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Difficult conversations for businesses
The document discusses the significant costs of avoiding difficult conversations in business, quantified in five currencies: money, time, energy, reputation, and opportunity. It highlights the prevalence of unresolved conflict and its impact on staff turnover, with 50% of HR professionals reporting employees leaving due to such issues. The author suggests a framework of six strategies to transform conflict into a growth opportunity, emphasizing the importance of engaging in difficult conversations to strengthen relationships and improve organizational dynamics.
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Difficult conversations for businesses
- 1. Difficult Conversations forBusiness People With Neil Denny mediator, speaker and trainer
- 2. “Businesses invest inand long to see failure”
- 3. The cost ofavoiding difficult conversations is counted in FIVE currencies. 1. Money
- 4. The cost ofavoiding difficult conversations is counted in FIVE currencies. 1. Money 2. Time
- 5. The cost ofavoiding difficult conversations is counted in FIVE currencies. 1. Money 2. Time 3. Energy
- 6. The cost ofavoiding difficult conversations is counted in FIVE currencies. 1. Money 2. Time 3. Energy 4. Reputation
- 7. The cost ofavoiding difficult conversations is counted in FIVE currencies. 1. Money 2. Time 3. Energy 4. Reputation 5.Opportunity
- 8. The cost ofreplacing and retraining staff lost through unresolved conflict is estimated to be 1.5 x annual salary Duxbury and Higgins 2003
- 9. 50% of HRprofessionals questioned by CIPD in 2008 reported staff had left as a result of unresolved conflict CIPD 2008 Leadership and the management of conflict at work
- 10. 42% of managers’time was spent addressing conflict in the workplace Watson and Hoffman, Leadership Quarterly 7(1) 1996
- 11. 42% of managers’time was spent addressing conflict in the workplace Watson and Hoffman, Leadership Quarterly 7(1) 1996 Up from 30% in 1976!
- 12. 60% of HRpractitioners, when asked, had had to deal with conflict in the last 7 days CIPD, as above
- 13. 60% of HRpractitioners, when asked, had had to deal with conflict in the last 7 days CIPD, as above And 50% remained unresolved!
- 14. Avoiding difficult conversations 1. Profound discomfort 2. Upbringing – Family and Culture 3. “We don’t do conflict here.” – Happy teams 4. Non-assertive nature 5. Fear 6. Desire to be liked 7. What being in conflict might say about us
- 15. Difficult conversations arelike fish sauce. Sometimes you’ve got to face the stink.
- 16. Avoiding difficult conversations means sacrificing our long term needs and goals in exchange for the short term alleviation of discomfort.
- 17. If only wehad a system for enabling difficult conversations.
- 18. When we eventuallyengage with conflict we tend to do so in ways that are unhelpful. Attack. Defence. Counter-attack.
- 19. Less Status Quo, more Eric Clapton.
- 20. Six riffs totransform conflict into growth in your business. 1. Invitation 2. Encouragement 3. Acknowledgement 4. Agreement 5. Agreeing differences 6. Solutions
- 21. When we dealwith difficult conversations better then we bear with and build one another up and strengthen relationships even as we resolve the things that we do not agree upon.
- 22. Go to www.neildenny.com/freebook sign up for the conflict leadership newsletter AND receive your free e-book version of Conversational Riffs
- 23. Take a copyof our September white paper detailing how we have worked with other small businesses and organisations in the UK, Europe and North America.
- 24. Contact me toexplore how we can work together to develop your conflict leadership skills and start transforming conflict into growth in your organisation.
- 25.