‘How Leaders Turn Difficult Conversations Into Breakthroughs’

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When they trust your intentions, your direct observations and questions will have the desired impact.’

Your openness, caring, and curiosity make it possible for a different truth, belief, or understanding to emerge.’

‘Presence allows you to have an awareness of what is occuring in yourself, in the person you are with, and in the space between you.’

If you are truly there to help a person think, you must let her thoughts have a mind of their own. Remain open and curious to what will unfold.’

‘When the person’s view of reality makes a distinct shift, have the person articulate what he or she now believes to be true.’

Try to keep your head, heart, and gut open and balanced while you listen. When you feel uncomfortable, however, speak and listen more deeply from your gut. When you feel impatient or begin to judge the person, focus on reopening your heart.’

Honor a person’s silence with your own. The mind is at work.’

Formulate your questions based on what the other person tells you, what you sense he or she is leaving out, and what you sense is triggering his emotions and driving his behavior.’

‘Remember, you aren’t there to fix her, convince her, or make her wrong. Do not slip into evaluating what should be true and real.’

To put a closure on the conversation, end by asking if he needs further support and how he would like to follow up with you.’

Source

Marcia Reynolds (2014). The Discomfort Zone: How Leaders Turn Difficult Conversations Into Breakthroughs

How Great Companies Help Their People Grow

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Career development is one the most powerful and underutilized levers leaders have to drive engagement, retention, and results.’

‘A few minutes of conversation can help others slow down enough to reflect, bring deep insights to the surface, verbalize important messages, and consider how to leverage their expanding skills and knowledge base.’

Scale experiences based on your sphere of influence, organizational needs, and what employees want to achieve.’

‘Opportunity-minded managers envision and enable possibility-advancing circumstances with employees- through conversation.’

‘Careers are developed one conversation at a time … over time.’

‘When you reframe development as co-creating enriching experiences, you widen the lens of possibilities and allow your people to grow right where they are.’

‘Leaders have to help employees see that it’s not down shifting. It’s just changing lanes, sometimes avoiding the traffic, and seeing new scenery in the process.’

‘The career-climbing wall is expansive, offering a wide selection of spots to explore and enjoy, and a nearly unlimited combination of moves in every direction- around, up, over, and down toward one’s vision of career success.’

‘Give employees a visceral, first-hand foresight experience by allowing them to interact directly with the changing business environment.’

‘Anytime is a great time for a hindsight conversation.’

‘Your employees’ ability to take satisfying and productive steps toward career goals is directly proportionate to their self-awareness.’

Source:

Beverly Kaye and Julie Winkle Giulioni (2024). Help Them Grow or Watch Them Go: Career Conversations Organizations Need and Employees Still Want