Tag Archives: Conversations That Matter

How to receive second-hand feedback

Anna is a confident senior leader with seven people reporting to her, and Jo, one of her direct reports, is a trusted colleague.

Last week, Jo asked Anna if they could have a chat about something “sensitive”. Anna agreed.

Here is their dialogue from the start of their meeting.

Anna: What sensitive issue would you like to discuss with me?

Jo: It’s about Jason. He has asked if I can share some feedback with you on his behalf, but he doesn’t feel comfortable telling you.

Anna: Why doesn’t Jason feel comfortable telling me whatever he wants you to say to me? As you know, I have an open-door policy, and anyone can give me feedback. I always tell everyone they can say to me whatever they like, and I will listen. I thought I had a good relationship with Jason, which is disappointing news. And he has been part of our team for nearly a year now. I can’t believe he can’t tell me what is wrong. What is it that he wants you to say to me?

Have you ever been in Anna, Jo or Jason’s position? All three are tricky, aren’t they?

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Why do we continue to use the term, “human resources”?

Why, in 2022, do we continue to accept the terms “human resources”, “human capital” and “human assets”? The last time I checked, we are all human beings.

You may say, “They are only words and aren’t you getting a little too politically correct!” The fact is, words have meanings.

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High-Quality Workplace Conversations Matter

Here’s a formula.

High-quality conversations lead to high-quality decisions, which lead to high quality actions and ultimately, high-quality results and performance. The reverse is also true. Low-quality conversations eventually lead to low-quality results.

Achieving high quality results and performance are worth the effort to learn how to conduct high-quality conversations.

The point of leverage in this model is high quality conversations. But what is a high quality conversation?

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