Positioning is effective not only for vertical structure but also for horizontal management among employees. After the break that prevented the start of a dialogue, it is time to c ome up with ideas. Be able to discuss goals, ask questions, but most importantly create strategies for a perfect interaction between you.
Question consistently. The questions are effective for greater engagement and creativity. Ask questions that lead to reflection and a possible solution. That way, by creating possibilities, you'll be expanding interpersonal and neural connections triggering a better performance for your team. It is important to redirect employee attention to the solution.
It is not feasible to centralize the problem and put the team in doubt. This is the moment of clarification. Being a facilitator of ideas requires attention, determination, commitment, and interaction.
Understand that answering questions, establishing positions, establishing connections and clarifying doubts are the four pillars for the synchronization of success. It can be understood as a self-assessment by the manager through the other steps taken. This model is a way to analyze the effectiveness of people's work after going through the previous steps.
The leader will evaluate any possible changes in employees, performance and staff as a whole. This method is effective as it motivates the organization in the change process. In addition, it reinforces the importance of the collective and how a focused leader can realize strategies for the common good.
CREATE assists members in confronting their own dilemmas and opens possibilities for exploring new problem-solving alternatives. Consequently, it broadens the horizons through new neural connections. It is at this stage that the individual is most motivated to change the situation that afflicts them and turn simple perceptions into new everyday habits. The sixth and last feature is an accompaniment. It doesn't work listening, evaluating, showing the steps to forming new habits if there are no ways to continue what has been learned.
We know that the chances of forgetting what we have recently learned are high. That said, here is the need to fix ideas through neural connection and wiring , cited by David Rock. Wiring corresponds to the permanence of the connection and formation of new mental maps that guide the newly acquired thoughts. The central part of this book, the Six Steps to Transforming Performance, points to a new way of thinking, a new way.
Improving the performance of your employees involves one of the hardest challenges in the known universe: changing the way they think.
In constant demand as a coach, speaker, and consultant to companies around the world, David Rock has proven that the secret to leading people and living and working with.
Emotional issues must be discussed by phone; email should be used only to book a time for a call. If you accidentally break rule number four, phone the person immediately, apologize, and discuss the issue by phone.
In this step we explore a whole new way of having conversations with people, a process map for conversations when our impact is equal to or exceeds our intent.
Much of this step is about creating an environment in which people have insights for themselves. These elements, permission, placement, questioning and clarifying, weave together into this new process for having dialogues that help people think better, without telling anyone what to do, in a way that truly transforms performance.
Before we get into this in detail, I want to introduce a little more science here. Imagine you are standing at a street corner in a strange city. What do you do? Eventually you might ask for assistance from someone. Suddenly it feels like a weight has lifted off you, and away you go. Quiet Leaders are the persons you go to for help. Quiet Leaders are catalysts for insights: people have more insights when they are around.
However, the way they do this is quite unusual. So they take another approach. I then gathered a team of volunteers who had completed my training program. She had made the change in order to make more of a difference to the world, but had not left her passion for science behind when she changed careers. We also discovered that a lot of research had already been done in very similar territory, such as an fMRI study of insight 26 by Marc Jung-Beeman, John Kounios, and others, published in April , and several other relevant studies.
Our eyes might be squinting slightly, we recognize we have a problem, we feel stuck. The Six Steps to Transforming Performance In the workplace, the majority of development conversations between leaders and their employees involve ideas that someone has not yet been able to reconcile, like the person looking for the restaurant at the start of this step.
We will come back to how we do that a bit later on. For now I want to make this point: The conversations leaders have with their employees that will make the most substantial difference to their performance, involve resolving a dilemma. The most effective way to resolve their dilemma is to help the other person have an insight for themselves. Most people look up, or slightly up and across, and get a dazed look on their face. Their mouth might tense up as they think more deeply.
Nearly everyone becomes very silent for a moment. We all know this feeling. Jung-Beeman et al 29 reported that when people did come up with an insight, their brains were giving off alpha-band waves just beforehand.
Alpha waves correlate with people shutting down inputs from their external senses and focusing on internal stimuli. However, alpha waves are also decreased by doing math calculations 32 and other exercises that require engaging the conscious, logical mind.
Being in the illumination phase brings on a rush of energy. Or at least do the modern equivalent: send ten emails. Even small illuminations pack an energetic punch. Think for a moment about the buzz you get watching a whodunit police show or a great movie, when right at the end the mystery all falls into place. This rush is being driven by nothing more than a new set of connections in our brain. And we get this same rush when we solve a dilemma at work for ourselves, too.
Right at the moment of insight neurotransmitters, such as adrenaline,36 are released, giving us that well-known rush. Other neurotransmitters, such as dopamine and serotonin, are possibly given off as well. According to the Jung-Beeman paper,37 at the very moment an insight occurs, the brain gives off strong gamma-band waves. Gamma-band waves are the only frequency found in all parts of the brain, and are seen when the brain simultaneously processes information across different regions.
The creation of this new map gives off substantial energy, energy that can be tapped as a valuable resource. Imagine 1, employees having insights once a day, instead of once a year: I wonder what that would do to the levels of engagement in any workplace.
Motivation When people are in the motivation phase, their eyes are racing ahead, ready to take action. However, the intense motivation we feel passes quickly. An hour after a great idea we have just about forgotten it. But if you are fairly self-aware, you also know that your motivation to do something will pass fairly quickly.
If you can get people to take tangible actions while the illumination is close at hand, even just to commit to doing something later, this will be a big help in ensuring new ideas become reality. It is useful in several ways. Then see if you notice the different faces during your conversations. This can be quite a fun and eye-opening exercise.
Make some notes about what you notice. The Dance of Insight model tells you how to actually make these ahas happen. The Dance of Insight is a way of keeping people fully engaged with you in the delicate dance of making new connections. Let me give this model more context. While teaching my coaching skills workshops, I noticed several common traps people fell into.
These were: 1. Rushing the other person: either getting too personal too quickly, without making sure this was okay, or not giving the other person the space to engage their brain.
Thinking harder about the issue than the person with the issue: if anyone was having insights, it was the coach! The Six Steps to Transforming Performance 3. Both parties getting lost: people were asking question after question, the result being the conversation went on a lot of tangents.
While I initially created the Dance of Insight for coaching dialogues, this model has proven to be very useful any time we want another person to engage more deeply in a thinking process and come up with insights for themselves. When the Dance of Insight model is delivered well, the leader becomes almost invisible in the conversation. It starts with the concept of establishing permission, then there are three elements that go in a circular pattern: placement, questioning, and clarifying.
Finally, while the elements of permission, placement, questioning, and clarifying are central to resolving dilemmas, each element can be useful in many other applications as well.
If so, perhaps you noticed that no amount of enthusiasm on your part could make up for a lack of willingness on theirs. Yes, I did learn this the hard way in my youth. Speaking to people at times felt like a bit of a battle. I started to apply the concept of establishing permission in the executive coaching I was doing and it had a dramatic impact on my sessions.
By checking for permission before getting any more personal with people, I noticed I was getting less resistance to having harder conversations, and we spent less time on sidetracks. I then started to The Six Steps to Transforming Performance apply this concept to conversations with my team.
Permission comes in levels The territories we are comfortable talking about vary with different people we talk to. If I am your best friend, I do. My guess is there are evolutionary advantages to knowing how to interact with other people in a way that ensures social harmony. To Americans this is more rare, by a factor of around ten to one.
Put all the reasons above together and you have a strong case for always asking before getting more personal with anyone. Starting a new conversation People at work are busy. Try establishing permission any time you want someone to stop what he or she is doing and speak with you about an issue that will require them to think differently.
Any time you get more personal in a conversation I mentioned that permission has different levels. Anytime you move up a level, ask permission, or people can become defensive. Then they stop listening to you and start listening to their internal dialogue. More to the point, if you do ask permission enough, people will feel safe, acknowledged, and respected. However, when you have a position of power and establish permission anyway, it can have a big positive impact on work relationships.
It builds trust, and because people feel safer around you they are likely to open up more. She knows the issue is emotionally charged, but wants to broach it with Paul anyway, since she feels he needs to give the project more focus. Without the concept of permission, the conversation might go like this. No need to be concerned. Sally might then react to his response, resulting in a bigger breakdown in trust between them.
This kind of interaction happens all the time in the workplace. Paul: Ahhh. I was focusing on this other thing right now, but okay, can we do this later? Sally: Sure, thanks. Now you might think this is pretty basic. It is. Do they respect the state of your brain before throwing a new topic at you?
If they say no, try again later. A useful proving ground to grow new mental muscles here could be with your kids. And if the kids say no to the dialogue, you need to respect this, otherwise you might do more harm than good. Get in the habit of asking to have any new conversation, anything that will require someone to mentally shift gears. Using this skill often will help you naturally start to ask for permission when you want to get more personal.
Make some notes below about what you notice from starting to ask permission. When you get lost in the forest of a conversation, go back to the last time you knew your location and place yourself there.
Then I introduced the concept of the Dance of Insight, a model made up of four elements, which is about how to generate these ahas. It helps place us in the conversation, hence the name.
One person might talk about the need for goals while the other talks about budgets being slashed. Second, I am here in the role of your reviewer, not as your manager, so I am not going to get too detailed. I want to stay at a high level with the process. Third, I want you to have a chance to give yourself lots of feedback before I give you any.
Is that all good with you? Can you see how we take care of the other person with placement? Placement keeps the other person with you in the conversation and beside you on the journey. It sets up the possibility of dancing in time together, instead of one of you dancing and the other person being dragged across the room. Do you want to sit down? Sally: Thanks a lot for making the time.
Would that be okay? His guard is now down. If there is any defensiveness it will be a lot less than without the placement. Notice a little permission crept into the end of her placement, something that often gets added into the mix when you use these models. You can then move more smoothly to the next step in the Dance of Insight, asking questions.
However, if you only placed people at the start you would be missing half the value of this tool. Placement is something you can use every minute or so, sometimes even more, to guide a complex conversation and keep it on track.
When we use placement we are not just placing the other person, we are also placing ourselves in the purpose of the dialogue, we are anchoring our own thoughts in the direction we want to go.
In this instance placement becomes a summary of the points you have covered so far in a dialogue, to remind you both about where you are, and identify the best path to follow next.
Placement is a discipline which, once you learn it, can dramatically impact how quickly a conversation achieves its intent. Peter wants Michelle to be explicit about what she got out of the training, to know if it was worth the hefty investment. Peter could use placement up front and then continually as in the example below. Peter: Can you chat for a few minutes now? Michelle: Okay, let me just put these papers aside so I can focus.
Peter: Thanks. Placement may be one of your best tools for staying on track with the goal of transforming performance and avoiding a lot of unnecessary conversations lost in details, problems, or worse, drama. You could try it at the start of a meeting, talking about timing, roles, outcomes, and process, and see what happens. If we want the other person to be doing all the thinking, asking questions is the only way forward.
Learning to ask powerful questions is the most central skill in this book. If we ask enough of the right questions, people often have their own aha. The question, of course, now is, what is the right type of questions to ask? Then I will ask you a few questions to see if you can come to an answer yourself about which types of questions are best to ask to transform performance.
They are those thoughts that keep going around and around in our heads until they are resolved, like songs that repeat on the radio.
Then of course we have our version of the greatest hits of all time, the big unresolved dilemmas we seem to have heard forever. Going back to Yvonne, how could you help her have an insight here? What type of questions could you ask to help her resolve this dilemma? These include giving advice in question form, focusing on the problems, focusing on the details, rushing into action, and telling people how to think. As I illustrate each of our default modes for questioning next, take a look at what you wrote down in this last exercise and see if you can distinguish your own default approach here.
Over years of analyzing these interactions, I discovered there was another way of asking questions that was much more effective than all the others, and it was a way that few people naturally used.
I will outline this best approach after going through the other approaches. Giving advice A Quiet Leader gives less advice than almost anyone else on the planet.
We learned about this in the section on the brain. This is especially the case with intelligent, independent thinkers, the people who make up our corporate ranks today. If you do, you could be doing them a disservice. This goes back to the very nature of dilemmas: If people were clear about the central challenge inside their dilemma, they probably would have solved the dilemma already. Yet when you help her think, Yvonne starts to make connections she had not yet made herself.
Thus, until we help people make more connections, our advice will be off the mark most of the time. Quiet Leaders give less advice than almost anyone else on the planet. A broad question will tend to be more useful than giving advice; however, for some reason we all seem to go straight to asking questions about the problem.
By being asked about how stressed she is, or any type of problemfocused question, Yvonne brings to mind her stresses and problems. She is now paying attention to these things. She might then talk about deadlines concerning her, go on to tell you about an argument with a colleague, and complain about her computer not working.
Has this reduced her stress? Yvonne might feel that someone cares, and thus feel a little better, but her dilemma is rarely resolved in this instance. Asking questions to get more details Quiet Leaders stay out of the details. Another common approach to questioning is asking questions to get more details. While this might be less negative than asking about problems, one of two things will happen here.
Or second, through asking questions, we start to make connections ourselves about what Yvonne should do. Quiet Leaders stay out of the details. They let the other person do all the thinking about their dilemma, while they think about something else entirely. Well, you say, why not just ask Yvonne what action she might take to solve the issue? You are guessing the mental frame she should take on to process the situation more effectively. Predicting the mental frame that will help Yvonne work through her challenge is about as easy as predicting the exact weather in a year.
Our brains are too complex. All you can do is tell Yvonne what you might do in a similar situation, which is exactly what we do without realizing it. They know there is an easier way. How better to help people make new connections, than to identify the patterns in their minds? In doing this we are helping Yvonne stand outside her own mental forest. They get people to notice their own thinking. Something exciting happens when we ask these types of questions: People start to really think—in different ways, more clearly, and at a higher level.
They become aware of the background of their thinking, and start to make new connections. Their eyes glaze over as they focus internally. Often they look up. As a result, they can quickly move into the illumination phase, after just a few questions. You now feel smarter, energized by your insights, and clear about what to do. The Six Steps to Transforming Performance Other types of questions Sometimes asking thinking questions may not bring about insights.
People may not be willing to look deeply into their thinking. Going back to the Choose Your Focus model, if thinking questions are not working, the next best questions to ask are about vision or planning. Vision: What do you want to achieve here? Vision and planning questions are useful in many conversations.
However, detail questions often end up taking time without adding much to a dialogue. Problem and drama questions send people down that slippery emotional slope into the problem. Sally: Thanks for making the time. Paul: Sure. Look, I want to make this project a success, but I have lots of other demands for my time this month. Sally: So could I help you think this through at all? Paul: Okay. Look, I know I need to get it done, I just seem to have so many different priorities. And now Sally has a dilemma to interact with.
How long has this been going on? Glad I could help. How do you feel about the project now? Much better. Sally: Is there anything else I could do to help you with this?
Might be useful to have someone to talk it over with. Sally: Sure, do you want to book a time for that? In the conversation above, Sally wanted to know the project was going to go smoothly, and she sensed Paul needed to have a mental shift. Sally let Paul do all the thinking, while keeping him focused on solutions and stretching his thinking.
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