TABLE 7-1 Emerging practices for performance and de- velopment dialogue Current practice Have the conversation about performance occur at one point in time. Focus on ability (\"You are smart\") that creates a fixed mindset. Look back to emphasize performance (\"You are good at ...\".) Emphasize what is wrong. Leader's role is to com- mand and control, and leader is not close to the change process. Focus on action. Talk about what has hap- pened and what should happen. Prepare for a performance review by doing paperwork and filling out forms. Emerging practice Have performance conver- sations in real time (ongoing) around events (annual celebra- tion, promotion, salary). Focus on effort (\"You work hard\") to create a growth mind- set. Praise efforts as well as results. Look forward to see opportun ity and create learning (\"What did you learn that you can apply in the future?\"). Focus on what is right (keep a fivetoone positivetonega tive ratio). Leader's role is to coach and communicate by modeling both change and personal improvement. Focus on the sustainability of actions. Listen and engage in affirm- ative conversation about what could happen next. Prepare for a performance review by thinking about how to help the individual person