Questions:
Question 1. Please write to us your three takeaways from this book which you would
like to adopt at your workplace.
Question 2: Which elements of “Conversations that Counts” you have implemented
in your workplace and how has it helped you?
First of all I want to thanks for sharing this precious book with lots of worth contents.
From this book I would like to adopt much of the takeaways but in priority basis I
want to adopt six steps to transforming performance with my team and colleagues. It
will nourish my trait of leadership.
– Facilitating the team’s thinking, to help them think more productively and effectively
than they would without the leader. However, it has to be the team doing the thinking, not
the leader.
The CREATE model is also a great way of organizing the group’s thought processes. Get
the group to focus on the current reality of any situation first—what is known, what the
facts are—before exploring alternatives widely, then tap the energy of the group,
leveraging the expertise and motivations of individual players.
Any group needs positive feedback as much as individuals, possibly even more. When
people get together their emotions get amplified. A little positive feedback can have a big
impact as it bounces around between members of the team.
The CREATE model is a fantastic way to define larger goals in a group: It’s a way of
structuring everyone’s thinking.
In this way the goals come from within the group, and you can be on the outside gently
stretching them as the conversation unfolds.
As per mine observation, this is one of the most useful tools in this book for working with
teams since in the beginning of meeting we could use this model where people can see it,
then work your way down from the top.
Having this model visible in a meeting will help people recognize for themselves when
they have got lost in problem or drama. When people see this for themselves they can
quickly move back up to the planning or details, whichever is relevant.
Placement is a really useful skill for facilitating team conversations covering these types of
issues during the meeting:
■ How long the meeting is running
■ The goal for the meeting
■ What is my role?
■ What are each person’s role?
■ The type of conversation we plan to have (e.g., brainstorming or goal setting)
■ Any agreements we had made earlier about working together
■ Anything from the last time we met so that everyone knows where the team is at now.
