Performance Dialogue People & Performance

Performance The act or style of performing a work or a role

Dialogue consisting of a written or spoken conversational exchange between two or more ("dia" means through or across)

What is ?

Debate... Dialogue...

is oppositional: two sides oppose each other and attempt to prove each other wrong.

is collaborative: two sides or more sides work together towards common understanding.

has winning as the goal. has finding common ground as the goal.

lets one side listen to the other side in order to find flaws and to counter its arguments.

lets one side listen to the other side in order to understand.

defends assumptions as the truth. reveals assumptions for reevaluation.

causes critique of the other position. causes introspection of one's own position.

defends one's own positions as the best solution and excludes other solutions.

opens the possibility of reaching a better solution than any of the original solutions.

creates a closed minded-attitude, a determination to be right.

creates an open-minded attitude, an openness to being wrong and an openness to change.

prompts a search for glaring differences prompts a search for basic agreements.

involves a countering of the other position without focusing on feelings or relationship and often belittles or deprecates the other person.

involves a real concern for the other person and does not seek to alienate or offend

What is ?

Who Should Do it & When

Regular

Structured

Fact Based

Manager Staff

Benefits of performance Dialogue

Clarifying Accountabilities

Identifying Improvement opportunities

Spurring Quick Actions

Leading to Immediate Reuslts

Qualities of Performance Based

Fact Based

Action Oriented

Constructive & Challenging

Targeted

Based on Credible Data understood by all participants

Gives a clear Expectations & Must deliver action plan, which both sides are committed to

Dialogue is used to provide coaching and support as well to create pressure to improve performance

Dialogue has explicit purpose and agenda focusing on most important issues (First things Firs)

Starting the Performance Dialogue

Step ONE :WHAT IS your Dept. Work OBJECTIVE?

Step Two :Find the direct link between the work the employee performs and your Department and other Medicare department’s operational plan (priorities);

Step Three :Mutually agree about a work outcome that a staff member expected to achieve during the work cycle and its affect on Business

Performance Dialogue Process

1

2

3

*Building mutual trust and respect *understanding the person/ team duties in their context *clarifying what we want to do • Understanding what

have been tried already

• Re-aligning expectations

• Discussing Barriers and blocks hindering from achieving

1

*working to generate new perspectives or ways of seeing the situation *Thinking outside the box *Generating Multiple possibilities

2

*Turning possibilities into actions *Securing commitment * Clarifying what could go wrong

3

Start from the pyramid bottom to

the way up

Process is dynamic back and

forth

Please Remember

Given and receiving feedback from

Model no.1

Emotional

Description

Suggested strategies

when giving/ receiving feedback

Often close to tears or to rage. Alternatively victim and aggressor. Everything is intense and easily tragic.

Reassure the person: explain objectives of the meeting. Allow some expression of emotion, at least at the beginning of the meeting, and listen. Start with some positives emotions Constructively reformulate. If meeting gets too emotional, take a break or simply reschedule the meeting

Emotional

Model no.2

Avoider

Description

Suggested strategies

when giving/ receiving feedback

Does not seem concerned. Has difficulty keeping eye contact. Tries to minimize everything. Wants to end Conversations quickly or does not find the time. You do not know where the person stands.

Ask open and committing questions: “How do you think you can improve on this?” – “How do you see the situation?” – “What do you make of our discussion?” Get firm and specific commitment. Make an effort to stay present and to look the other

person in the eyes.

Avoider

Model no.3

Aggressor

Description

Suggested strategies

when giving/ receiving feedback

The person argues, does not agree. Convinced to possess the truth, the Person constantly Challenges the other’s point of view. Does not listen much: answers before others are finished exposing their viewpoint.

Control the conversation: establish clear rules (not interrupting, reformulating, etc.). Ask for a set period of time to offer your opinion (for example, 5 minutes without being interrupted). The louder he speaks, the calmer you are and the lower your tone. Before speaking, ask: “Are you interested in hearing my side of the story?” Resist the temptation to argue on every point. Wait until

the other has said all he/she wanted to say and you have confirmed your understanding of the message.

Agressor

Model no.4

Nonchalant

Description

Suggested strategies

when giving/ receiving feedback

Does not show any feeling. Has no room for emotion. Does not speak much. Does not seem interested in being in contact.

Mention that their feedback is important to you. Ask: “What is your reaction to what I have said?” – “Tell me how you feel about this. Show curiosity: ask questions about specifics around the feedback that is being given to you. Appreciate that the person has made a real effort to give

you feedback and show your consideration.

Nonchalant

Model no.5

Therapist

Description

Suggested strategies

when giving/ receiving feedback

Pays a lot of attention to Personal issues. Interested in Personal contact. Can be intrusive. Tends to interpret facts.

Come back to the meeting’s purpose. Set clear boundaries: mention that you are not at ease discussing certain matters or that your time is limited.

If needed, express your discomfort at the level of discussion: “I’m really not comfortable going into this line of discussion as I feel as though I am being analyzed. I would rather we stick to the subject matter, which is…” Make sure your questions are specific.

Therapist

Model no.6

The Bureaucrat

Description

Suggested strategies

when giving/ receiving feedback

very formal. Refers to policies, procedures. Shows rigidity

Soften up the atmosphere by talking about informal subjects first: try to enquire about the person’s interests outside of work.

Ask the person to put aside policies and papers and zero in on the essential issues or key messages. Ask open questions: “How do you feel about this?” -

“What is your perspective?” – “What would be the consequences if…” – “I know what the policy says, but I am interested in what you think.” Use “I” and encourage the person to do the same.

The Bureaucrat

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