Private conversations are useful in the workplace for some things, like hiring or re-positioning someone. But performance conversations – agreements for what people will deliver – are best done by the group. It builds teams, increases integrity, and improves “delivery performance”.
People pay attention to people – and make lots of assessments and judgments. That’s natural. But it maybe not the best way for a manager to support high performance or reach an organization’s goals.
When your Boss is not paying attention to what you need, and you are managing a group of people who want to become a team, what do you do? Claire paved the way.
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