Managing Accountability and Performance (MAP)

CONVERSATION QUALITY AND ENGAGEMENT (CQE) CHECKLIST

Please assess your conversation and engagement skills and score yourself.

Ask other colleagues to also score your skills and compare scores. This checklist can be used in work settings such as strategy making, coaching and performance management, as well as other settings such as leadership, social and even family settings. Keep practising and reflecting on skill levels and improving your CQE skills in realtime whenever conversation quality is important. Work on improving Level I Skills first, then move to Level II Skills

 

Note: To be used in conjunction with CIL skills development workshops and executive mentoring

FEEDBACK – IN STRATEGY AND LEADERSHIP, AND MANAGING ACCOUNTABILITY AND PERFORMANCE ROLES

Complete the assessment sheet by providing scores which indicate levels that reflect typical behaviour in conversations in team and one-on-one settings. Each score can also be accompanied by a description of a specific behaviour, if possible, in specific situations, as further support and a basis for learning. Start a self-assessment process by using the following introduction:

In assessing strategy, leadership or performance conversations I (insert an item wording) then provide scores for the items 1–20.

                

                        

                            
Table 5.1: Conversation Quality and Engagement (CQE) Checklist

                            

                        

                        
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LEVEL I SKILLS
1. I use active listening to understand another person’s point of view(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
2. I repeat a summary of and paraphrase what is said to ensure deeper understanding(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
3. I take responsibility for myself by choosing language that indicates this(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
4. I listen to what is being said and am self-aware when judging(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
5. I maintain a balance between asking questions and stating my opinions(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
6. I do my best to be clear about the assumptions underlying my opinions(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
7. I constantly question my opinions for concrete evidence to support them(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
8. I use concrete examples to describe behaviour, sensing, feelings and impact(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
9. I stay engaged by identifying events that could assist in understanding underlying patterns of behaviour and structural aspects(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
10. I use open-ended questions to clarify the patterns and structures(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
LEVEL II SKILLS
11. I avoid third-party involvement (triangulation) by dealing directly with others and with the issues at hand(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
12. I confront others constructively when I disagree with their opinions(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
13. I take a stand and express the results I want while remaining engaged with the conversation at hand(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
14. I make informed choices about my personal behaviour in the conversation by balancing the purpose of the conversation with its desired results and current reality(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
15. I encourage others to remain engaged in the conversation(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
16. I define personal and organisational boundaries and review them when necessary(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
17. I know my personal patterns of behaviour and “hot buttons” and can intervene effectively and make choices(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
18. I understand the origins of my behavioural patterns and “hot buttons”(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
19. I apply conflict resolution skills as required(Required)

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			

			

					
					
			
20. I use applicable coaching skills such as deep listening, empathy, respect, concreteness and genuineness as appropriate(Required)

SCORE

DESCRIPTION AND INTERPRETATION GUIDELINES

0–25

Low potential for leadership. Others feel out of touch and no effort is made to be in touch, even disrespect. Conversations easily escalate into conflict and leave feelings of frustration. General lack of trust and alignment. Low morale and commitment is common. Open, authentic conversations are difficult and seldom happen. Teams and individuals don’t know what their priorities and roles are, and results are unclear.

26–50

Medium potential for leadership. Others feel that you are somewhat distant. Conversations are often unsatisfactory and people don’t know where they stand. Trust is at a low level. Open and authentic conversations sometimes happen and when they do the contrast is immediately noticed. Indirect behaviour with third parties is commonplace and many areas that are undiscussable develop. Priorities are often unclear and choices are difficult to make, boundaries are also unclear and easily violated.

51–75

Average to above-average potential for leadership. Trust levels are building. Practising conversation and engagement skills in real time is accepted and encouraged. Regular feedback and coaching for the purposes of learning is commonplace. Priorities are clear and tough choices are made and adhered to. Boundaries are often the focus of conversations. Systems thinking is applied as a way of looking at the world and influencing it and this informs many choices at interpersonal and intrapersonal levels.

76–100

High potential for leadership. Priorities are clear and there is continuous improvement with little wastage. Raising of performance standards and changes in direction are both easily executed. Others experience openness and authenticity in the leadership process. Relationships are characterised by confidence, humility, courage, firmness, vulnerability and openness. Confronting in a tough yet compassionate and constructive way occurs frequently and is skilfully executed using conversation and engagement skills naturally, and sometimes intuitively. Thinking and actions are informed by a systems perspective and self-knowledge. Trust is continuously being built and the team performs at a high level and in alignment with the overall goals and with each other.

 

Leadership is conceptualised as influence potential. Leadership is executed through the capacity to take a stand and then skilfully, in a non-anxious manner, hold this stand while staying in touch with the system you lead, using conversation and engagement skills, until the followers align themselves with your stand.

Competent conversation and engagement consists of frequent face-to-face communication one-on-one as well as one-on-many, which are characterised by openness and authenticity, together with a tough-minded focus on agreed purpose and results. This enables high performance through robust, trusting relationships and a learning climate. In this approach, individuals and teams take personal responsibility and are accountable, which enables rapid self-correcting, which in turn supports the capacity for self-organising at individual, team and organisational levels.

Select one or two of the skills that you would like to improve and include them in your personal development planning. Create practice areas in different settings where you can raise your level of competence, including contracting for regular structured feedback processes with mentors.

DEVELOPING CONVERSATION QUALITY AND ENGAGEMENT SKILLS – SCORES FOR THE PURPOSES OF PERSONAL DEVELOPMENT PLANNING (PDP)

Conversation quality and engagement skills can improve the quality of your relationships both at work and in your family. These essential life skills are the foundation for strategy making, learning, leadership and building trust.