“Talk is the lifeblood of
managerial work”
Deborah Tannen
The Power of Talk
Harvard Business Review
Limitations
to a Successful Workplace
1.Lateness
2.Poor work quality
3.Difficult people
4.Lack of teamwork
5.Poor planning and
workload overwhelm
6.Insufficient resources
and support
7.Lack of accountability
Unproductive Conversations
COMPLAINTS
BLAMING
GOSSIP
Four Productive Conversations
#1. Initiative
Conversations
Introduce a new goal,
propose an idea, or
launch a change in a
positive way to attract
people to follow your
leadership
Four Productive Conversations
#2. Understanding
Conversations
Have people create
their own role in the
new initiative by
asking useful
questions and
contributing good
ideas
Four Productive Conversations
#3. Performance
Conversations
Support people in
getting into action
by making requests,
making promises,
and establishing
agreements for
performance
Four Productive Conversations
#4. Closure
Conversations
Help people put the
past behind them and
move forward with
credibility, a positive
attitude, and a sense
of accomplishment
All Four Conversations
are Important
1. Initiative conversations - Give people
enthusiasm, interest, and purpose
2. Understanding conversations – Help people
engage, step up to participation
3. Performance conversations – Support getting
accurate, complete, and on time results
4. Closure conversations – Avoid a buildup of
resentment, cynicism, or mistrust
Use the
“Accomplishment Ingredients”
To help someone accomplish something, even a
small task, include “Accomplishment ingredients”:
What are we trying to accomplish?
When do we want to accomplish it?
Why is this accomplishment important?
If you leave one ingredient out, there is no
opportunity for accomplishment.
… And the Resource Ingredients
To support people’s accomplishment, add
“Resource ingredients” to your conversation:
Who else is involved?
Where will the resources come from?
And Where will the results go?
How will it get done?
If you leave one ingredient out, there is confusion
about resources and participation.
Initiative: Propose an
Accomplishment
• What: Propose an idea for an
attractive and worthwhile
future
– Stay positive, focus on the
future we want, not the one we
want to avoid
• When: Propose a timeline
• Why: Show people the value
of making it happen
Tips: Initiative Conversations
• Get all necessary authorities aligned on
the goal and talking about resources
• Plan your Initiative Conversation to get
people’s attention and jumpstart new
thinking
• Don’t over-initiate: see things through
• Most common mistake: Assuming people
remember what they are working toward.
Understanding Conversations
• Say What you want, When,
and Why
• Engage people in creating the
plan. Ask:
– Who should be involved? Who
are our customers? Suppliers?
– Where are the people and
resources we need?
– How can we be successful?
How does this change my job?
• Then LISTEN…
Tips: Understanding Conversations
• Use a Q&A format: you want input!
- What needs to be done to accomplish this?
- What is a good schedule for us to do it?
- Are there any good measures of success?
• Repeat as needed: What we want, When we
want it, and Why it matters
• Stand by your initiative, but be willing to
collaborate for the goal and the plan
Bonus: New knowledge, new vocabulary, new solutions.
What is “Performance”?
1. Taking an action
2. Producing a result
3. Delivering a service
or communication
• NOTE:
Understanding does
not cause performance.
The Foundation of Performance
Request + Promise = Agreement
• What action or result
do you want?
• By When do you
want it?
• Why does it matter?
The Likelihood of Taking Action
Condition
Likelihood of
Taking Action
If you hear an idea
10%
If you consciously decide to adopt it
25%
If you decide when you will do it
40%
If you plan how you will do it
50%
If you commit to someone else you will do it
65%
Make Requests
Ask!
• Will you do What is wanted?
– Be specific about the results
• Will you do it When it is needed?
– Give and get deadlines
• Do you understand Why is it important?
– People need a context
Yes, you have to ask.
Performance Conversations:
It’s About Agreements
• Confirm the Agreement
– Your expectations are not
their promises
• Manage the Agreement
– Help people remember
– Make promises public
Closure Conversations
• Create accomplishment.
-- We finished the project.
• Create acknowledgment.
– Thank you for the work you
did on ….”
• Create completion.
– What worked? What didn’t?
– Close the book on past
goals, requests, promises.
Closure Conversations:
The Four A’s
• Acknowledge the facts: Say what’s so
– Address persistent complaints and conditions
• Appreciate the people
– Recognize accomplishment & contribution
• Apologize for mistakes & misunderstandings
– Take responsibility, even if you didn’t “do it”
• Amend Broken Agreements
• Recognize, Report, Repair, Recommit
The Likelihood of Taking Action
Condition
Likelihood of
Taking Action
If you hear an idea
10%
If you consciously decide to adopt it
25%
If you decide when you will do it
40%
If you plan how you will do it
50%
If you commit to someone else you will do it
65%
If you have a specific “accountability-appointment”
with the person you made the promise to
95%
Using the Four Conversations
Everyday communication
that gets results:
1. Initiative - Launch
2. Understanding - Engage
3. Performance – Ask +
Promise = Agreements
4. Closure – Complete the
accomplishment
Conversations
in Work and Life
Your conversations are a key
ingredient in the quality of your life.
1. Make things happen, Get things done
2. Establish and maintain good relationships
3. Reach your goals and help others reach
theirs
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Blog: www.usingthefourconversations.com