your Personal Performance
Managing Your Promises = Managing Your Schedule = Managing Your Personal Performance with requests, promises, and closure conversations QUESTIONS? IDEAS?

Team Performance, Project Performance

Objectives for this session:
Learn how to use the Four Conversations for Team and Project Performance See ways to: Use Understanding dialogues to create Productive Relations, define Deliverables, and adopt Practices to boost group performance Use Performance and Closure conversations to play and win

The Four Conversations
CLOSURE / COMPLETION Complete the past Acknowledge facts: What, When, Why Appreciate people: Who, Where, How Apologize for mistakes Amend broken agreements INITIATIVE / INTENTION / CONTEXT Propose a future: What do you want When do you want it Why does it matter PERFORMANCE / AGREEMENT Requests + Promises = Agreement What will you do When will you do it Why is it important Who is involved Where are resources and results How will you do it UNDERSTANDING / DIALOGUE Align on a future: Relationship / Creative problem solving How will it get done

How Projects Happen

The Romance of the Team A group engaged in reaching a common objective
Shared spirit Shared energy Shared goals A promise to assist one another

A Poll of 23,000 Employees from Steven Covey’s book, “The 8th Habit”
63% do not understand what their organization is trying to achieve and why 80% do not have a clear “line of sight” between their tasks and their team’s and organization’s goals

Oh Yeah. Team. Big Whoop. 80% are not enthusiastic about their team’s and their organization’s goals

Let’s Blame the People The Tiresome: Unpredictable about keeping promises or commitments, they don’t treat deadlines seriously The Bummer: Persistent and negative attitude and/or distracting interactions in the workplace The Clueless: No planning, they don’t ask for resources and don’t manage resources when they arrive

Let’s Blame the Management
The No-Manager Manager: Doesn’t set goals or track progress Doesn’t give guidance - thinks people should “know their jobs” Has long sloppy meetings or none at all Doesn’t do performance reviews, they’re a waste of time

Let’s Blame the System “Unrealistic” demands
Metrics that don’t mean anything Budgets that are never enough Timelines that are unreal

Initiative Conversations
Really, What’s Missing? A GOAL - What we want to accomplish A SCHEDULE – When: A calendar and clock for timelines and due dates The VALUE - Why it is worth doing In other words, A GAME. Initiative Conversations announce a game.

Initiative: Announce the Game
The Initiative: What we want. When we want it. Why it matters. Talk it up, everywhere and often.

Understanding Conversations: Define the Game
WHO – Relations: The people and groups vital to your success = Hierarchy and Performance WHERE – Deliverables: Senders, Receivers = your Performance Network HOW– The Work: Tasks and stages, rules and roles = the agreements for working together Understanding conversations help each participant learn how to play and how to win.

Understanding WHO: The Hierarchy
Boxes = People doing tasks & processes, using resources, and producing results Lines = Authority Relationships

Understanding WHO: A Performance Network
Boxes = Same as hierarchy: People doing tasks & processes, using resources, and producing results Lines = Arrows = Deliverables & Work Products moving from Senders to Receivers

Understanding WHO: Your Performance Circle
The people and groups vital to your success Draw your Performance Circle

Bring Performance Circle to Life
Confirm all Players: Users, Partners, Authorities, Suppliers, Support Specify all Deliverables between all key Players Align on Measures for Deliverables

A. Confirm ALL Players Identify all the BOXES in your map: Individuals and Groups using resources, doing work, producing results Confirm the participation of each User, Partner, Authority, Supplier, and Support person or group Learn something about their functions and skill sets, and their success measures, allies, and resources

B. Specify all Deliverables
What results will be delivered at the end of your project? What work products and sub- deliverables will be required? From you to other Players From all Players to you Between other Players, related to your success For each Deliverable: Who is the Sender? Who is the Receiver?

C. Align on Measures Performance means measures.
You need a scoreboard – or nobody will play. Choosing measures is a complex discussion.

Variety of Measures: One Hospital’s “Performance”
Financial performance – bottom line Clinical performance – health statistics Operational performance – departments & functions Patient satisfaction Physician satisfaction Staff satisfaction Accreditation Information Systems performance - reporting Community performance – public evaluation

Types of Performance Measures

Efficiency Measures The number of hours people are working
The number of items they process The amount of time to complete a process The backlog of work remaining to be done

Productivity Measures
Output Quantity: # Products / day, week # Services / day, week # Communications sent Output Quality: % Outputs that meet standards Error rate, # Defects # Items needing Rework

Effectiveness Measures
Customer Satisfaction Did they like it? Did they complain about it? Customer Impact Did it work for them? Did they improve their performance measures?

Understanding Conversations Define the Game
WHO – Relations: The people and groups vital to your success = your Performance Circle WHERE – Deliverables: Senders, Receivers = your Performance Network HOW– The Work: Tasks and stages, rules and roles = the agreements for working together

Understanding WHERE: Performance Agreements
Establish Agreements on the Arrows Agreements for resources Agreements for results Where are your Senders & Receivers?

Tips on “The Arrows” The agreements and deliverables are on the Arrows: Products, Services, and Communications + Conversations Most managers pay attention to what’s INSIDE the boxes: People, Tasks, and Activities. Team and project performance requires the deliverable must be “senior to” the boxes. Watch the agreements.

WHERE: Establish Agreements for Success
Performance Conversations Make requests, promises, and agreements with each Player to convert “expectations” and “tasks” into measurable agreements for Deliverables Confirm deliverable requirements: quantity, quality, timing, requirements for success Confirm resource requirements for all deliverables and agreements

1. Deliverable Agreement

2. Additional Delivery Agreement

3. Approval Agreement

4. Supplier Agreement

5. Order Management Agreement

6. Monitoring Agreement

Agreements: Opportunity for Integrity
Agreements are not authority relationships Sender & Receiver work together to spell out the deliverable’s details Identify potential breakdowns in successful delivery Repair broken agreements Follow up even when you think you shouldn’t have to BUILD INTEGRITY

Understanding Conversations Create the Game
WHO – Relations: The people and groups vital to your success = your Performance Circle WHERE – Deliverables: Senders, Receivers = your Performance Network HOW– Design and manage the agreements for working together: Practices, Tasks, and Roles

HOW: Performance Practices, 1
For this team, we agree to: Have meetings with agendas Use a scoreboard that includes all accountabilities Keep a visible display of measurable results Track activities, outputs, and impacts as appropriate Have Closure conversations on all agreements

Performance Practices, 2
TIP – Further, we agree to: Use one Master Calendar to schedule deliverable dates and assignments Assign an individual to be accountable for each deliverable Have individuals schedule work on their personal calendar to support success on the Master Calendar We will schedule the work periods, not just the deadlines Make clear requests and clear promises Say “No” when we’re going to “Do No”

Performance Practices, 3
Sample Standard Meeting Agenda Initiative – Remind us of the Game we’re playing: What, When, Why Closure – Scoreboard: status of deliverables and agreements. Feedback: What’s working, what’s not, what’s needed. Update Agreements. Understanding – Dialogue re: results, roles, and responsibilities Performance – New requests, promises, agreements Closure – Acknowledge accomplishment, Appreciate the people

HOW: Tasks, Steps, & Stages, 1
Brainstorm everything that needs to be done to accomplish the goal: Tasks and activities Project status tracking Team communication External communication Align on steps and stages of activity, results, and deliverables

Tasks, Steps, and Stages, 2 Define all work products and deliverables:
Services Communications Identify resources of all kinds Use a timeline for steps and post it on the Master Calendar

HOW: Roles - Who Does What?
THREE KEY ROLES People who will be accountable for deliverables People who will manage the arrows between Team and Users, Suppliers, etc. People who will manage and support Team coordination, including agreements, results, and scoreboards

Roles: Assignments Discuss and select the assignment of individuals and groups to roles and responsibilities. Establish agreements on what each role will produce – work products, services, and communications

Roles: Establish the Value Connection
Each position has a clear view of what success looks like They know what to do and what to produce They know how to win Each position contributes to the goal on the scoreboard

HOW: Manage the Arrows…
… more than the boxes. Manage agreements: promises, schedules, due dates Maintain Performance and Closure Conversations. Ongoing: refine agreements for deliverables.

You Can Draw – and Manage – Your Performance Network

Understanding Conversations Define the Game
WHO – Performance Relations Confirm all Players Specify all Deliverables Align on Measures WHERE – Resources, Results, Deliverables Performance Map: Establish Agreements for Success HOW – Design & Manage Agreements for Working Together Performance Practices: Agreements within the “team” Tasks, Steps, and Stages: Work, Work Products, Timeline Roles, Assignments, and the Value Connection Manage the Arrows in Your Performance Network

Performance and Closure Conversations
Play the Game Team performance happens with good requests, good promises, and clear agreements For all Players on the team With all Players in the Performance network Keep track of what deliverables you – and they – owe, and when Focus on deliverables: the Receiver is the judge Playing the Game = Performance and Closure Conversations

Team Momentum Performance accelerates with high use of Closure Conversations Acknowledge facts Appreciate people Apologize for mistakes Amend broken agreements Keep momentum high and maintain good relationships

Dealing with problems, slowdowns, and breakdowns
Get specific What happened? What specific action was taken – or not taken – that produced the unexpected results? When – is there a problem of timing or scheduling? Why – does this situation affect other things, people, projects? Who else is involved, either in creating the situation or being affected by it? Where is attention needed? How can the situation be remedied? Create scenarios, decisions, options.

Dealing with problems, slowdowns, and breakdowns
Get into communication with people who can: Help clarify the situation and offer possible remedies Help get things back on track or back on schedule Work with others to identify their consequences (from the situation) and contributions (to the remedy) Marshal the necessary resources and coordinate actions and communications Help make decisions on scenarios, decisions, and options Use all Four Conversations. With lots of Closure ones.

Build Team Accountability & Integrity
Treat the measures as if they’re important Talk straight. Be a grownup, hold others to account, follow up. Use your Team meetings to reinforce accountability and integrity – don’t step over anything.

Tips for Using the Four Conversations in Teams
Improve their performance: “Interrogate” excuses (Closure) Complete the past with difficult people: Acknowledge them (Closure) Pull teams together: Remind people of the goal (Initiative), Clarify roles and responsibilities (Understanding) Turn complaints into action (Performance) or quash them (Closure) Deal with breakdowns: Don’t allow bummer-buildup (Closure)

Manage the Conversational Workspace: Lead Smart Meetings

Meetings, Meetings… How many meetings do you attend per week?
1 or 2 3 to 5 6 -10 11-15 More than 15 How many do you host or chair?

A Waste of Time? What percent of the meetings you attend do you consider to be a waste of time? Less than 10% 11 to 20% 21 to 30% 31 to 40% 41 to 50% 51 to 60% More than 60%

Consider the Costs According to a study commissioned by MCI Conferencing, more than 11 million meetings take place every day in the U.S. The average professional attends about 62 meetings a month, lasting roughly an hour each, which comes out to about eight workdays a month. The professionals surveyed, on average, classified 50 percent of the time spent in those meetings as “a complete waste”.

People & Meetings Most unproductive meetings are the result of:
Not clear on what is to be accomplished at the meeting Inadequate planning on who should attend Not letting people know the objectives in advance (and giving them information if needed) Not using an agenda + materials that will support good results

The Paradox of Meetings
When people know a meeting is going to be a waste of time, they still go. And they still complain. They would rather go than be left out. The only thing worse than having to sit through an unproductive meeting is not being invited.

Smart Meetings: Planning
What accomplishment ingredients do you need? WHAT outcome or objective to you want to accomplish? WHEN will the meeting be and how long will it last? WHY is the meeting important? What resource ingredients do you need? WHO must attend vs. know what happened? WHERE will the meeting be? HOW do you plan to accomplish meeting objectives?

Smart Meetings: Prepare Others
Have an agenda available to everyone before the meeting Let people know what you want to accomplish Have attendees: Clear about what is expected of them at the meeting Well prepared, armed with whatever information they need for effective discussions or decisions Confirm key people will attend

Smart Meetings: Manage Four Conversations
Have someone who manages the conversations to: Match the type of meeting with the appropriate types of conversations Support completion of open items and issues that arise Speak at least one accomplishment at the close of the meeting

Types of Meetings, 1 Informational or Planning
Business Briefings Plan Development Use Understanding conversations for a dialogue about a proposal Generative and creative – formulation of new ideas Informational – talking about new things, explaining new procedures, etc. Planning – where the who, how, when, etc are created for projects etc. Review, Revise, and Advance - Update and commit – project debriefs along with new commitments, faculty meetings where we are told what happened since the last meeting and what will happen or we will be asked Ceremonial – recognition meetings What is required for an effective meeting depends on the type or purpose of the meeting Ask participants: What kinds of meetings do you have? Which of the Four Conversations are used most often? Take sharing.

Types of Meetings, 2 Generative and Creative meetings:
Decision Making Problem Solving Brain Storming Development Use Initiative and Understanding conversations for a dialogue to create new ideas Generative and creative – formulation of new ideas Informational – talking about new things, explaining new procedures, etc. Planning – where the who, how, when, etc are created for projects etc. Review, Revise, and Advance - Update and commit – project debriefs along with new commitments, faculty meetings where we are told what happened since the last meeting and what will happen or we will be asked Ceremonial – recognition meetings What is required for an effective meeting depends on the type or purpose of the meeting Ask participants: What kinds of meetings do you have? Which of the Four Conversations are used most often? Take sharing.

Types of Meetings, 3 Review, Revise, and Advance
Reviews and Evaluations Debriefings Status Reports Use Performance and Closure conversations to create new agreements and complete old ones Generative and creative – formulation of new ideas Informational – talking about new things, explaining new procedures, etc. Planning – where the who, how, when, etc are created for projects etc. Review, Revise, and Advance - Update and commit – project debriefs along with new commitments, faculty meetings where we are told what happened since the last meeting and what will happen or we will be asked Ceremonial – recognition meetings What is required for an effective meeting depends on the type or purpose of the meeting Ask participants: What kinds of meetings do you have? Which of the Four Conversations are used most often? Take sharing.

Types of Meetings, 4 Ceremonial Awards Retirements Promotions
Announcements Use Closure conversations: Acknowledge, Appreciate, Apologize, Amend agreements Generative and creative – formulation of new ideas Informational – talking about new things, explaining new procedures, etc. Planning – where the who, how, when, etc are created for projects etc. Review, Revise, and Advance - Update and commit – project debriefs along with new commitments, faculty meetings where we are told what happened since the last meeting and what will happen or we will be asked Ceremonial – recognition meetings What is required for an effective meeting depends on the type or purpose of the meeting Ask participants: What kinds of meetings do you have? Which of the Four Conversations are used most often? Take sharing.

Good Meeting Tips Have your information organized and ready to go
Have clear starting and ending times. Start on time and end on time. Open with initiative and closure conversations What you are out to accomplish Acknowledgements, appreciations, apologies, amended agreements

Use a Standard Meeting Agenda
Example: Initiative: Why we’re here Closure: Recognition, Status update Understanding: Dialogue Performance: Requests, Promises, Agreements Closure: The 4 A’s Make meetings useful - Use the Four Conversations: Successful meetings require managing the four conversations as appropriate to the type and intent of the meeting. A generic meeting outline: (modify according to the type of meeting you are having) Start with Closure – The four A’s: Acknowledge the facts, Appreciate the people, and Apologize for any mistakes or misunderstandings. Amend broken agreements. Initiative – Remind people of the purpose or intent of the meeting and what you are out to accomplish and why it is important. Use visual displays wherever they might be helpful: A project, task, or outcome list Performance scoreboards and other displays A graph of project stages and what stage we’re in now 3, Understanding – Make the time to clarify what is needed and expected. Give an overview of agenda and any ground rules that will apply. Be sure people understand the meeting objectives. 4. Performance – Make commitments, create agreements for action and results. Identify any requests or promises that need to be made to have people take action and/or produce results - put things in existence so you can follow up on them 5. End with Closure – Boasts and Leftovers: Acknowledge what got accomplished – and what didn’t. Appreciate people for the work they did and the promises they made. Apologize for mistakes such as running late, not managing the conversations to completely detail every assignment, etc., and Amend any broken agreements - commit to putting in corrections for the next meeting.

At the Meeting Ask for and make commitments
Track Requests and Promises Who agreed to take an action? Who agreed to produce a result? Are they clear about timelines, and who to coordinate with? Track Requests and Promises Who agreed to take an action? Who agreed to produce a result? Are they clear about the What-When-Why? The Who-Where-How? Be sure your meeting is action-oriented, results-oriented. Keep asking: things like: What is needed to move this forward? What will complete this? What result or decision is called for here? Ask participants: What do you see about how to make your workplace meetings more productive?

Stellar Meeting Tips Adhere to the agenda – acknowledge deviations and don’t go back to repeat it for people who arrive late Allow people to leave after their contribution if they are not needed later Provide a summary to all participants itemizing decisions and promises made Follow up to get ideas on how to improve participation and accomplishment Going back for late arrivals says to people who arrived on time that they and or their time is not as important. If someone who is essential to a successful meeting is not there, cancel the meeting

“Communication works for those who work at it.”
John Powell

Thank You / Closure Today’s program is complete. It’s been great working with you! Sorry we couldn’t arrange a two-day holiday for you as a reward for doing this program. We’ll be available for your questions and ideas. Free newsletter: Blog:

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