Leaders Letters A Leadership Resource
Edition 9. October 2009
The Deep Value of Daily Conversations By Robin Sharma
A Message From the Deputy
he degree of success that you achieve in business will ultimately come down to the degree of depth of your conversations. Business is, essentially, nothing more than a conversation.
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ur Vision in our Strategic Plan speaks to the importance of having a safe, healthy, engaged workforce and our Values speak to having open, honest respectful communication and valuing our employees and working together.
The primary block to us having necessary conversations at work is technology. While technology is a wonderful servant, in many instances it has become our master. Rather than walking down the hall to have a conversation with a member of our team, we fire off an email. Reliance on technology severs our human connections and human connections are the primary driver of business growth. People love doing business with people who care about them. People love doing business with people they trust. People love doing business with people who they feel an emotional bond with. Without regular and sustained conversations, no such bond can exist.
As a department, we are committed to ensuring we implement a department wide performance development action plan.
Here are five practices that will help you keep engaging in conversations and, as a result, continue to experience higher levels of success: M ake time for “human moments” at work. Research has shown that one of the main reasons that people are no longer as motivated and loyal at work is because they do not feel that they are part of a community. “Human moments” are infrequent. To increase the “human moments” within your workplace, carve out the time on a daily basis to personally meet with people and connect with them at a level beyond the superficial. Speak to people’s interests. Ask them about their family. Show them that you are truly there for them and they will respond with greater energy, empathy and commitment to you. (Continued on page 2)
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Deputy Minister Sharon Cameron with Director of
I have Corporate and Finance Services Lorne Clow. started the performance development process with my Senior Management Team and have enjoyed very much the open conversation this has provided. Performance Development provides the opportunity to discuss achievements and opportunities and to map out a work plan for the upcoming year. I have found the conversations most rewarding. I would strongly encourage you to embrace the process and make the time to have this important dialogue with your supervisor or staff. Sharon Cameron