Author Profile Picture
John Rice

Bowland Solutions

Sales & Marketing Director

The neuroscience of Meaningful Conversations

Meaningful conversations thrive on growth mindset and the belief that people can improve through effort. Research shows that the assumptions you bring to performance reviews—particularly whether you view abilities as fixed or developable—directly influence whether conversations become constructive, respectful, and truly impactful.
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We recently held a webinar on ‘The Art of Meaningful Conversations’…well, here is the neuroscience of Meaningful Conversations in a snippet from David Rock’s recent presentation to the CIPD HR Leaders Network.

He talks of mindset as being critical to successful performance reviews, namely a growth mindset over a fixed one; the simple belief that one can improve and is not limited solely by talent but by effort.

We see the beliefs and assumptions that one takes into a performance management conversation are key to the ability to make it more likely one can conduct a meaningful conversation; one where the purpose of the conversation is delivered upon and where the dynamic is adult, 2-way, constructive and respectful.

You must believe the person in front of you is capable of change and improvement; if not, why persist with performance management?

John

www.bowlandsolutions.com

We recently held a webinar on ‘The Art of Meaningful Conversations’…well, here is the neuroscience of Meaningful Conversations in a snippet from David Rock’s recent presentation to the CIPD HR Leaders Network.

He talks of mindset as being critical to successful performance reviews, namely a growth mindset over a fixed one; the simple belief that one can improve and is not limited solely by talent but by effort.

We see the beliefs and assumptions that one takes into a performance management conversation are key to the ability to make it more likely one can conduct a meaningful conversation; one where the purpose of the conversation is delivered upon and where the dynamic is adult, 2-way, constructive and respectful.

You must believe the person in front of you is capable of change and improvement; if not, why persist with performance management?

John

www.bowlandsolutions.com

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