Difficult conversations a few tips
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This document provides tips for having difficult conversations. It advises to see difficult conversations as opportunities rather than obstacles. When having the conversation, plan what you will say and your responses. Choose an appropriate time and place and take emotion out of the discussion. Get straight to the point by clearly explaining what needs to change and why. Listen to the other person's response without getting derailed from your message. Keep the conversation respectful, constructive, and honest. Agree on next steps and commitments to move forward.
Difficult conversations a few tips
- 1. DIFFICULT CONVERSATIONS A few tips
- 2. “In every difficult situation is potential value. Believe this, then begin looking for it.” Normal Vincent Peale
- 3. don’t see having a difficult conversation as a stumbling block Use it as an enabler
- 4. don’t worry, we’ve all done it…
- 8. “Leadership is not „making friends and influencing people‟ – that is flattery. Leadership is lifting a person‟s vision to high sights, the raising of a person‟s performance to a higher standard.” Peter Drucker
- 9. it’s your job as a manager to do this
- 11. Plan your conversation How are you going to explain the issue clearly? What are they likely to say? What are you likely to say to this? What’s the bottom line? How are you going to move forward?
- 12. think logistics
- 14. choose a time and a place that optimises your discussion
- 16. take emotion out of it
- 18. Get straight to the point
- 19. tell them exactly what needs to change or happen differently
- 20. tell them why things need to change or be done differently
- 21. HANG BACK give them space to react and respond to what you have said
- 23. Respond to the points raised
- 25. stay on message
- 29. that doesn’t mean being dishonest
- 30. Agree what the next steps are
- 31. Commit to the way forward
- 32. Questions?
Editor's Notes
- #3: Its an enabler for several reasons, Best case – person changes, worst case, you’ve prepared the road for a further conversation and action if needs be
- #12: Note “likely to say” not “want to say”! There’s a difference
- #22: Their perception is reality. Your job is to get them to understand YOUR perspective.