Whether they take place at work or at home, with your neighbors or co-founder, crucial conversations can have a profound impact on your career, your happiness, and your future. You will learn how to: Prepare for high-impact situations, Make it safe to talk about almost anything, Be persuasive, not abrasive, Keep listening when others blow up or clam up, Turn crucial conversations into the action and results you want
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
We all have difficult conversations in our lives that we have a natural tendency to avoid. However, effective organizations and effective individuals know how and when to hold these conversations.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
We all have difficult conversations in our lives that we have a natural tendency to avoid. However, effective organizations and effective individuals know how and when to hold these conversations.
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
These are the slides from a workshop I am running, it definitely doesn't quite translate to self paced online, but you get an idea of some of the stuff. Please provide comments if you have any feedback!
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Do you think you get enough feedback about how you can be more effective from your boss?.... Your team probably thinks the same about you.
Receiving good feedback gives you powerful information that can dramatically decreases the time required to master a skill or help you blow down the barriers that prevent you from getting to the next level. If only you knew.
The objective of this module is to
Identify difficult interpersonal situations
Learn how to initiate and close conversations in difficult situations
Minimize destructive conversations
Develop precise questions to conduct a skillful conversation.
Engage in open and productive conversations
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
These are the slides from a workshop I am running, it definitely doesn't quite translate to self paced online, but you get an idea of some of the stuff. Please provide comments if you have any feedback!
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
Do you think you get enough feedback about how you can be more effective from your boss?.... Your team probably thinks the same about you.
Receiving good feedback gives you powerful information that can dramatically decreases the time required to master a skill or help you blow down the barriers that prevent you from getting to the next level. If only you knew.
The objective of this module is to
Identify difficult interpersonal situations
Learn how to initiate and close conversations in difficult situations
Minimize destructive conversations
Develop precise questions to conduct a skillful conversation.
Engage in open and productive conversations
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
Agile Coaching - Giving And Receiving Feedback Jul14ajaysolucky
Agile Coaching - Giving And Receiving Feedback
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How to Win Friends & Influence People – Part 3 & 4Asad Ali
We've read and summarized the article by Dale Carnegie related to a phenomenal discussion on how to win over people by influencing one ideas to the masses.
Davidson Alumni Webinar - Tough ConversationsMark S. Young
The PPT slide-deck from our Dec 1, 2015 alumni webinar facilitated by Lory Fischler, an expert on navigating critical conversations in the workplace and in our lives.
Conversations about conflict provide parties with the opportunity to examine their own actions and
reactions. This process of reexamination inevitably evokes people’s natural defensive mechanisms.
Defensiveness prevents people from learning and blocks the potential for transformation to occur. This
workshop will look at the internal and external causes of defensiveness, as well as ways that mediators can
intentionally work with this natural phenomena.
Managing Conflict presentation prepared for Wood Badge Course S5-420-17. Designed to be printed and used as a flip book for patrol presentation as Troop Guide.
Examines how the English language can be unwittingly manipulative. And while we think we're communicating clearly, we are subtly hurting each other. This is most true when arguing or disagreeing. Learn some of the bad patterns of speech and the armaments we use during our wars (arguments!). Learn how to spot them so you can then take the high road and partner with each other to develop solutions that suit everyone.
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Slides used in the WEBINAR - Data-driven Organizational Design to improve efficiency and productivity an AI powered technique held on Friday 14th January, 2022
PeopleWiz consultants carried out a rigorous diagnosis as well as external benchmarking study to build solutions relevant to the aspirations of the company. An implementation roadmap along with tools and templates were created. Crucial Communication events to socialize the road map and people management interventions were held. Leadership, management team and HR were coached on successfully implementing the interventions in letter and spirit.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
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www.seribangash.com
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https://seribangash.com/promotors-is-person-conceived-formation-company/
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https://seribangash.com/difference-public-and-private-company-law/
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Search Disrupted Google’s Leaked Documents Rock the SEO World.pdf
Crucial conversations: Talking when stakes are high
1. Managing Crucial
Conversations: Talking when
stakes are high
Protima Sharma,
PeopleWiz Consulting
June 2017
Based on the book Crucial Conversations by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler
3. • Opinions vary: You're talking with your boss about a possible promotion. She thinks you're not
ready; you think you are.
• Stakes are high: You're in a meeting with four coworkers and you're trying to pick a new marketing
strategy. You've got to do something different or your company isn't going to hit its annual goals.
• Emotions run strong: You have just completed the annual salary revision and given best possible
salary raise according to your ability to pay. Your highest paid employee walks in and resigns
because he feels the salary raise is poor and unjustified.
What are Crucial Conversations?
3
Discussions where stakes are high, opinions vary, and emotions
run strong. These could be day-to-day occurrences that affect
lives, and in many cases, these are pivotal conversations whose
results may be extremely significant.
4. People generally choose to at least try to handle such situations as well as they can.
However most of the times they don’t do very well, for the following reasons:
• Physiologically, human beings are designed to handle stressful situations with fists and
feet, more than intelligence and attentiveness.
• Most of such situations spring up unexpectedly, and most of us can come up with only
a knee-jerk response to them because of the pressure.
The consequences of either avoiding or messing up these conversations can be severe
and can affect all aspects of life – personal and professional.
Why can’t we handle these conversations?
4
5. • Not to make a Fool’s choice: It’s a mistake to think that our only
options are tell the truth or keep a friend.
• When it comes to risky, controversial and emotional conversation,
skilled people find a way to get all relevant information(from
themselves and others) out in the open. They have a DIALOGUE.
• They create a pool of shared meaning.
• Dialogue skills are learnable.
What we would really like?
5
6. 1. Get Unstuck:
• Spot the conversations that are keeping you stuck
• Critical questions: What conversations am I not holding or not holding well? Am I
holding the right crucial conversations?
• Find out your style under stress
• Silence –
• Masking ( Sugar coating, sarcasm).
• Avoiding (not addressing the real issue),
• Withdrawing (Pulling out of the conversation)
• Violence-
• Controlling ( Forcing someone to think your way)
“ We tried their product, but it was an absolute disaster. Everyone knows that they
are the worst”
Meaning: I have no facts, I just use hyperbole to get your attention.
• Labeling (“ Your ideas are always crazy. Anyone can see that my way is better”)
• Attacking You move from making a point to making the person suffer. Belittling.
Threatening. Self righteous comments.
Preparing for a Crucial Conversations
6
7. • Work on me first, Us second
• Remember that the only person that you can directly control is yourself.
• Focus on what you really want
• When you find yourself moving towards silence or violence, stop and pay attention
to your motives
• Ask yourself : “What are my motives? Am I looking for a solution or trying to win
an argument?”
• Then, clarify what you really want. Ask yourself” What do I want for myself? For
others? For the relationship?’
• And finally , ask : “ How would I behave if this were what I really wanted?”
• Refuse the Fool’s Choice.
• Watch yourself , see if you are telling yourself to choose between peace and
harmony, winning and losing.
• Look for “And”
• Think clearly about what you don’t want. Think of options that bring you to
dialogue.
2. Start with your Heart
7
8. • Building Safety
• When its safe, you can say anything. Nothing kills meaning dialogue like fear
• People rarely become defensive because of what you are saying. They become
defensive when they no longer feel safe. The problem is not always content of the
conversation but the condition of the conversation.
• When others feel unsafe they can get aggressive, or attack you or withdraw
completely.
• Establish Mutual purpose.
• Don’t ignore safety risk. Look for safety violations. Don’t let them lead you astray.
• Don’t fix safety risk the wrong way ( watering down the message, making excuses,
dressing up the content)
• Don’t play games. Change gears. Step out, take a break. Establish Mutual Purpose.
Start again.
• Mutual Respect: Do others believe that I respect them?
3. Make it Safe
8
9. • Apologize when appropriate.
• Suspend your belief that your choice is the best and only one and that you wont
be happy until you get what you want.
• Say you are sorry for sounding rude or hurtful. Apologize for when you messed
up.
• Contrast to fix any misunderstanding. Tell them what you don’t mean.
Then explain what you do.
• Provide context, manage proportion
• When you are in the middle of a conversation, sometime your words appear
bigger or worse than you intend.
• “ I don’t want you to think…….”
• “ I do want ……..”
Make it safe
9
10. See &
Hear
Tell a
story
Feel Act
4. Master Your Stories: How to stay in Dialogue when
you are angry, scared or hurt.
10
The Path to action
Stories provide our rationale for what’s going on - Why? Judging! What?.
We do it without realizing it.
Watch for these 3 clever stories – “ Victim- Its not my fault”, “Villain- Its all your
fault”, “ Helpless- there is nothing else that I can do”
11. • Retrace your path
• Notice your behavior- are you moving away from dialogue?
• Am I in some form of Silence or Violence? What am I feeling?
• Analyze your stories
• Get back to the facts. Abandon your absolutely certainty by
distinguishing between hard facts and your invented story.
• Tell the rest of your story- Create a useful story
• Am I adding to the problem?
• Why would a rational person do what he/she is doing? Humanize other.
• What do I really want?
• What should I do or say to achieve this result?
Master your stories
11
12. • How do we prepare for a crucial conversation
1. Get unstuck & Know you style under duress
2. Start with your heart
3. Make it safe
4. Master your stories
Summary
12
13. • Share your facts. Facts are least controversial. Safe beginning, most persuasive. Least
insulting
• Tell your story. Share your conclusion and judgment. Ensure its is rational, reasonable
and decent. Don’t wait too late for the conclusions to pile on. Look for safety problems.
Use contrasting.
• Talk tentatively but don’t be a wimp. Soften the message but don’t dilute it.
• Too soft: “ This is probably stupid but…
• Too Hard: “How come you have no respect for anyone’s time?’
• Just Right : “ Its starting to look as if you expect others to always pitch in for your
work. Is that right?”
• Ask for others path. Blend confidence with humility. Ask for their fact and stories. Be
open to learn something new. Be willing to expand or reshape your opinions
• Encourage testing. Invite opposing views by making is safe, Mean it. Play devils’
advocate. Do it till your motive is obvious.
5. STATE your Path: Be persuasive not abrasive
13
14. • Be Sincere
• Be Curious & stay curious
• Be patient
• Encourage to retrace their path- See & hear, Story, Feel, Act
• Break the cycle
• Ask – When? How? What?
• “What’s going on?”
• “I’d really like to hear your opinion on this”
• “Please let me know if you see it differently”
• “Don’t worry about hurting my feelings, I really want to hear your thoughts”
• Mirroring – When someone goes silent. “ You say you are ok, but you seem upset
from your tone. “
• Paraphrase “Lets see if I have got this right. Your are upset because I have voiced
my concern about your punctuality. And this seem controlling and hierarchical to
you”. Remain calm, collected, use an even tone.
6. Explore Others’ Path: How to listen
14
15. • Dialogue is not decision making.
• But you need decisions on next steps to conclude a meaningful crucial
conversation
• Finish Clearly
• Determine who does what by when. Make the deliverables crystal
clear. Set a follow up time. Record the commitments and the follow
up. Finally hold people accountable to their promises.
7. Move to Action
15
16. • State your path – Fact, Story, Talk tentatively,
encourage testing
• Explore other’s path- Listen, Ask, Mirror,
Paraphrase
• Move to action
Summary
16