We have to learn how to have these conversations well. At the heart of all chronic problems in our organizations and our teams lies a crucial conversation. Or talking to your co-worker about maybe a personal hygiene issue. Maybe they're perhaps giving an unfavorable performance review. First could be, for example, giving your boss feedback about their behavior. Let's look at some examples of topics that can be disastrous if not handled properly. If a crucial conversation is not handled properly, the consequences can be disastrous. Or we can face them and handle them well. We can face them and handle them poorly because we let emotions get in the way. We use all kinds of tactics to dodge touchy issues.Īccording to the author, we can handle crucial conversations in one of three ways.įirst we can avoid them, which most of us do. Or a manager who is over-reliant on write-ups versus redirection. Or a boss leaving a voicemail versus having the conversation with their direct employee. For example, a co-worker emailing another co-worker versus standing up and just walking to their office. And we have become reliant, in my opinion, on communicating through email or text messaging and avoiding some of these very important conversations that we need to have. We have become masters in this day and age of avoiding really important conversations. We fear that we're going to make matters worse but the fact that we back away from these crucial conversations make the matters worse. Despite the importance of crucial conversations, we often back away from them because we fear the unknown. It's when the result of that conversation could have a huge impact on the quality of your life, in this particular case, your career or your organization.
Crucial conversations are not just conversations that are challenging or frustrating. First is when the opinions vary, second, the stakes are high and, Third, emotions run strong. What do you do? Crucial conversations are day to day conversations that impact your life, in this case, your career.Īccording to the authors, the three components that make a conversation crucial. Over time your anger continues to fester and grow, and a few weeks later your manager overhears you speaking negatively about him / her. You strongly feel that you are ready for a higher position, but you decide not to engage your manager any further. When you ask your manager as to why you have not been promoted, you're informed that you're not ready for that promotion. As an examples: In the workplace you've been passed up for a promotion, for the second time. We are pleased to offer this training in our library.I absolutely love this book, Crucial Conversations and I wanted to do actually a more in-depth review than I usually do when I'm reading this book so we're going to go chapter by chapter and we discuss some of the key themes that are found in this book.Ĭrucial conversations are those conversations that you have when the stakes are high and the outcome of those conversations matter. This audiobook summary was created by getAbstract, the world’s largest provider of business book summaries. Plus, the authors also highlight themes people often forget in negotiations, such as making it safe for others to express themselves, avoiding being forced into false choices, and being alert to unstated agendas or alternatives. Whether you need to talk yourself into a promotion, bring up important data at a meeting, or even work out problems with your spouse, this summary provides practical tips that can help you calmly and clearly make your point. This audio-only summary of their book, produced by getAbstract, provides strategies you can use to communicate thoughtfully when the stakes are high.
Crucial Conversations-the best-selling book by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler-describes techniques for effective negotiation and conflict resolution in the context of potentially life-changing conversations.
Many people recoil from “crucial conversations,” where they have to negotiate to get ahead.
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