Communication- Difficult conversations.ppt
- 2. What’s the Risk of not having them?
- 4. VS.
- 5. They might get Angry with you!!!
- 6. If the behavior has to Change…
- 7. Who are you protecting by not saying anything?
- 9. How will they improve if they don’t know there’s anything wrong?
- 11. How should youdo it?
- 12. Steps
- 13. Step
- 14. Gain Clarity
- 15. “The chance of clear communicationincreases when the sender thinks carefully beforehand about what to say. “
- 16. Anxiety is a barrier to clear thinking
- 17. Step back
- 18. Calm your mind
- 20. Sleepon it
- 21. Think objectively, removing your feelings, about the essence of the message…
- 22. Step
- 23. Examples of difficult conversations •Explains why someone is not getting a promotion. •Confronts repeatedly unacceptable behavior. •Provides honest feedback on poor performance. •Respectfully challenges a colleague or customer. •Holds others accountable for their outputs. •Shares tough decision outcomes. •Delegates responsibilities instead of protecting someone’s weakness. •Discusses a “taboo” issue like hygiene or dress. •Acknowledges a mistake before being “caught.” •Thoughtfully says “no” instead of automatically saying “yes.” •Addresses opportunities for improvement. •Explains options in the face of adversity. 1
- 24. Separate feelings from the issue I feel like saying…. I should say…. I’m sick and tired of working 70 hours a week while you guys are playing golf every other day. I should have been put on that project. That person is completely incompetent. You are not doing your work for this project on purpose because you dislike me. You think that this project is impossible and that it can’t succeed. You just want me to fail. You need to start working harder, you are lazy and I am going to have fire you if you don’t start producing. I could use more support from my co- workers as I am unable to keep up with this challenging workload. I feel like I could contribute to that project in a meaningful way and would welcome the opportunity to do so. I need this project to get finished and your participation is crucial, can I count on you? I recognize that I am taking some risks with this new project, which is necessary if we want to try something new. I am hoping you can support me with this initiative. I have noticed your production is not meeting expectations. I need you to improve, your performance is affecting our overall team goal. 2
- 25. Make your messages clear Not clear Clear You didn’t present that topic well. You need to improve your communication skills. You have a poor attitude. Your work is not professional. You’re not being strategic, and you’re missing the mark. Are you crazy? That’s a half baked idea if I’ve ever heard one. I would have found more detail to be helpful. Spend a little more time listening and paraphrasing the client’s needs. Try showing a little more enthusiasm towards this project. I think if your work was proof read and reviewed more carefully before being presented it to your clients, it would be more effective. I think this project requires a more long term approach. It would be better if your plan included a forecast of the project over time. I think that this idea requires a little more thought. Have you considered how this would work at our company? 3
- 26. Step
- 28. Avoidance is all about fear….
- 29. I don’t want to hurt Joe’s feelings…
- 30. Now is not the right timeto deliver this message….
- 31. Everyonemakes mistakes some time….besides, who am I to tell them?
- 34. 2.Are my feelings about what might happen making me avoid this?
- 35. 3.Is delivering this message consistent with my desired reputation?
- 36. If you answered yes to those 3 questions….
- 37. Time to move to step 3!
- 38. Step
- 39. Signs of Avoidance •Procrastinating without a clear rationale. –“Can’t do it today, it’s Friday!” •Ignoring or delaying important conversations. –“We’ll discuss your performance at your review time” •Sidestepping or delegating tough decisions. –“Maybe one of their co-workers will tell them” •Allowing short-term reactions to overrule long-term thinking. –“They did come in on time today, so maybe…” •Putting harmony before integrity. –“I don’t want to upset the team’s dynamics” •Blaming others (avoiding looking at self). –“I can’t believe they could not be aware they are doing a bad job” •Talking about symptoms instead of understanding the wider problem. –“Do you see this typo? And this one? And this one?” 4
- 40. Questions to Consider •Who am I helping? •How will I be helping them? •Will telling them this make them better in the long run? •Why am I delaying telling them this? •Will delaying telling them about this problem make it go away? •If I was in their position, would I prefer to know how I was doing or not? •How will they react? •Am I presuming I know what their reaction will be? •Is it possible that they will appreciate me telling them? •Is this something that I want to help them with? •Will they accept advice from me? •How will telling them make me feel? 5
- 41. Step
- 43. 2 parts
- 44. Directness
- 45. &
- 46. Sensitivity
- 48. Response
- 50. Response
- 55. It’s not easy….
- 57. Step
- 58. Effective Messages Direct & Insensitive Indirect & Sensitive Direct & Sensitive You’re passing the buck, and you have to change. People don’t like you, you have to get better at working with others or else. Is there any chance there’s something here you’re not seeing? Have you thought at all about how you interact with others? It’s part of my job to point out problems in order to help the team and ensure we’re as effective as possible. Those problems include making sure every team member is doing their job. I want to help you figure out how to do that more effectively. Working with other departments is key to our success. I received feedback that others are having difficulties working with you and we need to explore how to change that. 6
- 59. Avoid!!! •Ordering, Directing: – “You have to...” • Warning, Threatening: – “You’d better not...” • Preaching, Moralizing: – “You ought to...” • Advising, Giving Solutions: – “Why don’t you...” • Evaluating, Blaming: – “You’re wrong...” • Interpreting, Diagnosing: – “You need to...” 7
- 60. “You” versus “I” Statements “You” language (ineffective) “I” language (effective) You are constantly asking for exceptions when it comes to proper documentation. You are continually late and you show up unprepared for your meetings. You aren’t collaborating with this rest of the team and you’ve managed to make them all dislike you. I see the documentation procedures being sidestepped, and I want to explore with you how to make it better. I would like to begin meeting with you once a week to look at specific tension spots and brainstorm solutions… I have noticed that your meetings aren’t as effective as the rest of the team’s, and I want to discuss how we can improve them. What do you think is important for an effective meeting? I received feedback that team projects aren’t getting much everyone’s full attention and I would like to change that so that every team member is helping out with them. Let’s talk about how we should be contributing to these projects. 8
- 61. Step 1 Step 2 Step 3 Gain Clarity Overrule Avoidance Execute the message
- 62. Good luck!
- 63. Has this been helpful? Please let me know….