Effective Difficult Conversations
Ratings1
Average rating3
Added to listLibrary Professional Developmentwith 1 book.
I thought this book was inoffensively bland at its best and actively harmful at its worst. Early on in the book it talks about determining if the difficult conversation is one that you need to be having at all, and gives the example of two coworkers who aren't getting along. A direct quote from the book about this scenario:
"If you still feel like you need to say something, either because you are the defacto leader, or that the tension between these two coworkers is generally making for an uncomfortable work environment; then the only conversation that you might have is to empower the one who has come to you to have the conversation themselves. You might suggest, 'It sounds to me that there are some important things you need to discuss with your coworker. I know it will be a difficult conversation, but it is probably best that you talk to them rather than me since you are most directly involved.'"
Yes, I'd love for people to be adults about everything, but as a supervisor/manager, there are absolutely times you need to clear up interpersonal issues. Washing your hands of the situation and dumping it back on them to figure out is not a good look.
The rest of the book talks about how to actually have difficult conversations, but most of it is information that I thought was rather obvious. Know your facts, don't make assumptions, don't coe out swinging with wild accusations. I don't like their idea of using a 3x5 card with your talking points, though, since it then looks like you're talking to your card and not to the person, but whatever.
Skip this, was not impressed.
I thought this book was inoffensively bland at its best and actively harmful at its worst. Early on in the book it talks about determining if the difficult conversation is one that you need to be having at all, and gives the example of two coworkers who aren't getting along. A direct quote from the book about this scenario:
"If you still feel like you need to say something, either because you are the defacto leader, or that the tension between these two coworkers is generally making for an uncomfortable work environment; then the only conversation that you might have is to empower the one who has come to you to have the conversation themselves. You might suggest, 'It sounds to me that there are some important things you need to discuss with your coworker. I know it will be a difficult conversation, but it is probably best that you talk to them rather than me since you are most directly involved.'"
Yes, I'd love for people to be adults about everything, but as a supervisor/manager, there are absolutely times you need to clear up interpersonal issues. Washing your hands of the situation and dumping it back on them to figure out is not a good look.
The rest of the book talks about how to actually have difficult conversations, but most of it is information that I thought was rather obvious. Know your facts, don't make assumptions, don't coe out swinging with wild accusations. I don't like their idea of using a 3x5 card with your talking points, though, since it then looks like you're talking to your card and not to the person, but whatever.
Skip this, was not impressed.