2. DIFFICUL
CONVERSATIONS
T
• Explaining why someone is not getting a promotion.
• Confronting repeating unacceptable behavior.
• Providing honest feedback on poor performance.
• Respectfully challenging a colleague or customer.
• Holding someone accountable for their output.
• Sharing tough decision outcomes.
• Delegating responsibility.
• Discussing a taboo issue like hygiene or dress.
• Thoughtfully saying no.
• Addressing opportunities for improvement.
• Explaining options in the face of adversity.
3. DIFFICUL Why don’t we do this?
CONVERSATIONS
T
• Explaining why someone is not getting a promotion.
• Confronting repeating unacceptable behavior.
• Providing honest feedback on poor performance.
• Respectfully challenging a colleague or customer.
• Holding someone accountable for their output.
• Sharing tough decision outcomes.
• Delegating responsibility.
• Discussing a taboo issue like hygiene or dress.
• Thoughtfully saying no.
• Addressing opportunities for improvement.
• Explaining options in the face of adversity.
5. PRINCIPLE #1
Others first. Self second.
• Be committed to seeing the other person succeed.
• Focus on the behavior or necessary changes.
• Be focused on the conversation. Remove distractions.
• Arrange for a private setting.
6. PRINCIPLE #2
Difficult is not an excuse to delay.
• We can do more damage by not having the conversation.
• The process might not be good, but the end result can be.
7. PRINCIPLE #3
An adaptive approach is the only approach.
Ask these questions beforehand:
How will I be helping this person?
Will telling them this make them better in the long run?
Why am I delaying telling them this?
If I was in their position, would I prefer to know?
How will they react? How do I know?
Will they accept advice from me?
8. PRINCIPLE #4
Find the common ground. Build from there.
Find something early on that you both can agree on.
Get them saying yes.
Be preemptive by fostering relationships.
9. PRINCIPLE #5
Goals and values guide action.
Be clear on the best possible outcome.
Be specific with discussion items, needed changes, etc.
Be clear on which organization value is driving the need.