Critical Conversations For Dummies E-Book

Christina Tangora Schlachter

• Herausgeber: John Wiley & Sons
• Kategorie: Ratgeber
• Sprache: Englisch

Seitenzahl: 519

Veröffentlichungsjahr: 2013

Beschreibung

The easy way to communicate best when it matters most

Most people are aware of the importance of handling critical conversations well. However, when it comes down to actually being in a difficult situation that calls for key communication skills, many do not know how to practically apply their own thoughts.

Critical Conversations For Dummies is a step-by-step reference for the variety of crucial conversations life presents in the workforce. It's packed with strategies for preparing for high-stakes situations; being persuasive (not abrasive); knowing the value of assertive communication; resolving failed promises and missed deadlines; maintaining morale when firing staff; getting new employees off on the right foot; managing staff relations and strengthening team relationships; understanding audience needs and motivations to get positive results; altering confrontational language to cooperative language during difficult conversations; and building relationships in the face of conflict.

• Improve communication skills in crucial conversations
• Avoid common pitfalls and emotional tendencies
• Discover the benefits of success in crucial conversations

This book is especially relevant to the hundreds of thousands of leaders who are tasked with multiple duties, whether addressing complex problems from stakeholders or achieving exceptional results from staff.

Leseprobe

Critical Conversations For Dummies®

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Copyright © 2013 by John Wiley & Sons, Inc., Hoboken, New Jersey

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Library of Congress Control Number: 2013931957

ISBN 978-1-118-49031-0 (pbk); ISBN 978-1-118-50240-2 (ebk); ISBN 978-1-118-50249-5 (ebk); ISBN 978-1-118-50247-1 (ebk)

Manufactured in the United States of America

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About the Author

Dr. Christina Tangora Schlachter, PhD, is the CEO of She Leads, where she coaches leaders who are tired of too much fire-fighting and are ready to create meaningful change based on open and authentic conversations. Christina’s matter-of-fact 12-week transformation process has helped thousands of leaders around the globe build rapport, speak honestly, and deliver results.

In addition to writing Critical Conversations For Dummies, Christina is also the author of Leading Business Change For Dummies (co-written with Terry H. Hildebrandt and published by Wiley), a contributor to numerous business and communication journals and blogs, and a sought-after keynote speaker globally. Christina has been recognized as an American Express Small Business Award winner and is a Lean Six Sigma Master Black Belt.

Christina holds a PhD in human and organizational systems, MAs in education and in organizational studies, and a BBA in international finance and marketing. She is a frequent speaker and lecturer at top-ranked universities, including Stanford, where she received her first master’s degree.

When not coaching, writing, or speaking with clients about leading change, Christina has swum across the 9-mile Maui Channel solo and is a two-time Ironman triathlete. She alternates among swimming, biking, running, and skiing around the mountains of Colorado with her husband, two sons, and their Nova Scotia Duck Tolling Retriever.

Christina loves to hear from her readers. She can be found on her bike or in the pool at the crack of dawn, or at [email protected] or www.sheleadstheway.com.

Dedication

For all the business leaders, managers, and employees ready to start creating meaningful change and powerful relationships based on honesty, openness, and respect.

Author’s Acknowledgments

My sincere thanks and appreciation to everyone who had a part in putting this book together.

I want to specifically thank the great minds at John Wiley & Sons, Inc., especially Project Editor Linda Brandon, Acquisitions Editor Tracy Boggier, and Copy Editor Sarah Faulkner. To the graphics and layout team at Wiley: You made this book come to life.

A special thanks for your dedication and for saying “yes” to my Technical Editor, Dean Savoca. And thanks to Shannon Rodriquez for making the connection.

My continued gratitude to Matt Wagner at FreshBooks; without your excitement for the project, this book would not have been possible.

To my wonderful clients who have contributed examples, experiences, and successes — your insights and triumphs are a pleasure to share.

To Beth Ornstein at Mediation Now; your expert facilitation advice and willingness to help are greatly valued. And a belated thanks to Kendra Prospero.

Thank you to my family who stuck by my side when I was working like crazy to balance writing, family, life, and clients.

And to my husband and brain trust, Michael, thank you for all your ideas, recommendations, and suggestions every step along the way. Your content, commentary, and subject-verb agreement editing make you the best husband ever.

Publisher’s Acknowledgments

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Critical Conversations®

Visit www.dummies.com/cheatsheet/criticalconversations to view this book's cheat sheet.

Table of Contents

Introduction

About This Book

Conventions Used in This Book

What You’re Not to Read

Foolish Assumptions

How This Book Is Organized

Part I: The Anatomy of a Critical Conversation

Part II: Making Sense of How You Communicate

Part III: Getting Down to Specifics: Creating a Critical Conversation

Part IV: Putting It All into Practice

Part V: The Part of Tens

Icons Used in This Book

Where to Go from Here

Part I: The Anatomy of a Critical Conversation

Chapter 1: Let’s Get Critical! Making Conversations Count

Discovering the What, When, Who, and Where of Critical Conversations

What is a critical conversation?

When should you have a critical conversation?

Who should have the conversation?

Where should you have a critical conversation?

Making the Effort: Benefits of Critical Conversations Done Right

The Golden Rule of Critical Conversations: Be Genuine

Grasping the Art and Science of Critical Conversations

The art: Making the interpersonal connection

The science: Focusing on the facts

Blending art and science to make a positive impact

Getting an EDGE on Critical Conversations

Exploring and examining what’s happening

Deciding on options to move forward

Gaining commitment and getting moving

Evaluating next steps

Critical Conversations Are Everywhere

Chapter 2: The Ins and Outs of a Critical Conversation

It’s Not Just Words: Critical Conversations Matter

Building relationships

Resolving issues

Managing performance

Finding Out What Makes Conversations Critical

It’s Not Easy! Why Critical Conversations Are So Hard

Facts and emotions collide in the workplace

A tendency to shy away from tough news

Technology makes talking too passé

Avoiding Common Communication Pitfalls

Problem/solution: One-sided conversation

Problem/solution: Distracted audience

Problem/solution: A lack of trust

Problem/solution: Not heading in the same direction

Chapter 3: Critical Conversations: Key Elements to Get You Started

Playing the Right Role

The initiator

The recipient

The support team

Setting Up for Success

Preparing to give feedback

Specifying the objective

Giving fair warning

Kicking Off the Conversation with Ease

Opening the discussion

Using small talk (or not)

Managing high stakes and higher emotions

Chapter 4: Delivering the Message with Impact

Examining Perspectives and Acknowledging Other Perceptions

Start with facts

Ask for additional information and intents

Clarify consequences

Deciding on Options to Move Forward

Identifying desired behaviors

Discussing possible alternatives

Gaining commitment by building agreements early on

Making a SMART agreement

Gain Commitment to get a Move On: Who Does What by When?

Closing the conversation

To act or not to act: That is the question

Evaluating the Impact

Chapter 5: Knowing When It’s Time to Have a Critical Conversation

Your Indicator Light Is Flashing!

Workplace dynamics

Performance issues

Overdue Notice: Time for a Critical Conversation

Deciding whether a problem still exists

Inherited issues

The elephant in the room

Multiple Issues: Handling the Snowball Effect

Prioritizing what issue to focus on first

Creating a win for everyone

Remembering the principle of patience

Part II: Making Sense of How You Communicate

Chapter 6: Building Effective Verbal Communication Techniques

Great Communicators Are Made, Not Born

Verbal Communication: When Words Matter Most

Facts, opinions, and gossip

I, you, we, and they: Pronouns matter

Cooperative Language: Verbal Communication at Its Finest

Keeping confrontational language out

Turning confrontational words into accommodating words

Using five key phrases that get results

Chapter 7: Grasping Nonverbal Cues

Noting Nonverbal Techniques that Speak Volumes

Expressions that count

Use of voice

Silence is golden, space is priceless

Nonverbal no-no’s

Becoming an Expert in Active Listening

Practicing active silence

Reflecting before responding

Asking to clarify questions

Chapter 8: Working with Different Communication Styles

Taking On Direct and Passive Communication Styles

Direct communicators

Passive communicators

Saying Yes to Assertiveness

Checking out assertive qualities

Using assertive styles to move to action

Knowing Your Communication Style

Sharpening Your Communication Style

Gaining insight from your peers

Managing your style under stress

Clarifying assumptions

Part III: Getting Down to Specifics: Creating a Critical Conversation

Chapter 9: Here’s the Warm-Up: Getting Yourself Ready

Avoiding Pitfalls through Preparation

Being Physically Prepared

Schedule so you’re not rushed

Eat, rest, exercise

Design the questions

Have a clear plan

Being Emotionally Prepared

Getting to know your motivations

Meeting the needs of others

Knowing and controlling your hot buttons

Maintaining a positive attitude

Starting on the Right Track: Rapport and Trust

Defining rapport and trust

Building rapport and trust

Chapter 10: Keeping Challenging Situations Productive

Righting a Wrong

Okay, so you lost your cool

Time to ask for support

Get help from across the table

What did you say?! Handling the unexpected

Keeping Tough Discussions Encouraging

Motivating people gets results

Supporting others’ needs

Using power wisely

Dealing with Resistance

Stay flexible

Know when to push and when to stop

Take two steps forward and one step back

Gaining Focus When Conversations Go Off Track

Chapter 11: Closing the Conversation with Ease

Making the Case for Closure

Creating Powerful Action Plans

Agreeing on next steps

Determining elements of an action plan

Following Through for Success

Writing the perfect follow-up note

Scheduling follow-up meetings

Creating more formal documentation

Responding to ignored action plans

Part IV: Putting It All into Practice

Chapter 12: Conversations in Good Times

Using Critical Conversation Tools to Hire and Develop Superstars

Hiring the best

Helping employees soar

Using words that launch exceptional performance

Coaching with Critical Conversations

Using coaching methods

Finding coachable moments

Making Everyday Conversations Count

Changing day-to-day talks into motivating moments

Using feedback to create results

Opening Your Culture to Conversation

Chapter 13: Conversations in Bad Times

Preparing for a Performance Conversation

Having Conversations When Performance Is Suffering

Clarifying what’s not working

Looking for options

Moving toward action

Assessing the conversation’s impact

Turning Poor Performers into Productive Performers

Firing Employees with Compassion

Be professional and empathetic

No apologies necessary

Keeping It Close to the Chest: Confidentiality Is Critical

Chapter 14: Dealing with Staff Disputes

Getting Results When Employees Aren’t Getting Along

Knowing how to step aside

Realizing when to intervene

Getting Expert Tactics for Handling Staff Disputes

Using five steps to resolve conflict

Turning a conflict into a positive experience

Talking today to solve tomorrow

Resolving the Five Biggest Staff Disputes

Ending offensive comments from a co-worker

Dealing with an obnoxious co-worker

Putting away grudges

Handling waterworks in the office

Discussing differing values and personal styles

Chapter 15: Identifying and Working through Workplace Complaints

Addressing Workplace Complaints

Defining a workplace complaint

Figuring out when critical conversations aren’t enough

Complaints that benefit from a critical conversation

Using Critical Conversations When an Issue Is Raised

Digging into Workplace Complaints

Maintaining confidentiality during communications

Not placing blame

Separating the personal issues from valid grievances

Bringing in a Mediator

What is a mediation expert?

When to bring in a professional

How a mediator can make your life easier

Moving Forward after Tough Workplace Conversations

Chapter 16: Resolving Difficult Behaviors with Critical Conversations

Defining Difficult Behaviors

Keying in on Difficult Behaviors

Looking at intentions

Focusing on behaviors, not labels

Using a Critical Conversation to Turn Around Difficult Behaviors

Paying attention to your own opinions and perspectives

Putting the critical conversation into play

Building a Toolbox: Action Plans for Difficult Behaviors

Coaching and support

Education and mentoring

Rewarding the right behaviors

Finding the Words for Special Circumstances

Defusing a screamer

Quieting the back-stabbing gossiper

Cooling down the angry hostile types

Stepping in When Bad Behavior Becomes a Pattern

Chapter 17: Customer Conversations

Helping Customer Relationships

Providing Exceptional Customer Service

Using key elements to work through complaints

Noting the differences and similarities between internal and external issues

Knowing what upset customers want

Handling a Customer Who Crosses the Line

Managing “I want to talk to the manager”

Facing a hostile customer

Delivering Bad News to Clients

Creating an open and honest environment

Identifying solutions together

Keeping Your Customers

Checking it twice

Renegotiating the future

Chapter 18: Hot Topics in Team Conversations

Creating a Productive Team

Facilitating team conversations

Making team decisions

Improving Team Behavior

Part V: The Part of Tens

Chapter 19: Ten Benefits of Leading a Critical Conversation

Increasing Leadership Potential

Maintaining Confidence throughout Tough Situations

Influencing without Overpowering

Developing Healthy Work Relationships

Focusing on Teamwork

Making Work Easier

Developing Rapport Quickly

Becoming a Better Coach

Encouraging Different Ideas

Managing Conflict Like a Pro

Chapter 20: Ten Ways to Keep Your Cool When No One Else Is

Taking a Breath and a Break

Getting a Move On

Expressing Your Emotions

Asking for Help

Stating the Obvious

Finding the Positive

Keeping the Problem in Perspective

Knowing When to Walk Away

Keeping Forward Movement

Staying Flexible

Chapter 21: Ten Ways to Manage a Conversation That’s Going South

Dealing with Texting, Typing, and Checking Messages

Meeting the Timekeeper

Wording: Me-versus-You Language

Checking Body Language

Observing When the Talker becomes Silent

Getting Defensive

Handling the Situation When the Offense Strikes Back

Ending the Blame Game

Keeping Agreements in Tact

Tempering Emotions

Cheat Sheet

Introduction

Welcome to Critical Conversations For Dummies!

Critical conversations are almost everywhere, from bosses who need to share tough performance messages with employees, to co-workers who have vastly different ideas on how a project should be run, to business owners who deal with customer complaints.

Although many critical conversations happen, only a few are successful in achieving productive results. Sometimes conversations fail because people are afraid of delivering bad news or offending another person. In other cases, people are so passionate about their own positions that the conversation turns into a lecture rather than a dialogue. That’s where Critical Conversations For Dummies steps in.

Critical Conversations For Dummies helps leaders become expert communicators, ready to deliver strong messages in a single bound, while creating mutually agreed-on results and stronger relationships, all with honesty and authenticity. Okay, take out the single bound, but a critical conversation does create the impetus to do something different, and that’s a powerful tool.

So what is a critical conversation? A critical conversation is any conversation in which two or more people have differing opinions, perspectives, or ideas on how to work, talk, act, behave, or for that matter, basically do anything. Throw in the different parties in the conversation being highly engaged and emotionally tied to their respective views of the desired results and you have a critical conversation that should be happening right now. A successful critical conversation occurs when the parties take action that’s mutually agreed on and improves the current situation from all points of view. Therefore, it isn’t just about having the conversation; it’s about making sure the conversation results in change.

To create change that’s beneficial for everyone involved, the key elements of a critical conversation need to be put into play. Critical Conversations For Dummies shows you how to take action and create positive productivity and desired results.

About This Book

Although most humans start talking at an early age, having a conversation when the stakes are high and emotions are higher still isn’t easy for many people. In this book I give you a set of instructions and examples to help focus the conversation and create a path to success in the face of almost any conflict.

Critical Conversations For Dummies focuses on three key aspects of critical conversations:

Understanding when and why to have one in the first place

Building a toolkit of conversation skills to prepare you

Delivering the message with ease and authenticity

This book gives you a roadmap to get from problem to solution when faced with almost any issue or situation. Although the discussion may not always be perfectly planned out, the tools provided in this book will help you avoid the common mistakes and pitfalls that can happen during a conversation, and the knowledge about how to address them if they do.

With more than 7 billion people in the world, about 6.9 billion probably could use a helping hand with conversation skills and can use this book to do so (which will put it on the all-time New York Times Best Seller list!). Although the examples in the book focus on workplace issues, Critical Conversations For Dummies is intended for anyone who wants an easy-to-apply framework to communicate his or her message and point of view, while building acceptance and positive relationships. And because the need for conversations and communication is one of the few constants in today’s workplace, you may find yourself using this book day-in and day-out to resolve conflicts, get results, and create motivated teams.

Whether you’re an executive of a Fortune 500 company who needs to encourage an executive team to work together, a manager dealing with a poor performer, an employee having a dispute with a co-worker, or anything in between, the tools in this book will help you deliver powerful messages that resolve conflict and build more productive relationships.

Conventions Used in This Book

I use the following conventions throughout the book:

When I introduce a new term, I italicize it and then provide a definition.

Keywords and actions are in bold and in numbered steps.

What You’re Not to Read

If you’re in a hurry, you can safely skip all the sidebars in this book — they’re the gray-shaded boxes filled with extra information. I’m partial to them, but skipping them won’t take away from your understanding of critical conversations.

You won’t find any summaries in the chapters, so if you are just looking for the 10,000-foot overview, skip the details and just focus on Chapter 1.

If you only need a refresher or some ideas on what to say, jump right to the examples throughout the book. These scripts are great starting points to integrate in your own critical conversation.

Foolish Assumptions

As I wrote this book, I made a few assumptions about you, my readers. Even if only a couple of these seem to describe you or your organization, I’m confident that this book will support you in whatever change you’re leading.

You’re a leader who wants to encourage people to collaborate more.

You’re faced with conflicting ideas or points of view from the people you work with.

You know you need to have a conversation with someone and aren’t sure where to start.

You’re looking for a roadmap, processes, and tools to help you lead an important conversation well.

You want strategies that will help you engage employees in the decision-making process.

How This Book Is Organized

Critical Conversations For Dummies is divided into five parts. The first three parts deliver a functional, action-oriented toolkit and roadmap to put your conversation on the path to success. The fourth part dives deeper into specific circumstances that require critical conversations with plenty of examples to use right away. The last part provides the ever popular Part of Tens, featuring chapters with top-10 lists of key communication tips you can use right away. If you want information on a particular topic, the Index is a great reference guide.

Part I: The Anatomy of a Critical Conversation

Welcome to Critical Conversations 101! Part I is about getting the basics of conversations right so you can have a critical conversation wherever you may find or need one. I share why critical conversations are so important and worth the time and effort that you must invest to do them well. In Chapters 3 and 4, I walk through the key elements of a critical conversation and provide a conversation model that I refer to throughout the book. From preparing for the conversation and kicking off the discussion to closing out the communication with ease, here you get the basics of what to say and when to say it.

Part II: Making Sense of How You Communicate

Even if you aren’t sure whether you need to have a critical conversation just yet, you find some great ideas on how to be a better communicator. In this part, your conversations toolbox becomes incredibly full. Because communication is the building block to a successful critical conversation, you find out how to perfect your communication techniques. In Chapter 6, I start the conversation with how to use cooperative language to keep the discussion positive and focused. Because communication isn’t just about talking, Chapter 7 is devoted to honing your body language and listening skills. If you want to find out more about your own communication style and how to work with others, Chapter 8 is the place for you to start.

Part III: Getting Down to Specifics: Creating a Critical Conversation

This is where you’re ready to get talking. Discover how to kick off the conversation and even how to reduce your own level of stress before the conversation starts (sorry, a masseuse is not included). In Chapter 10, you discover how to use a conversation to make decisions in the face of conflict and negative reactions, and how to keep everything on track. Because conversations don’t really end when the talking is done, Chapter 11 not only helps you close the conversation with ease, but also gives you ideas on creating action plans that can guide you through what to do next so all parties take responsibility. This part provides a wealth of information about what to say and do when the conversation is rolling.

Part IV: Putting It All into Practice

Critical conversations really are everywhere and this part proves it. You discover how to communicate with impact in good times and bad. From hiring superstars and helping them hit the ground running, to firing poor performers and dealing with staff disputes, this part has it all. You get practical tips for mastering critical conversations with customers, discover how to use critical conversations during ethical and workplace complaints, and find out how to resolve even the toughest issues with the most difficult personality types. I also include a chapter on conducting team critical conversations in some hot topic situations. Check it out to be on the cutting edge of communication!

Part V: The Part of Tens

If you’re in a big hurry and need ideas to get a conversation started right away, this part provides you with some essential principles and creative ideas on how to jump into the conversation. First, I start with ten personal benefits of mastering critical conversations, as well as the benefits of having them in the first place. Then, because everyone may not have read this book just yet, I give you ten ways to keep your cool when others aren’t keeping theirs. Finally, for when you need it most, I give you ten ways to manage and stop a conversation that’s going south.

Icons Used in This Book

Just like signposts along a road, this book uses several icons to point out helpful information that you need in order to build strong work relationships, create productive results, and make sure you don’t need to have the same conversation again and again and again. Keep an eye out for these symbols throughout the book.

Throughout the book, you find lots of examples marked with this icon. You can talk all you want about conversations, but nothing makes a conversation come to life quite like words. Use the examples as scripts that you can fine-tune for your next conversation.

This icon calls your attention to important points that you shouldn’t forget. These points are critical for your communication effort to bring the results you want.

This symbol provides helpful advice, tips, and words of wisdom that will support you in your conversations.

This icon points out potential mistakes and pitfalls that can derail any conversation. Pay special attention to the warnings to stay on track.

Where to Go from Here

Where should you go to get started? Anywhere in the book! You don’t need to read this book from Chapter 1 onward. You’re welcome to skip around and view the sections you need. However, critical conversations are somewhat of a process, and building those techniques takes some practice. Reading the book from front to back does start you with the basics and allow you to fine-tune your skills along the way.

If you prefer to start with the details, here are a few places you may want to consider. If you think you may need to have a critical conversation, but aren’t exactly sure, Chapter 5 will help you recognize the signs that a critical conversation is needed. If you just want to brush up on your verbal and nonverbal communication skills before the conversation, Chapters 6 and 7 are the right places to start. Chapter 14 helps you deliver tough messages with ease; while Chapters 15 and 16 show you how to deal with workplace disputes and difficult behaviors.

Either way you choose, enjoy the read — and may all your conversations be successful!

Part I

The Anatomy of a Critical Conversation

In this part…

What is a critical conversation and why in the world should you be having one? In this part, discover the art and science of conversations that resolve critical issues. You find out why these conversations are so important to working relationships, workplace dynamics, employee performance, and productivity. From preparing for the conversation and kicking off the discussion to closing the communication with ease, you get the basics of what to say and when to say it.

Chapter 1

Let’s Get Critical! Making Conversations Count

In This Chapter

Discovering what a critical conversation is

Finding out why you should be having them

Memorizing the golden rule of all critical conversations

Excelling at both the art and science of critical conversations

Recognizing the key steps in a successful critical conversation

Do you have a bossy colleague who never lets you get a word in edgewise?

Do you work with an employee who doesn’t pull his own weight on the team?

Are you fed up with making the same decision again and again, but never seeming to get any traction or action?

Do you feel that sometimes you’re just talking, meeting, or listening to complaints with absolutely no end in sight?

If you answer yes to any of these questions, you’ve come to the right place. Critical conversations are here to help turn talk into action, to boost performance and tackle difficult behaviors, and to create healthy relationships between peers.

A critical conversation is a foundation for bringing about change in a behavior, problem, or relationship. From that perspective, a critical conversation is a lot like the foundation for a house — and just as important. Without the solid foundation, even the most wonderful blueprint could result in a house quickly sinking into the ground. The solid foundation to a critical conversation is the groundwork for developing healthy work relationships, fostering teambuilding, and improving productivity.

In this chapter, I discuss what critical conversations are, when you should have one, who should be involved, and where you often see the need for them. I also cover the benefits of critical conversations and why to have one in the first place (there are many reasons). Next, I talk about being authentic and genuine when you have a conversation (something I discuss throughout the book because of its importance). Here, I pay special attention to why being genuine is so important and give ways you can make sure you’re having the critical conversation for all the right reasons. Then, I move on to why critical conversations are both an art and a science, and how to excel at both. Lastly, I get into the nuts and bolts of the critical conversation so your conversations generate positive results that last.

Discovering the What, When, Who, and Where of Critical Conversations

Look around and you see that people are talking everywhere and talking about everything. But a conversation where all the parties involved examine the facts, express each person’s point of view, and allow others to do the same — and then come to agreement about what to do next — is much harder to find. That’s where critical conversations come in. The conversation itself is what starts everyone on the same track.

Before you start everyone off on the right track with a critical conversation, I lay the groundwork by covering the four Ws of what makes a critical conversation successful.

What is a critical conversation?

What is a critical conversation? A critical conversation is when two or more parties discuss an issue, problem, or situation in which there are different points of view. Most critical conversations involve high emotions, and the goal of the conversation is for something to change after the conversation ends. For example:

A manager needs to work with an employee to improve his performance at work

Employees aren’t getting along and the behavior is hurting the performance of the team (The behaviors need to change so the focus can be on the project rather than personality differences.)

A customer is upset with a product and wants a resolution

In all these examples, emotions are likely to be high because part of the discussion includes differing perspectives and opinions of what’s happening. A manager may have examples of an employee’s poor performance, and the employee may disagree if he fears his job is in danger. Or two employees may have different views on acceptable workplace behavior. Or a customer may be furious if he isn’t getting precisely what he wants — and the customer may not be exactly right. A critical conversation’s job is to get to the root of the problem and bring these differing perspectives to a common solution.

Another commonality in these situations is that if nothing is done, there could be negative consequences. If the performance of an employee doesn’t improve, he could be fired. If employees can’t work together on a project, the productivity of the entire team may be at risk. And if a customer is upset, he may stop being a customer. You want to avoid these situations. In mastering the methods of a critical conversation, you can become the hero by avoiding the negative consequences that unresolved issues bring.

When should you have a critical conversation?

People say there’s no time like the present, and that’s very true in a critical conversation. If you feel that change is needed in someone’s behavior, skills, or performance, speaking up is better done early rather than later, after letting problems and emotions fester.

If an issue is halting performance or the ability of individuals to work with one another, it’s time to focus on how to build a more productive and healthy foundation through a critical conversation. In Chapter 5, I go into more depth on the clear signs that point to an approaching critical conversation.

Of course, the idea of no-time-like-the-present has exceptions as well. You have some judgment in when to have the discussion. Some conversations need to happen while the behavior is occurring. For example, if an employee is disrupting a meeting, someone versed in critical conversations could call for a short break, and have the discussion then and there to stop the behavior and refocus the team. But many critical conversations need to happen behind closed doors in order to maintain confidentiality; those conversations won’t happen at the same time as the behavior or performance is occurring. Other examples of when you may need to momentarily postpone the conversation may be:

You feel the need to prepare more for the conversation. It is better to slightly delay the conversation for a day or two than to start the conversation unclear of the message or intent.

Emotions are already flying high. Chapter 20 gives ideas on how to calm your own emotions down before having a conversation.

If you decide a facilitator could help make the conversation more productive, you may need to delay the conversation. Chapter 15 can help you evaluate when an outside mediator or facilitator can help.

Who should have the conversation?

Many people think that critical conversations are just something that happen between a manager and employee when a performance issue comes up. Although this scenario makes for a common conversation, critical conversations can occur among a variety of people, such as two colleagues working to resolve a personality issue or an employee and a customer when changes are necessary for the relationship to continue.

Critical conversations can happen between just about anyone, but not just anyone should have them. Critical conversations shouldn’t be about gossip or a he said–she said discussion. The conversation should happen between the people who are having the dispute, disagreement, or concern. Critical conversations are direct conversations — not discussions between someone’s boss and someone else’s boss.

If there is a large amount of resistance or there are extremely high emotions, a facilitator may need to help with the conversation (learn more about facilitators in Chapter 15). However, ideally the conversation is between the people who are having the issue.

Because all parties to a critical conversation, by definition, must be present, a manager can’t have a productive critical conversation with another manager about the performance of some other employee.

I have one addition to this rule. Sometimes, the parties involved can’t resolve an issue no matter how hard they try (or don’t try). In Chapter 15, I cover when to bring in an outside facilitator or mediator.

Where should you have a critical conversation?

If at all possible, critical conversations should be held behind closed doors and face-to-face. Confidentiality is key, and since the conversation should only involve the people having the dispute or disagreement, find a location that dissuades other people from seeing, hearing, or eavesdropping on the discussion. Having a conversation in a quiet place helps to limit distractions and allows all the parties to focus on listening to each other rather than listening to the phone ringing nonstop.

Since nonverbal cues are so important to understanding the full message of what people are saying and hearing, having the conversation face-to-face is ideal. In today’s virtual world, this is not always possible. If there is no practical way to have a face-to-face conversation, cover all your bases by finding a quiet space with no distractions (and ask for the other participant to do the same) and mastering important verbal and nonverbal communication cues, like choice of words and tone of voice. See Chapters 6 and 7 for more on mastering verbal and nonverbal communication skills.

Making the Effort: Benefits of Critical Conversations Done Right

I won’t lie — critical conversations aren’t the easiest conversations to have. One reason is the emotions involved; if those emotions (and the disagreements that crop up because of them) weren’t present, you’d simply be having a conversation — not a critical conversation. Although no book can make the emotional side of a critical conversation go away, following a common process provides the comfort of following a set of guidelines that can calm your own nerves, make you less emotional, and make you better able to handle the emotions of others during the conversation. The good news is that the effort is well worth it, because you can gain plenty of benefits from mastering critical conversations.

First, you actually solve the problems at hand. If you’ve been trying to get your point across or resolve differences with a co-worker or employee, a critical conversation can help you finally create agreements on what to do next in an understandable plan.

The critical conversation method also helps you discover how to resolve conflict in almost any situation. If you can master how to resolve conflict when the stakes are high and emotions are flying, you surely can resolve conflict when things aren’t as heated.

Critical conversations also help improve working relationships. Working relationships are at the center of almost any organization, and being willing to work collaboratively and to express differences of opinion in a clear and professional manner is what successful leaders are made of.

The Golden Rule of Critical Conversations: Be Genuine

The golden rule of critical conversations is to have a genuine desire to make the situation better. What does that mean? Being honest is the start. Opening up and expressing your own thoughts and feelings build rapport and create a safe environment for discussion. Here are two more ways to bring a genuine desire to help to a critical conversation:

Listen to all parties: Listening to the other party in order to understand perspectives before trying to influence the direction of the conversation is an aspect of coming to the conversation with a genuine desire to make the situation better. During the critical conversation, you need to find out what’s important to the other participants and then try to find a solution that meets these needs as well as your own.

Find a solution to fit everyone: Seeking out a positive solution for all the participants involved is a visible sign of being authentic and honest during the conversation. Ask yourself whether you’re willing to change your point of view if only one solution is feasible. Being genuinely interested in creating a better solution means being willing to look for the best answer, even if it isn’t your answer. People are smart and can tell when you’re trying to force a solution rather than open up the discussion to every possible solution.

What causes a critical conversation to run off course? Well, in addition to not being genuine and truly wanting to find a solution that benefits everyone, these two traps make it hard to resolve issues and move forward:

Hidden agendas: The hidden agenda may be trying to get back at someone, fire someone, or find a way to get more credit than you’re due. Regardless of the agenda, having one is a guaranteed way to make a conversation fail. On the flip side, checking your agenda at the door opens up a world of possibilities. Withholding self-serving information to make sure you get your way puts the brakes on a critical conversation and makes any forward movement fall flat in no time.

Name-dropping: Power-tripping and name-dropping stop a critical conversation faster than you can say “I know the CEO.” It’s fine to use relationships you’ve developed to help build a better solution, but having relationships in the organization isn’t the same thing as name-dropping. Name-dropping is an attempt to get your way in an argument or discussion by implying that others will support you because of a close relationship. Although this tactic may win the day, it can cause resentment among the other employees, and, if your relationship is ever discredited, it can cause others to lose their trust in you.

Throughout the book I give you many examples of what to do, how to present ideas, and even what to say during a critical conversation. However, genuinely wanting to make the situation better and being willing to put everything else aside has to come from the people having the discussion.

Grasping the Art and Science of Critical Conversations

The marriage of art and science in a critical conversation is a beautiful thing. Bringing together the art — how you approach and deliver the conversation — and the science — the facts that build the conversation — create a path to resolution success.

The art: Making the interpersonal connection

When faced with a difficult conversation, it’s not just what you say but how you say it. Even with a perfect plan and a proven method, how you say something can make all the difference in the world. The art is how you communicate.

The art of conversation includes both verbal and nonverbal skills. Your body language, tone of voice, and eye contact can help put the other parties at ease or make them feel like they’re part of the Spanish Inquisition. Words you choose can also make or break a conversation. Saying, “Wow, that was a great idea,” can be interpreted sarcastically or positively depending on the tone, emphasis, and context.

I discuss nonverbal skills more thoroughly in Chapter 7; using cooperative words and phrases that facilitate working together are discussed throughout the book and in depth in Chapter 6.

But the art doesn’t stop there. Being willing and able to adjust the conversation as needed helps to make the conversation flow and create the desired results. Part of this art is building rapport and trust, and the other part is just knowing how and when to be flexible. Check out Chapters 9 and 10 for more on how to build rapport during the conversation and keep challenging situations positive during the conversation.

Nothing can replace the interpersonal aspect of two people talking (and I mean really talking — not just texting or e-mailing each other).

The science: Focusing on the facts

The science of critical conversation focuses on the facts of the conversation to move the discussion from emotions to resolution. Even though most critical conversations involve a highly emotional issue, focusing on the facts and data first, and then how these facts make the parties in the conversation feel, defuses the emotion so a conversation — not an argument — can take place.

Yelling “I don’t like you” is simply an emotional statement that leads nowhere, expect perhaps to the other person yelling back. A better alternative is to focus on the facts of the conversation: the issue, the behavior, and the impact of the behavior:

The situation or issue: What event or behavior happened (or is happening) that you want to help or need to have changed? If you find someone’s behavior annoying or degrading, first say what the behavior is rather than how you feel. For example, you could say, “In the management meeting today, I noticed some behaviors that you may not be aware of.”

The behavior: Let the individual know about the behavior. In the previous example, you may follow up by saying, “You didn’t let me complete my thought three times because you cut me off midsentence.”

The impact of the issue or behavior: With both honesty and empathy, precisely state how you feel about the behavior or the impact it’s causing. For example, you may say, “This makes me feel like my opinion isn’t valued.”

Sticking with the facts during the conversation keeps all parties from being defensive and helps keep relationships intact. Keeping the conversation focused on the facts also sets up the critical conversation process as a mutually beneficial one, rather than a situation in which you “let me complain and tell you everything you do wrong.”

Blending art and science to make a positive impact

When you blend the art and science of conversation successfully, you get an authentic way to give meaningful feedback, confront difficult situations, and proactively recommend ways to move forward. Talk about a positive impact!

Outside of practice, one way to blend the art and science is to create agreements that build on one another throughout the conversation. The following sections tell you about the three main agreements to look for.

A willingness to work together

Do you sense a willingness to have the conversation in the first place? This part of many conversations is often ignored or assumed, but if people don’t want to talk to one another, the conversation starts on the defensive and probably goes downhill from there.

Here’s a good way to blend the art and science by asking whether the other person is willing to participate:

“Hi, Josie. I noticed in the motivational meeting this morning some behaviors you may not be aware of. When I was trying to ask our sponsors to help with fundraising, you brought up all the possible things that could go wrong with our approach. This made it difficult for me to ask for help in a positive way. Are you willing to work with me to find a mutual solution for talking to our key donors next time?”

An acknowledgment of what the problem is

Most conversations jump into what needs to change, often from just one person’s perspective. Critical conversations try to identify the specific behavior that’s causing the problem.

The following is a masterfully blended example of how to start finding out what the real problem may be:

“Thanks for being willing to work on this. You bring a tremendous amount of experience to our organization and perhaps I misunderstood your comments. Was there a reason you wanted to discuss all the possible things that could go wrong with our approach during the meeting?”

An approach to finding a solution

Now is the time to find solutions. You can be supportive and direct (the art) but use facts (the science) to recommend more preferable solutions.

In the previous example, after Josie explains why she was negative, or agrees that she was negative, the artful science of finding solutions would sound like this (make sure you’re genuine when you say this first sentence!):

“I appreciate your experience. You say you wanted to share your experience, but people were only listening to your negative point of view. I’m wondering whether we can work together to come up with alternative ways of balancing your experience with a positive message.”

The science keeps the conversation focused on the facts and results, while the interpersonal art keeps the focus on creating mutual agreements and positive relationships. I cover all the behind-the-scenes work on how to make these agreements happen in Part III of the book.

Getting an EDGE on Critical Conversations

People are talking everywhere, but when you’re faced with an emotional, critical, or high-stakes situation, just winging the conversation isn’t going to fly. If you master the critical conversation process, regardless of the situation you find yourself in, you’ll feel confident in making sure you’re following a proven path.

Impactful and positive critical conversations follow four big steps: examining what’s happening, deciding what to do next, gaining commitment about what to do next and getting moving, and then evaluating how well the actions are taking place (and how the conversation went). These steps — examine, decide, get commitment and get moving, evaluate (EDGE for short) — combined with balancing the art and science of conversation, put all the parties involved in the conversation on a common path to realizing exceptional results for everyone. Chapter 4 offers an in-depth look at putting the EDGE model to use.

Exploring and examining what’s happening

Before a word is even said, as the initiator of the conversation, your job is to come to the table with the facts about what’s happening. As you explore what’s happening, examine the situation or concern, and determine which existing facts or circumstances support that concern. During critical conversations, the following criteria help you to keep examining the facts, even in the most heated discussions:

Acknowledge other opinions and perspectives. A critical conversation is a two-way street. After you determine whether the other party is willing to take part in the discussion, ask him for his opinion of the situation. By doing so, you’re validating the other party’s opinion and perspective, even if you don’t agree with it.

Make sure the behavior or issue is actionable. To keep the conversation on track, examine and state behaviors that the receiver can do something about. Simply saying, “You’re annoying,” or even, “Your behavior is annoying,” may be easy to say, but the person hearing it can do absolutely nothing with it. A better alternative would be to say, “Yelling across the room makes it hard for me to concentrate on work,” or, “When you answer your phone during meetings, I feel you are not paying attention to our discussion.”

Link behaviors to consequences. As you explore and examine what’s going on, state the facts and then link the facts to how the behavior is making a negative impact. For example, “When you don’t complete your work on time, I have to spend time doing your work at the last minute,” or, “When you don’t respond to client e-mails, our clients are less likely to come back.” Include your feelings about the behavior, as long as they’re relevant. For example, “You cut me off midsentence, and that made me feel undervalued.”

You can find tips and ways to prepare and deliver critical conversations in Chapters 3 and 4.

Deciding on options to move forward

After you examine the facts and acknowledge points of view, it’s time to decide what to do next. Review the art and science of building agreements: Do you see a willingness to work together? How will the problem be solved?

When deciding on options to move forward, discuss how addressing the issue or concern will help achieve mutual goals and objectives. Will the company, team, or employee be better off? Even though the parties may have different views about how to solve a problem, try to agree on what you’re solving.

Brainstorm ideas on how to address the problem. Although every situation is different, the best way to gain commitment to next steps is to develop the next steps together. Asking, “What solutions do you have in mind?” is a great question to generate ideas. Developing next steps together helps all parties in the conversation gain commitment about what to do next so they don’t have to revisit the same conversation again, and again, and again.

Gaining commitment and getting moving

The “G” in the acronym EDGE has two key parts: gaining commitment on what to do next and then going and doing it (get moving — another important “G”!). Close out the conversation, get commitment about what’s going to happen next, and start seeing meaningful results after the talking stops. Chapter 11 goes into detail about closing the conversation, and here I give you two key questions to ask before you say “let’s go”:

“Can everyone live with and support the decision or outcome of the conversation?” The goal of a critical conversation is for all parties to walk out feeling mutual respect and mutual agreement. If one person wins and the other loses, the conversation will most likely lead to one party harboring resentment — not to progress.

“What is a realistic timeframe to address this issue (or make the change) and achieve the desired outcomes?” In Chapter 11, I walk through the SMART goal-setting process and how to create action plans to support the conversation. By asking this question, you’re signaling that action and accountability are needed after the conversation.

Evaluating next steps

Even if you master the critical conversation steps, if nothing happens differently after everyone goes back to work, well, it was just a conversation that resulted in the same old–same old.

At this point, the conversation is done and all the parties in the conversation have committed to an action plan. After the talking is done, it is time to evaluate how the conversation went and track progress.

To track progress, as the initiator of the conversation, you can make observations of how the behavior has changed. The recipient may track progress of her accomplishments and desired changes committed to in the action plan. The change can be behavioral, it can be in a resolution of conflict, or it can be in team dynamics. If you’re having a conversation with an underperforming employee, the change will happen when the employee does his job better. If the conversation is between two employees having a dispute, the goal is to resolve the dispute.

Since the purpose of most critical conversations is to change behaviors or actions and to build a more positive relationship, it is also helpful to have a follow-up conversation to talk specifically about how the feedback was delivered and how the initial conversation went. In addition to tracking progress in follow-up conversations (for example, tracking specific short- and long-term goals on the action plan), check how the initial conversation was received. For example, you may start by asking, “I know the conversation we had last week was not easy for me. Would you be comfortable talking about how I did in delivering the feedback?” By asking this question, the initiator of the conversation can gain valuable feedback on how he or she delivered the message.

The good news is that if the parties work together throughout the process, the commitment and likeliness of action are significantly higher because the solution is built together.

Critical Conversations Are Everywhere

So where do critical conversations happen? Well, critical conversations really are everywhere. Almost anywhere you see a conflict or differences of opinion, a critical conversation can be a key tool to finding a resolution. If you master the keys to conversation, you’ll soon be finding entirely new ways to communicate.

Critical conversations can happen between two people (employees and managers, peers, or employees and a customer), between groups, or between an individual and a group, or almost any combination of these participants.

One-on-one conversations often allow for more time for real discussion where all parties have the time to tell their side of the story and come to agreement.

However, some critical conversations need to happen in a group setting. When multiple people are involved in the conversation, it’s more important than ever to make sure everyone listens to all sides of the issue and everyone involved agrees on the problem and is committed to a solution. Chapters 16 and 17 can help you lead critical conversations as a team and work through the difficult behaviors and situations you may experience.

You can use critical conversations to create a nonthreatening environment when highly charged, high-stakes situations exist. But in the end, the skills you have in leading critical conversations can be used anywhere and at almost any time when your needs, desires, or ideal solutions differ from someone else’s. If you’re looking for a way to get to the root of the problem, solve the real issues in your workplace, and have better working relationships because of it, settle in and turn the page. Critical conversations may just be the words you’re looking for.

Chapter 2

The Ins and Outs of a Critical Conversation

In This Chapter

Build relationships, resolve issues, and improve performance

Find out why today’s workplace needs critical conversations

Discover — and avoid — common pitfalls

For some leaders, having tough conversations may be second nature. But for most people, delivering bad news, giving a poor performance review, or having to communicate a disappointing message can feel like a prison sentence. Critical conversations to the rescue! Critical conversations help turn challenging discussions into healthier relationships and improved performance.

In this chapter, I walk through the positive points that come out of critical conversations done well, including reenergizing and even growing business relationships, improving employee performance, and resolving long-standing problems in the workplace. I also introduce common obstacles that make even the most articulate leaders stumble when they’re delivering less than perfect news to employees, customers, and colleagues. Finally, I give you expert tips on the pitfalls that can happen during critical conversations and ways that you can avoid them.

It’s Not Just Words: Critical Conversations Matter

Most business leaders are comfortable with financial numbers, sales strategies, and business plans. But when it’s time to deliver unpleasant news to employees or customers, they shy away from the real issues and deliver a watered-down version of what they’re trying to say. Then, when the watered-down message fails to generate the results they expect, frustration, disappointment, and perhaps even anger begin to boil up all around the workplace. This cycle continues to make the situation worse.

Mastering the art and science of critical conversations helps to break this cycle and often leads to improving employee morale in the long run.

If you feel you’re bringing your A-game to the table but still aren’t getting the results you want from your team, or if you tend to seize up when you need to talk about performance or behavior, it’s time to start using critical conversations to get your point across.

In the following sections, I show you all the good things that can happen when you deliver the precise message you want to deliver. After you understand its importance, see Chapter 3 for the key elements of a critical conversation.

Building relationships

It may seem counterintuitive, but delivering tough news can make a relationship stronger. Here’s why: working relationships are the result of credibility and trust among all parties. Trust and credibility take time to develop, but if you tell the whole truth, employees are usually more receptive to any type of feedback you give and are more willing to provide you with their own feedback in the future.