Reflecting with your employees on their performance, achievements, and professional development is a key element of your role as a manager. In many cases, these talks are spontaneous and unplanned – at so-called ‘water cooler’ moments. But in organisations, we also arrange formal moments such as performance reviews, assessment interviews, feedback rounds, and so on.
These interactions are important on a number of levels. Of course they impact the performance and well-being of employees, but they can also foster mutual connection and cooperation, and (ultimately) benefit the functioning of your team or organisation. So, how do you go about conducting such conversations effectively? Both employees and managers take these formal meetings seriously, but also sometimes grumble about them, especially when they have become a bit of a chore and feel more like ‘tickbox’ moments that actually generate little energy.
In this work book we hope to provide you inspiration from Positive Psychology and Appreciative Inquiry, to help you create lively and productive ‘good conversations’ that leave both parties feeling energised and lead to practical intentions.