Corporate Learning and Development – Difficult Conversations
Post Completion of this course you will be able to:
1.Step up to crucial conversations-and handle them well- by learning to influence virtually every domain of your life
2.Improve yourself by asking what crucial conversation to hold and if you should hold it
3.Establish a good climate by being completely-informed with a good story-line
4.Work on your own thoughts, feelings and stories to avoid the costly mistake of “Not Being Informed”
5.Build a Safety-zone by simply describing the gap
6.Learn to stay focused and flexible
7.Make headway by First agreeing on a plan and then by following-up.
We chatter and tattle and gossip and jest. But sometimes—more often than we’d like—we have crucial conversations, those sensitive exchanges that can hurt or haunt us in ways no other kind of talking does. Crucial conversations are unavoidable in life, and in business they can run the gamut from firing a subordinate to, curiously enough, receiving praise. But whatever the context, crucial conversations differ from other conversations because of the emotional loads they carry. These conversations call up embarrassment, confusion, anxiety, anger, pain, or fear—if not in us, then in our counterparts.
Indeed, crucial conversations cause such anxiety that most people simply avoid them. This strategy is not necessarily wrong. One of the first rules of engagement, after all, is to pick your battles. Yet sometimes it can be extremely costly to dodge issues, appease difficult people, and smooth over antagonisms because the fact is that avoidance usually makes a problem or relationship worse.
Since crucial conversations are so common—and so painful—why don’t we work harder to improve them? The reason is precisely because our feelings are so enmeshed. When we are not emotionally entangled in an issue, we know that conflict is normal, that it can be resolved—or at least managed. But when feelings get stirred up, most of us are thrown off balance. Like a quarterback who chokes in a tight play, we lose all hope of ever making it to the goal line.
We have seen that managers can improve difficult conversations unilaterally if they approach them with greater self-awareness, rehearse them in advance, and apply proven techniques & tools we offer in this course.