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| Step 1 - Introduction to Difficult Conversations |
The choice to step into a difficult conversation relies on the presence of two drivers:
1] you want a constructive outcome on the issue, and /or
2] you care enough about the relationship.
In a difficult situation, when one or both of these drivers are present, this is the recommended process.
Typically, paralysis stifles action. The outcome and/or the relationship may be deeply important, but the leaders involved lack tools and confidence. The difficult situation continues to build, becoming both magnified and destructive. Individual and enterprise results suffer. Eventually, someone leaves or gets moved or promoted.
The ability to have a significant, constructive conversation in a difficult situation is an important leadership skill that can be learned. To be courageous, timely, and effective in difficult conversations is to powerfully shift the culture and results of any enterprise. Having difficult conversations with grace, confidence and ease is the hallmark of a great leader and goes a long way to drive greater accountability and can deepen relationships if done well.
Here's how it works...
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Step 2 - Difficult Conversations Quick Assessment
On a scale of 1 – 6 please answer the following questions (6 is high 1 is Low)
1. I am comfortable having Difficult Conversations with anyone at any time.
2. The outcomes of my past difficult conversations have always ended with a positive outcome.
3. I am skilled at having difficult conversations and I enter them with confidence.
4. I rarely avoid the opportunity to have a difficult conversation.
5. I enjoy engaging in Difficult Conversations.
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Step 3 - How Can I Get Better At Difficult Conversations
- Think about a conversation personally or professionally that you either need to have or should have with someone. Start with a “Low-Stakes” conversation. Set an intention and a time to have this conversation.
- Review the short Difficult Conversations Video
- Complete this Difficult Conversations Worksheet [PDF] in preparation for your conversation.
- Have your conversation.
- Reflect on the following:
What worked well during the conversation?
What was tricky about the conversation?
What would I do differently next time? - Think about a conversation personally or professionally that you either need to have or should have with someone. Start with a “Low-Stakes” conversation. Set an intention and a time to have this conversation.
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Step 4 - Difficult Conversations Final Assessment
PART A
On a scale of 1 – 6 please answer the following questions (6 is high 1 is Low)
1. I am more comfortable having Difficult Conversations with anyone at any time.
2. The outcomes of my latest Difficult Conversations have always ended with a positive outcome.
3. I am more skilled at having Difficult Conversations and I enter them with more confidence.
4. I would no longer avoid the opportunity to have a Difficult Conversation in the future.
5. I enjoy engaging in Difficult Conversations.
PART B
1. Reflect on the following:What worked well during the conversation?
What was tricky about the conversation?
What would I do differently next time?
2. What is my most significant learning from this process?