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Association for Talent Development

Formerly ASTD

  • This is currently Inactive, and is not open to the public. Please contact the host for more information.

Conducting "Difficult Conversations"

Thursday, January 30, 2014 2:00pm - 3:00pm EST  
Host: Association for Talent Development
By: ---anonymized--- ---anonymized---, ---anonymized---, ---anonymized---

  • Defining the “Difficult Conversation”: the anticipation of a dialogue that causes one to sense anxiety and/or experience an emotional response to a perceived negative outcome with another human being. In essence anytime one human being is in a position to provide feedback due to a less than optimal scenario of another human being will create the platform for a “difficult situation.” We are humans because we have emotions and respond to criticism whether solicited or not. We start thinking that we cannot experience emotions in the workplace and worse, cannot express them. We try to become inhuman. This resistance to expressing our emotions, in an appropriate fashion, is part of what is at the root of what causes the “difficult conversation.” Some examples:

    • Feedback about poor performance
    • Feedback about inappropriate behavior
    • Feedback about personal hygiene
    • Feedback about inappropriate attire
    • While giving the feedback you want to be challenging without being confrontational; more difficulty to the conversation.
    • With Whom you have the conversation:

      • Superior
      • Colleague/Peer
      • Direct Report
      • Person from another department/team
  • Preparation is the major approach to diminish the angst for both parties (deliverer, receiver) in the “difficult conversation.” Is there past history with the respective individual and related to your observation? This will influence your action to take or words to use in providing the feedback. More preparation: do not get into a “difficult conversation” on a whim, shooting from the hip. In other words do not approach an individual to provide critical feedback in reaction to one’s own emotional response to the observation of the other person. Know your intention/purpose of the “Difficult Conversation.” You need to know your desired outcome (goal)What is your outcome? In addition one needs to anticipate many combinations and permutations of possible outcomes and/or consequences. For example: current relationship, anticipation of the individual’s reaction, self-confidence, productivity, etc.
  • A major factor in one’s approach will be based on: the level each participant is within the organization, which team or department (same or different), the specific scenario, and the magnitude of the behavior, performance, etc.
  • There is a “silver bullet” to delivering a message that is or will be perceived to be a “difficult conversation.”

MEMBER-ONLY
Presenter

---anonymized--- ---anonymized---
---anonymized--- ---anonymized---

---anonymized---, ---anonymized---

Stuart Friedman is a business visionary who, as a top executive for a Fortune 500 company, embarked on a three-year journey to build a $750 million services division employing 5,500 and far exceeding corporate financial and customer service expectations. Stuart is an experienced consultant who is not your typical consultant or coach. With a communication style that is honest and direct, Stuart uses humor, the power of the analogy, and insight to balance teaching conceptual ideas with facilitating tactical discussions aligned with the behaviors of clients. He is a top-rated international speaker who has conducted more than 500 presentations and 175 speaking engagements around the world.

Stuart is committed to helping his clients achieve their strategic outcomes and heart-felt desires. He guided an organization from a projected $1.7 million loss to realizing a $20,000 profit in a four-month period; and guided a Vice President to promotion as partner in one year versus a projected three-year time frame. He is also the author of the book, Break Free From JobJail…and You Don't Have To Quit Your Job! and a regular columnist for the Long Beach Business Journal. Stuart writes from his experience working with owners, CEOs, and senior leaders to achieve strategic outcomes, increase organizational profitability, and guide individuals toward achieving their heartfelt desires.
 


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