Whilst 87% of employees believe that they’re being productive, only 12% of employers would say the same thing about them.Using a little conjecture, it’s not hard to see that some key conversations around performance are not happening.Whilst it’s easy to point the finger at our managers, especially with the observable behaviours around “quiet firing” or “silent sacking”, we need to take a more curious, supportive approach.Avoiding “crunchy” potentially uncomfortable conversations - which conversations around performance represent - is a very human trait.Organisations need to provide absolute clarity on purpose and strategic direction to support their managers, who in turn need to create this for their teams.That way we lay the foundations of collective responsibility for high performance conversations to happen organically.With INTENT: our 5 minute deconstructions of the current trends to inspire healthy rethinking and reconstructive action.by Chris Wickenden, Chief Creative Officer at FROM:TODAYGet in touch with your thoughts and comments.

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