![]() ![]() In the old days, we would have focussed on the skills required to hold the conversations. This finding has a profound effect upon the nature of the training required to inspire leaders to build these conversations into their daily working lives. You just have to be authentic-to enter each conversation with the genuine intention of more deeply understanding your colleagues, showing care and stewardship, and providing support and encouragement. There is growing evidence that, whether you are an introvert or an extrovert, a technical expert or a generalist, a sales executive or an accountant, you can deepen your relationships by consciously building these key conversations into every day of your working life.Īnd the real beauty of this finding is that you don’t have to be slick, word perfect, or a great conversationalist for this to work. No longer is it the case that the quality of the relationships you have at work is something random or mysterious. Building for the future: A conversation to explore the future career aspirations of team members and give you the best possible chance of creating conditions that will enable them to build that future career within your organization rather than elsewhere.īuilding these conversations into your daily life at work (and beyond) will not only make you a more effective and productive leader, but also will give you a deep sense of fulfilment and an enhanced quality of life.Challenging unhelpful behavior: A conversation to agree on a new and more effective set of behaviors when what a team member or colleague is saying or doing is getting in the way of team performance.Showing genuine appreciation: A conversation to help team members focus on where they are being successful, to jointly understand the reasons for their success, to say how much you appreciate their contribution, and find further ways in which they can deploy their skills and talents to benefit both themselves and the organization.Agreeing on mutual expectations: A conversation about not only what you are both trying to achieve at work, but also why, and the expectations you can have to support each other in achieving these outcomes.Establishing a trusting relationship: A conversation with a team member to share a deep, mutual understanding of your respective drivers, preferences, motivators, and de-motivators for high performance at work, and to understand what makes each other tick.Through our work with thousands of leaders in hundreds of organizations around the world, we have identified the five critical conversations that the most effective leaders use to build and sustain trusting relationships. Somehow in today’s world of technology, e-mail, social media, remote working, and globalization, we have forgotten this simple truth. Throughout human history, people have talked to each other-using gesture and touch, smiles and frowns, myths and stories-to build collaboration and trust and get things done. We also believe that it is possible to work at, practice, and become better at building effective, trusting relationships by rediscovering a fundamental truth: the power of honest, authentic, two-way human conversations at work. When you have trusting relationships with the people on your team, anything is possible when trust is absent, little of long-term, sustainable value can be achieved. We propose that working to build trusting relationships is your first and most profound duty as a leader. ![]() In so many organizations today, leaders seem to have forgotten (or never learned) the power and importance of being simply human-of building personal trusting relationships with those they lead, of listening to others with care and humanity, of making things happen through deep emotional engagement with the people in their teams.Īs we approach the third decade of the 21st century, we believe there is now compelling evidence that we also need to enter a new era of leadership where the requirement for leaders to build and maintain genuinely trusting relationships with those they lead takes center stage. ![]()
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