rightmma.blogg.se - Be brave enough to start a conversation that matters

“Ning, over the past week I have been reviewing customer orders as part of our quality assurance checks.

Are you open to us having a discussion this afternoon?”

“Laura, I have some observations from your work on project X that I would like to share with you.

It is a good idea to frame up the conversation by seeking agreement from the employee to share some feedback. Jumping into the deep end of a difficult conversation creates a ‘sink’ or ‘swim’ outcome. It is true that some things are difficult to say and even more difficult to hear, but if both parties can push past the discomfort there can be a positive outcome. Instead of fighting discomfort, accept that it is part of the conversation as those who have the courage to address difficult issues will reap the rewards.

“Is it my place to initiate this conversation?”."What is the risk of not having the conversation?".“What is the risk to having the conversation?”.“What do I hope will change as a result of this conversation?”.Courageous conversations have risks, so it is critical to have carefully considered your intent and desired outcome. “ What will the consequences be if I do nothing?”Īsking these questions helps to hold yourself accountable for the decision not to be courageous.īefore embarking on a courageous conversation, it is a good idea to consider your ‘WHY?’ This is around reflecting on the purpose of the conversation and what you are hoping will be achieved.It is normal to fear a difficult conversation, but it is not healthy to sweep the issues under the carpet and convince yourself that “it will sort itself out”. The following are 12 tips to help conquer courageous conversations: 12 tips to conquer courageous conversations When done well, they can enhance relationships, build trust and create positive behaviours and actions. Courageous conversations are powerful and have many benefits. It is common for leaders to not want to risk relationships or experience confrontation, but whilst avoiding the conversation is the safe path, it will never lead the employee to the right destination. If there is something genuinely important to tell an employee, there is a strong chance they really need to hear it. It is much easier to avoid the conversation, but no one wins from putting off difficult feedback.

There is no doubt that difficult conversations take courage, however, they also require experience, strategy and a genuine desire to help someone improve.