HAVE A TALK Presenter: Manish Arneja

Organisational Effectiveness Manager- Asia Pacific, British American Tobacco

WHY CONVERSATIONS MATTER?

OUTSTAINDING BUSINESS PERFORMANCE

SUPERIOR EMPLOYEE ENGAGEMENT

RELATIONSHIP WITH LINE MANAGER/ TEAM

QUALITY OF CONVERSATIONS

X 2.5 X 2

59 %

12 %

40% 18 %

Research shows strong link between employee engagement and business performance

Revenue Growth Profit

Productivity

Innovation Customer

Satisfaction

Employee Turnover

Source : “Nailing the Evidence” , 2012 ; Engage for Success Source : Cowley, Nick,(2014) How to transform trust, engagement and performance at work

Conversations Drive Behaviours

Conversations trigger emotional reactions

HOPES

DESIRES

EXPECTATIONS

INTERACTIONS

Appreciated Involved

Protected Connected

TRUST

INTERACTIONS

Source : Dimoka, Angelika ; Center of Neural Decision Making, Fox School of Business

THREAT (DISTRUST)

FEELINGS

FIGHT

FLIGHT

FREEZE

APPEASE

REACTION

Unappreciated Bullied

Unfairly Judged Embarrassed

OPEN UP

BE INFLUENCED

PARTNERSHIP M

ET

UN

MET

Prefrontal Cortex

Amygdala

Primitive Brain

We create meaning every moment:

INFORMATION

DELETE

DISTORT

GENERALISE

VALUES

BELIEFS

PAST MEMORIES

JUDGEMENT

ASSUMPTIONS

CONCLUSIONS

ILLUSION OF REALITY External Vs. internal

FILTER ADD MEANING DRAW CONCLUSIONS

STORY OF

MIND

VALIDATE NEW INFORMATION

TRUST

OPENNESS

COURAGE

EMPATHY

SUPPORT

THREAT

MASK

AVOID

WITHDRAW

CONTROL

LABEL

BEHAVE

Source: Argyris, C., 'Overcoming Organizational Defenses: Facilitating Organizational Learning,‘ ; Patterson, Kerry, Crucial Conversations ; Tools for talking when stakes are high

OR

ILLUSION OF REALITY

“We behave as the situation occurs to us”

TRUST vs. THREAT INTERNAL VS. EXTERNAL

Possibilities can happen through conversations

No engagement works when there is clutter

STORY OF

MIND

CLUTTER

NO SPACE TO TRUST

REINFORCING LOOP

DEFAULT FUTURE

I QUIT JUST GET ON

SPACE GETS CREATED IN SHARED LANGUAGE UNSAID = SAID

JUDGEMENT

ASSUMPTIONS

CONCLUSIONS

SHARED MEANING

DISCOVER REALITY

CONVERSATIONS IN OFFICES TODAY

Source: Glaser, Judith E, Conversational Intelligence: How Great Leaders Build Trust & Get Extraordinary Results (2013)

TELL

ASK

MONITOR

PERSUADE

DISCOVERY

FEEL

CHANGING DAILY CONVERSATIONS: CONVERSATIONS WITH MYSELF CONVERSATIONS WITH TEAM

CO-CREATE

REFLECT AND FEEDBACK: PEERS/TEAM

WAYS OF WORKING

NEEDS/ ASPIRATIONS EXPECTATIONS (a to b) FEARS/ FRUSTRATIONS

CLARIFY

SHARED MEANING RULES OF ENGAGEMENT

JOINT VISION

Source: Kofman,Fred (2012), Conscious Business)

1

VULNERABLE

GUARDED

2

3

4

5

Conversations > Relationships> Engagement > Retention

For more Information contact: Manish Arneja (arneja_manish@yahoo.com)