
I think confrontation is healthy, because it clears the air very quickly. — Bill Parcells
Leaders must be willing to have difficult conversations.
π« Many leaders avoid difficult conversations for various reasons
β³ Personal Discomfort / Fear of Conflict
β³ Misguided “Peacekeeping” / Think It’s Unkind
β³ Unpredictability / Uncertain Outcome
β Cost of not having difficult conversations
β³ Trust Erodes
β³ Performance Deteriorates
β³ Increased Turnover
π± How to have difficult conversations
ποΈ Prepare Thoroughly
ποΈ Exercise Your Emotional Intelligence
ποΈ Define Your Purpose and Outcome (Detach from Outcome and Focus on Communicating Clearly)
ποΈ Gather Facts and Specific Examples
ποΈ Remain Open to Exploring Their Perspective
ποΈ Focus on Problem-Solving
ποΈ Follow Up
π― Leaders, acknowledge the discomfort/anxiety and have the difficult conversation–period. Effective leadership requires the ability to have difficult conversations constructively by developing strong communication skills–which are only developed through practice.
π‘ BONUS: Reduce the need for difficult conversations by preventing conflict in the first place.
π Exceptional Leader Practice:
β Be Willing to Have Difficult Conversations
β Leadership Comes with Challenges
β Difficult Conversations are An Opportunity to Develop Your Communication (and Leadership)
β Avoiding Difficult Conversations Can Be Costly
β Navigating Difficult Conversations is a Skill (That Must Be Practiced to Improve)
You got this!
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π Leadership is an inside-out game.
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