We’ve identified four “productive conversations”, and noticed that Leaders mostly use the first two while Managers use the second two. (P.S: if you know of a 5th productive conversation, let us know!) Here’s how it breaks out:
- Initiative Conversations get things started. They introduce a new goal, propose an idea, or launch a project, so people can see what to accomplish, when to accomplish it, and why it is worthwhile. (How many of these do you have in a week?)
- Understanding Conversations are discussions – two-way exchanges that include questions, explanations, and ideas – about how things will be done, who will do them, and where the resources, activities, and results will happen. (And how many do you have of these conversations in a week?)
Those are the two conversations Leader use most often, to engage people in talking about a possible new future and how it could or should happen. They get people thinking in new ways, and imagining how the possibilities or changes might alter their work and their lives. The Manager ones are:
- Performance Conversations always include specific requests, promises, and agreements that clarify which actions, results, and other requirements (such as timing, quality, etc.) are needed to implement portions of a goal or project. These conversations get people into action, and Managers that track who promised what, and when it will be complete, are setting a foundation for accountability. (Do you have a lot of these conversations, or only a few?)
- Closure Conversations update the status of a project, or follow up on a request or promise, and acknowledge when an assignment is complete or overdue. Managers who have regular team meetings for people to report on their progress (or problems), are using these conversations to practice accountability management. (These are my favorite to practice – they can create accomplishment and momentum in your life).
Managers are usually the people who make requests of others to do specific goal-related tasks. When team members agree to do those tasks (in Performance conversations), they can all track the progress of the whole project as well as each of their assigned responsibilities. This puts a strong focus on results, and lets the team course-correct as needed to reach the goal(s).
The way those two sets of conversations are used reflect the saying that “Leaders speak the future. Management makes it happen.” Of course, in real life, Leaders and Managers are often the same person, so they need to know how to use all four productive conversations. PS: You and I are better at some of the “Four” than others, and you can find out your strengths by answering the 20 questions in Your Personal Communication Assessment. Learning more about the four conversations is a handy way to update and strengthen your communication skills for more accomplishment.
We need Leader-Managers – both skill-sets are important to effectively engage people and have them be successful in their work and in their lives. Productive conversations can help us add more trust, effectiveness, and integrity to our relationships with individuals and groups.
Personally, I’m practicing #4 and #1 these days to see if I can gain a little momentum in a new environment. Let me know if you are taking on a new communication practice!