Transforming the quality of development conversations at scale
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#CLOwebinar The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. Transforming the Quality of Development Conversations at Scale
Companies everywhere are searching for ways to improve employee performance. Many look towards employee ratings and bonuses for the solution, but find this simply isn’t moving the needle as desired. Perhaps the problem is we’ve been tinkering around the edges rather than tackling the issue where it’s hardest: improving the quality of managerial conversations.
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Transforming the Quality of Development Conversations at Scale
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Speaker: David Rock CEO NeuroLeadership Group Moderator: Kate Everson Associate Editor Chief Learning Officer magazine
Transforming the Quality of Development Conversations at Scale
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Kate Everson Associate Editor Chief Learning Officer magazine
Transforming the Quality of Development Conversations at Scale
#CLOwebinar
David Rock CEO NeuroLeadership Group
Transforming the Quality of Development Conversations at Scale
Everyday leadership coaching: day one
Transform the Quality of
Development Conversations at
Scale 2014
Dr. David Rock Director, NLI
Presenter
Presentation Notes
AGES…
Our vision
Transform Leadership
Through Neuroscience
A new language for leadership
Research • Education • Solutions
Solutions in three areas
Do you look forward to ‘feedback’?
“I’d like to give you some feedback”
“We need to talk”
“Can I share something I’ve noticed about you”
Presenter
Presentation Notes
Here’s how you’re doing as an audience so far’…
Research shows that feedback does nothing
or makes things worse 59% of the time and
improves performance only 41% of the time
‘Turn the 360 around’ (NeuroLeadership Journal, 2010)
How useful is ‘feedback’ generally?
Presenter
Presentation Notes
One of the key components of performance management systems is feedback…and in a metaanalysis done in 2010 – researchers showed that we can make a mess of it! It might be better not to do it at all! The way most traditional systems deliver feedback tends to create anxiety for both manager and employee. If we mandate managers to have conversations that they are not skilled in, the result us usually bad conversations that just perpetuate the negative impact that trad. Perf. Management systems seems to have. Paper does go on to say that there are ways to do it better. All is not lost. HOWEVER – the quality of the dialogue is such an important ingredient – we will address later. An entire 4th quarter devoted to it by HR teams… As one exec said: it reduces performance 6 days a year, 3 days before and 3 days after. Kluger, A.N. and DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulleting, 119(2), 254-284. Rock, D. (2008) SCARF: a brain-based model for collaborating with and influencing others. NeuroLeadership Journal 2008.
A “quality conversation”
A viable alternative?
• Time has been well spent
• New or deeper understanding emerges
• People grow
What is a quality conversation?
Presenter
Presentation Notes
The performance review is the main tool of PM
Research that supports a new approach
1. Have a Growth Mindset
2. Minimize Threat
3. Facilitate Insight
Presenter
Presentation Notes
FIRST BUCKET IS UNLYING PHILOSPHY: Ask yourself: Is your performance management system in sych with the way work gets done in your company and its values? If enterprise contribution is important, does your system measure those contributions?� CEB’s recent survey and report on perf. Management found 2/3’s of employees who were ranked as top performers – individual contribution – were not really top performers when measured on enterprise contribution… Is your system contributing to engagement levels of your employees?? Gallup has done great research over the years on the correlation between high employee engagement and resulting performance. IF your current system is creates a word cloud similar to what we saw eariler, ask yourself: Can we afford that kind of hit to engagement?? Calculate what it costs per employee for your process. One of clients calculated $2,000,000 - institution of about 4000 employees. They did not calculate potential cost of low morale – decrease in engagement – and therefore decrease in performance. Recent meta-analysis of 279 studies, the number one reason employees get sick at work – physical and mental – is perceived unfairness on the job. Think about triggers in your perf. Mgt system that can result in perceived unfairness. Costs can go well beyond the time spent filling out forms and holding the annual perf. Review conversation. Go into the problem – what is the pain? How many does it impact? Cost? Lost hours? Interview employees – are you getting your ROI from your current system?
Fixed mindset
• Born smart
• We can’t change much
• Effort doesn’t help
• Feedback is dangerous
• Stretch goals are bad
• Other people’s success is a problem
Growth mindset
• Born to learn
• We can change
• Effort is central
• Feedback is helpful
• Stretch goals are good
• Other’s success is an opportunity to learn
Presenter
Presentation Notes
----- Meeting Notes (6/17/13 22:35) ----- I encourage you to reflect on which kind of person you would rather work with, and rather be yourself?
We are easily primed
‘Good job, you must be talented at this.’
Versus
‘Good job, you really applied yourself here.’
Chiu, Hwong, & Dweck (1997)
1. Have a Growth Mindset
2. Minimize Threat
3. Facilitate Insight
Research that supports a new approach
Presenter
Presentation Notes
FIRST BUCKET IS UNLYING PHILOSPHY: Ask yourself: Is your performance management system in sych with the way work gets done in your company and its values? If enterprise contribution is important, does your system measure those contributions?� CEB’s recent survey and report on perf. Management found 2/3’s of employees who were ranked as top performers – individual contribution – were not really top performers when measured on enterprise contribution… Is your system contributing to engagement levels of your employees?? Gallup has done great research over the years on the correlation between high employee engagement and resulting performance. IF your current system is creates a word cloud similar to what we saw eariler, ask yourself: Can we afford that kind of hit to engagement?? Calculate what it costs per employee for your process. One of clients calculated $2,000,000 - institution of about 4000 employees. They did not calculate potential cost of low morale – decrease in engagement – and therefore decrease in performance. Recent meta-analysis of 279 studies, the number one reason employees get sick at work – physical and mental – is perceived unfairness on the job. Think about triggers in your perf. Mgt system that can result in perceived unfairness. Costs can go well beyond the time spent filling out forms and holding the annual perf. Review conversation. Go into the problem – what is the pain? How many does it impact? Cost? Lost hours? Interview employees – are you getting your ROI from your current system?
The big question..
Is it possible to be both judge and
coach at the same time?
Presenter
Presentation Notes
EVEN WITH GROWTH MINDSET- everyone still hates feedback!!
Feedback is very personal
Away
Threat Toward Reward
Status Certainty Autonomy Relatedness Fairness
Rock (2008)
Presenter
Presentation Notes
SCARF model – 5 situations in life that creates strong threat or reward reactions – so remember brain is scanning – 5 times a second – and researchers think these 5 domains are a major focus. Status – when I say “give you feedback” – status threat – how I rank as compared to you. If we are told we are wrong by collegue or peer – or boss – for that matter…the pain we feel – social pain – registers in the brain in the same region as physical pain. Eisenberger..So – some old fashioned perf . reviews…I am invited into my managers’s office – once a year…and told how I performed – and what I am worth…is an excellent way to create a threat response in all 5 domains!! Status – our perception of our ranking as compared to others. Certainty – ability to predict - autonomy – choice – relatedness – are you similar or different? Trust or distrust? Friend or foe? Default is foe. In group/out group. How we process. My status is attacked – my ranking relative to you…certainty – what does all this mean – autonomy – I am being told – not having much choice here…relatedness – can be broken…and fairness..is my manager’s view of things really true? I know I did most of Bob’s project work – but I am not getting credit for it!! Lot out about it. Big story in NYTimes – lots of papers. Problem is multiple threats…they add up. I just decribed what forced ranking does. All 5. Explains weird conundrum. If you sit down and talk to people about their performance in a quiet moment – we are our own worst critics. We can be ruthless on our selves! I don’t need any help from my manager! However, in a review, I might defend my actions – and not own my mistakes or areas for improvement. Why? I am in threat …and am defending myself. Natural reaction of the brain – and the body. Orgs say to us: our people don’t see their blind spots – and they are right! They are blinded by threat… Packs a punch much bigger than we realize. Hard to be a judge and a coach. Roles at conflict. David’s example: Coach gets sick – are you going to bring in the referee to coach at the same time? How happy is kid going to be with this situation? Causes prob. With bias, etc. When we judge people, assess people we cause theat and really hard to have that honest personal conversation.
Feedback
Washington Post
Presenter
Presentation Notes
EVEN WITH GROWTH MINDSET- everyone still hates feedback!!
1. Have a Growth Mindset
2. Minimize Threat
3. Facilitate Insight
Research that supports a new approach
Presenter
Presentation Notes
FIRST BUCKET IS UNLYING PHILOSPHY: Ask yourself: Is your performance management system in sych with the way work gets done in your company and its values? If enterprise contribution is important, does your system measure those contributions?� CEB’s recent survey and report on perf. Management found 2/3’s of employees who were ranked as top performers – individual contribution – were not really top performers when measured on enterprise contribution… Is your system contributing to engagement levels of your employees?? Gallup has done great research over the years on the correlation between high employee engagement and resulting performance. IF your current system is creates a word cloud similar to what we saw eariler, ask yourself: Can we afford that kind of hit to engagement?? Calculate what it costs per employee for your process. One of clients calculated $2,000,000 - institution of about 4000 employees. They did not calculate potential cost of low morale – decrease in engagement – and therefore decrease in performance. Recent meta-analysis of 279 studies, the number one reason employees get sick at work – physical and mental – is perceived unfairness on the job. Think about triggers in your perf. Mgt system that can result in perceived unfairness. Costs can go well beyond the time spent filling out forms and holding the annual perf. Review conversation. Go into the problem – what is the pain? How many does it impact? Cost? Lost hours? Interview employees – are you getting your ROI from your current system?
Habit
Action
Insight Impasse
How smart people change
Presenter
Presentation Notes
We all know people who when you go see them, you always seem to come away with a ton of great ideas and energy…. That is a critical capacity in leaders – the capacity to generate insight in others!! TREE STORY!!!
What is an insight?
• Solution from the unconscious
• An answer that comes to us quickly
• Involves reinterpreting information
Ludmer et al. 2011, Neuron
Presenter
Presentation Notes
p.1002 “Figure1. ExampleofaDegradedReal-WorldPicture,orCamouflage Image, Used in the Study�For the original, solution image, see Figure 2 overleaf.”
Presenter
Presentation Notes
Abstract: “What brain mechanisms underlie learning of new knowledge from single events? We studied encoding in long-term memory of a unique type of one-shot experience, induced perceptual insight. While under- going an fMRI brain scan, participants viewed degraded images of real-world pictures where the underlying objects were hard to recognize (‘‘camouflage’’), followed by brief exposures to the original images (‘‘solution’’), which led to induced insight (‘‘Aha!’’). A week later, the participants’ memory was tested; a solution image was classified as ‘‘remembered’’ if detailed perceptual knowledge was elicited from the camouflage image alone. During encoding, subsequently remembered images were associated with higher activity in midlevel visual cortex and medial frontal cortex, but most pronouncedly, in the amygdala, whose activity could be used to predict which solutions will remain in long-term memory. Our findings extend the known roles of amygdala in memory to include promotion of long-term memory of the sudden reorganization of internal representations.” p.1003 “Figure 2. The Original Picture, or Solution Image, Used to Generate Figure 1”
Why do insights matter?
• Learning
• Engagement
• Generalizing of ideas
• Systemic change of the brain
1. Have a Growth Mindset
2. Minimize Threat
3. Facilitate Insight
Research that supports a new approach
How to embed new skills?
Scale
Impact Speed
How to embed new skills?
Learning design
The building blocks to engage individuals & shift behavior across an organization.
Coherence
Layering
AGES Model
Insight Generation
Social Learning 2.0
Positive Status Pressure
Further resources • NeuroLeadership Summit 2015, NYC November 3-5
• Your Brain at Work, HarperBusiness 2009
• Quiet Leadership, Collins 2006
• SCARF, NeuroLeadership Journal 2008
• Turn the 360 around, NeuroLeadership Journal 2010
• The AHA moment, ASTD 2011
• SCARF in 2012, NeuroLeadership Journal 2012
• One simple idea to transform performance management, HRPS 2013
• Kill your ratings, strategy + business, Fall 2014
NO CARDS….around for drinks if you want to chat! KILL YOUR RATINGS….or drop me an email for more research!!
Kill your ratings
Presenter
Presentation Notes
HOW MANY OF YOU ARE ARE IN A TRANDOMATION PROCESS/???
Who is making the change No Performance Scores
Line
of c
oura
ge
Performance Management Continuum
To: Judge Competitive assessment Annual event Top down Individual contribution Significant paperwork Fixed mindset Overwhelming threat
Coach Coaching and development Frequent conversations Shared responsibility Enterprise contribution Minimal paperwork Growth mindset Manageable threat
Performance Scores
No Performance Scores
Forced Ranking
Ratings Based on
qualitative/quantitative results
(i.e. 1-5)
Structured conversations
I.e. on goals/contribution/c
areer. No exact rating
shared or stored.
Guided conversation
s I.e. on
goals/contribution/career.
No rating.
From: Li
ne o
f cou
rage
3 counter-intuitive early findings…
1. We expect pay for performance will diminish
Instead pay differentiation is widening, increasing fairness
2. We expect managers will talk to their teams less
Instead they are talking to their teams more
3. We expect people will be less motivated
Overall engagement is increasing when removing ratings.
People surprised by their ratings significantly dropping in engagement.
Presenter
Presentation Notes
Seeing very strong data around people
12 steps to removing ratings
1. Philosophy
2. Dialogue
3. Evaluation
Presenter
Presentation Notes
FIRST BUCKET IS UNLYING PHILOSPHY: Ask yourself: Is your performance management system in sych with the way work gets done in your company and its values? If enterprise contribution is important, does your system measure those contributions?� CEB’s recent survey and report on perf. Management found 2/3’s of employees who were ranked as top performers – individual contribution – were not really top performers when measured on enterprise contribution… Is your system contributing to engagement levels of your employees?? Gallup has done great research over the years on the correlation between high employee engagement and resulting performance. IF your current system is creates a word cloud similar to what we saw eariler, ask yourself: Can we afford that kind of hit to engagement?? Calculate what it costs per employee for your process. One of clients calculated $2,000,000 - institution of about 4000 employees. They did not calculate potential cost of low morale – decrease in engagement – and therefore decrease in performance. Recent meta-analysis of 279 studies, the number one reason employees get sick at work – physical and mental – is perceived unfairness on the job. Think about triggers in your perf. Mgt system that can result in perceived unfairness. Costs can go well beyond the time spent filling out forms and holding the annual perf. Review conversation. Go into the problem – what is the pain? How many does it impact? Cost? Lost hours? Interview employees – are you getting your ROI from your current system?
Develop the right philosophy
1. Build the business case for change
2. Identify 3 strategic objectives for performance management
3. Define the new mindset
4. Rebrand performance management itself
5. Rebrand each element of the cycle
6. Identify the number of types of conversations
7. Process map the list of dialogues as “quality conversations”
8. Build simple learning aids
9. Design learning solutions that embed new habits
The neuroscience of quality conversation
Presenter
Presentation Notes
**** Process map for how to recruit, process map for how to promote, no process map for quality conversation!!!
In manual on page 13 and 14 Bridge between impasse to insight Dilemma is impasse, questions get you thinking and in state to have insight – quiet, inward looking, slightly happy, not effortful Illumination is moment of insight, aha, eureka, just came to me as I was walking, showering, day dreaming, mind wandering. Just know this is the right answer. Motivation is desire to act on insight. Lots of actions will lead to knew habits
Brain state required for insight
• Quiet
• Inward looking
• Slightly happy
• Not working directly on the problem
Presenter
Presentation Notes
• Quiet – low electrical activation. Lots of detail is noisy. Speaking a lot means noisy. • Inward looking – looking into your thinking, not blurting out easy answers. Having to look deeper. • Slightly happy – not activating problem focus, staying in solutions focus. • Not working directly on the problem – we have insights when we’re NOT directly working on the issue itself…
You are debriefing with a team member about a leadership presentation that hasn’t gone well.
You think they need to not go into as much detail.
How do you interact with the your team member?
Imagine this scenario…
Presenter
Presentation Notes
Who would give direct feedback? Who would ask them what went wrong? Who would outsource to HR…??
‘What ideas are you already mulling over about how
you would do this differently in the future?
Self-Directed Feed-Forward
Presenter
Presentation Notes
Minimizing threat…
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