Performance conversations
– 60 second opener
Performance conversations – 60 second opener1.
This example of a performance conversation can be used as a tool to confront tough issues with courage,
compassion and skill. It is designed to provoke learning and enrich relationships thereby building capacity in your
team members. This example can be used in 1:1 or group situations.
Intent
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Check to see if your intent is about “power with” or “power over”.
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Your intent tells you why you are raising this with the specific party.
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Talk about your deeper intent rather than a bureaucratic / heady intent.
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The deeper intent demonstrates mutual respect and mutual purpose that supports safety in conversation.
Opening Statement – 60 Seconds or less
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Name the issue and your intention for
raising it. Do this in the first two
sentences you speak.
Select a specific example that
illustrates the behaviour or situation
you want to change - no lists!
Clarify what is at stake and any
implications.
Describe your range of emotions
on the issue.
Identify your contribution to this
being the problem or an issue.
Indicate the higher level outcome
you want from the conversation — not
a specific solution and request what
you need from the other party (or
group) to do this.
Say something invitational to the
other party (or group) to help them
want to respond and that indicates
your wish to resolve the issue.
“I want to raise…and I am bringing
this up because…….”
…”Specifically I’m referring to…”
e.g. “If we don’t work on this…”
“… I’ve been feeling….”
“I know I’ve contributed to the
problem by……”
“ I’d really like…..”
e.g. “I’d like to hear what you
think/feel.’
Interaction
Inquire into your colleague’s views. Use paraphrasing and perception checks. Check until you have full
understanding: don’t be satisfied with the surface (tip of the iceberg). Make sure your colleague/group knows that
you fully understand and acknowledge their positions and interests.
Resolution
Where are we now? Has anything been left unsaid that needs saying? What is needed for resolution? How can we
move forward from here, given our new understanding? What have we learned? Make a new agreement and
determine how you will hold each other responsible for keeping it.
1
Scott, S. 2002. Fierce Conversations. Piatkus Publishers. London. U.K.