Some of you know that my previous job was all about talking to our employees, about their needs and desires, so that HR could provide them with the tools, processes and services that enable them to meet those needs.
So when I came across a slide share that talked about the hopes, aspirations, fears, and concerns of employees, it really resonated with me. Especially, as those relate to Courageous Conversations…we find out about these needs and desires when we are in conversation with others.
So as well as us having a new paradigm in HR about how we support employees’ needs (we no longer think we know what’s best; instead we ask employees what’s best for them)…there is also a new paradigm for all managers of people. Take a look at this slide from Julian Birkenshaw at the London Business School to see the new paradigm:
Given what you know now about Courageous Conversations, how might this new paradigm work for us?
If you have just joined us, catch up on our courageous conversations series below…
- The power dynamics of the supervisor/ee relationship
- Games that supervisees play to regain some power
- Games that supervisors play
- The antidote to power play? Supervisors, listen up
- The antidote to power-play: supervisees, it’s your turn
- Emotional maturity in the supervisor/supervisee relationship
- Maturity and Courageous Conversations
