(PRWEB) August 21, 2006 -- Relationships are formed, or destroyed, one conversation at a time – both at home and at work. A US study* found that on average, live-in couples converse for a total of half an hour a week and the amount of time parents spend conversing with their children each week can be measured in minutes.

Workplaces reflect the same lack of conversation. We have learned from necessity to squeeze our messages into a quick email, a two paragraph executive summary, or a fifteen second sound-byte. Along the way we have lost the ability to engage in purposeful, and therefore effective, conversations. Conversational behaviours and the values underpinning them shape organisational culture and in times of crisis the culture of an organisation drives individual behaviour.

One study of 500 “stunningly productive” organisations revealed that peak performance in fact had nothing to do with systems and policies that drive performance management. Approximately half of these “star” companies had almost no formal performance-management processes in place. What did show up was that within high-performing companies, when employees fail to deliver on their promises, their colleagues willingly and effectively step in to discuss the problem. In the least productive companies, poor performers are first ignored and then transferred or performance-managed out of the organisation altogether.**

Recent research commissioned by the Institute of Executive Coaching Australia revealed that the most significant skill people gain from executive coaching is the ability to conduct effective workplace conversations such as giving feedback to colleagues and staff, brainstorming for innovation and conducting candid conversations around performance and engagement.

A 2005 UK study of employee engagement showed the most motivating form of communication is team meetings (almost 80%), followed by leaders who wander around and have conversations with employees (72%). Face to face conversations is the favoured medium because of the opportunity to share and debate ideas and build a sense of teamwork. Where conversation does not exist, 80% of all employees are demotivated and more likely to leave. ***

Responding to the growing demand from organisations to develop the conversational skills of their leaders, IEC has launched “Effective Workplace Conversations”, a program that teaches leaders and managers how to conduct the conversations currently lacking in organisations.

Dr Hilary Armstrong, who led the team that developed the program, believes that by developing conversational ability, leaders can more effectively maintain relationships, set expectations and lead their employees to achieve desired business results.

“Although conversation is taken for granted, it is surprising how scarce it is. Conversations are the key to building affiliations and sustaining organisational effectiveness. They are fundamental to building healthy organisational cultures, ones that challenge thinking, engage staff and develop new possibilities,” says Dr Armstrong

As Charles Darwin said, “It’s not the strongest species that survive, nor the most intelligent, but the ones most responsive to change”.

About The Institute of Executive Coaching
The Institute works with senior executives providing innovative leadership and coaching support to improve the performance of individuals, teams and organisations.

About Dr Hilary Armstrong
Dr Hilary Armstrong is the Director of Research and Training at the Institute of Executive Coaching and a senior executive coach and facilitator. Hilary has previously worked with the St. James Ethics Centre, has owned and managed two businesses and has been in senior management roles at the University of Western Sydney. She has worked extensively with individuals as well as teams providing executive coaching, workshops on transforming conversation in action, mediation, ethics advocacy, action learning and research. She is a specialist in adult learning and conversational practices and has significant experience in building people’s capacity to reach their potential in today’s challenging workplace environments.

Dr Armstrong is available for interviews by appointment. For further information please contact:

Catriona Pollard
CP Communications
Ph: (02) 9969 9668
M: 0411 023 974

References
* Deborah Tannen, The Argument Culture, 1999
** Kerry Patterson et al, Crucial Conversations, 2002
*** “A Little More Conversation”, A CHA Report, Autumn 2005