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[ CourseWikia.com ] Manage Crucial & Difficult Conversations: Tools & Techniques
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MP4 | h264, 1280x720 | Lang: English | Audio: aac, 44100 Hz | 1h 39m | 491 MB
What you'll learn
We will start with the principle “Self Improvement”, You will learn that before we utter a word we have to start by asking what crucial conversation to hold and if we should hold it.
As you approach a crucial conversation take care you don’t establish a horrible climate by charging in half-informed and half-baked stories.
To avoid the costly mistake of "Not Being Informed", work on your own thoughts, feelings and stories.
You will learn how to build a Safetyzone. Rather than leading with unhealthy conclusions or making accusations, You simply describe the gap
You will examine how to stay focused and flexible
We will also learn how to make headway by First agreeing on a plan and then by following-up.
As You learn how to step up to crucial conversations-and handle them well- You learn to influence virtually every domain of your life
Requirements
Anyone interested to move out of their comfort zone and enrich their lives by learning to have crucial and difficult conversations will benefit
Description
We chatter and tattle and gossip and jest. But sometimes—more often than we’d like—we have crucial conversations, those sensitive exchanges that can hurt or haunt us in ways no other kind of talking does. Crucial conversations are unavoidable in life, and in business they can run the gamut from firing a subordinate to, curiously enough, receiving praise. But whatever the context, crucial conversations differ from other conversations because of the emotional loads they carry. These conversations call up embarrassment, confusion, anxiety, anger, pain, or fear—if not in us, then in our counterparts.
Indeed, crucial conversations cause such anxiety that most people simply avoid them. This strategy is not necessarily wrong. One of the first rules of engagement, after all, is to pick your battles. Yet sometimes it can be extremely costly to dodge issues, appease difficult people, and smooth over antagonisms because the fact is that avoidance usually makes a problem or relationship worse.
Since crucial conversations are so common—and so painful—why don’t we work harder to improve them? The reason is precisely because our feelings are so enmeshed. When we are not emotionally entangled in an issue, we know that conflict is normal, that it can be resolved—or at least managed. But when feelings get stirred up, most of us are thrown off balance. Like a quarterback who chokes in a tight play, we lose all hope of ever making it to the goal line.
We have seen that managers can improve difficult conversations unilaterally if they approach them with greater self-awareness, rehearse them in advance, and apply proven techniques & tools we offer in this course.
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