Purposeful conversations help improve understanding of different points of view, clarify goals, and enhance motivation and commitment. The process supports performance review and personal development. Confirm the current situation, the general context, and future goals. Goals are clarified, with fresh ideas on how best to approach tasks. The process may also involve exploration of employment relationships. This element of the process can be strengthened through effective 360-degree feedback that clarifies other people’s expectations.
Purposeful conversations with AIMS (Awareness, Understanding, Meaning, and Support) are designed to assist managers and other professionals with team leadership responsibilities. In addition to formal “coaching,” the model can also provide the basis for short, regular “coffee conversations” between managers, people on their immediate team, and with other colleagues at work. They help clarify issues and build positive agreement on future actions.
Step 1 – Awareness and recognition:
The first step is to increase your awareness of yourself. This requires active listening to better understand the context and current ways of thinking and responding. What is the person’s thinking, feeling (emotional state), and general perception of events? Acknowledging what the person is saying helps create an opportunity to consider alternative ways of looking at things. The self-awareness of managers / leaders (and other professionals) can also be improved through the use of self-assessment questionnaires and 360-degree feedback.
Step 2: knowledge of broader problems:
The issues must be placed in a broader context linked to new developments and general objectives. Priorities and challenges change over time. Leaders may need to adapt to motivate others and make the best use of resources. You need to discuss the effectiveness of the current response, the approach, and the overall process (for example, current ways of doing things). Relevant questions will explore what is required and how it is best achieved.
Step 3 – Meaningful action:
Building on awareness and knowledge helps to ‘put things in context’ and creates meaning. Conviction and vision of future possibilities contribute to shared purpose. However, a ‘meaningful justification’ is required to create commitment. Finding opportunities for people to develop skills and autonomy (self-directed work) strengthens motivation. Based on this step, activities are better aligned with the overall goals and people feel involved in the process.
Step 4 – Support:
Team members may need support with challenges, but they also value support tied to their personal development. Purposeful conversations help clarify the support and action that is required. Managers can offer technical advice, help secure resources, and facilitate overall progress. Small regular steps contribute to progress, improve motivation, and help build an underlying commitment.
Note that Step 4 of the process must be linked to effective action. Ask the question: What is the most effective thing I can do to help create positive progress?
Conversations with purpose are one of the topics explored in Seven Principles for Exceptional Performance (Dec 2019 post). The book also highlights the problems arising from the FELT deficit.