Uploaded byMiodrag Kostic, CMC
Webinar - How to handle difficult conversations at work
The document discusses techniques for handling difficult conversations in the workplace, emphasizing the importance of communication skills such as active listening, asking questions, and assertiveness. It outlines a structured approach for preparing for and engaging in difficult discussions, including the use of communication 'shock absorbers' and the importance of asking the right questions. Additionally, it provides tips on how to effectively say no and handle objections while maintaining a constructive dialogue.
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Miodrag Kostić introduces himself and shares his extensive professional background, including work in the USA, management of retail stores, web consulting, and current roles.
Discusses the negative impacts of difficult conversations at work, highlighting stress, conflicts, and vulnerability.
Emphasizes essential communication skills like active listening, questioning, rapport building, and assertiveness to enhance conversations.
Strategies to prevent misunderstandings such as using simple terms, being concise, and using facts for effective communication.
Guides on how to prepare for difficult conversations, including identifying problems, implications, and effective questioning techniques.Advice on initiating difficult conversations using communication absorbers to soften the approach and emphasizing the importance of active listening.
Outlines a structured approach to handle difficult conversations, from defining what you want to reaching a powerful agreement.
Presents five steps to assertively say no while preserving relationships by avoiding over-explanation and early communication.
Strategies to deal with objections, encouraging open dialogue and understanding underlying concerns through effective questioning.
Guidelines on respectfully disagreeing with a boss, using example scenarios to illustrate effective communication versus ineffective arguments.
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Webinar - How to handle difficult conversations at work
- 1. TC-007, Rev 00,Dated 1st March 2019 Miodrag Kostić, CMC Handling difficult conversations
- 2. 1986-2002: 16 yearsliving and working in the USA 1992-1997: Owned and managed “T-gallery” retail stores in NY & Honolulu Miodrag Kostic, CMC
- 3. 1998-2002: Owned andmanaged “Web Consulting Honolulu”, USA Clients:
- 4. 2003-Present: Working forthe best companies in the South East European region
- 5. 2005-Present: Working forInternational Development Organizations
- 6. Since 2019 freelancetrainer at “Qatar Skills Academy” in Doha
- 7. CIMC - CertifiedInnovation Management Consultant CMC - Certified Management Consultant CDTC - Certified Digital Transformation Consultant
- 8.
- 9. What is theimpact of difficult conversations for you? More stress … Destructive conflicts Stress at work Feel vulnerable Emotionally disturbed
- 10. How can weprevent difficult conversations at work? We can prepare in advanceUnexpected – we are unprepared Why are difficult conversations so stressful?
- 11. How can weimprove communication skills? 1. Learning communication skills Our goal 2. Using practical business tools Influencing communication
- 12. 1. Active listening 2.Asking questions 3. Rapport building 4. Assertiveness What are the essential communication skills? You learn communication skills by practicing Role-plays
- 13. How to prevent difficultconversations? Misunderstandings
- 14. “The single biggestproblem in communication is the illusion that it has taken place.” -- George Bernard Shaw We don’t listen to each other and we don’t ask the right questions
- 15. Why people don’tunderstand our communication? Influencing communication
- 16. What I sayis what people hear! ask Important: “What you ask is what people hear!”What is the #1 myth about communication?
- 17. 5 tipsCommunication tool Howto prevent misunderstanding in communication?
- 18. 3. Use simpleterms 5 tips Influencing communication 4. Be concise 5. Use facts 1. Prepare questions 2. Actively listen
- 19. Ask 1. TIP– Prepare questions in advance questions “You can tell whether a man is clever by his answers. You can tell whether a man is wise by his questions!” Naguib Mahfouz
- 20. Listen 2. TIP– Focus on listening Active listening “We have two ears and one mouth, so we should listen more than we say!” Zeno of Citium
- 21. Plain 3. TIP– Use Simple terms simplicity “If you can’t explain something in simple terms, you don’t understand it!” Richard Feynman
- 22. Reading level of 14year old Reading level of 10 year old Reading level of 9 year old
- 23. Ernest Hemingway Short 4.TIP – Be concise and to the point briefness • Article 10 pages tomorrow $500 • Article 1 page 7 days $2000
- 24. Facts 5. TIP– Use Facts - evidence objectivity “The degree of one's emotions varies inversely with one's knowledge of the facts!” Bertrand Russell
- 25. How to preparefor difficult conversations?
- 26. What to doif we anticipate difficult conversation? How to discover and develop a need to resolve the issues In their mind
- 27. For anticipated difficultconversations P SICommunication tool Discovering and developing needs tool
- 28. Positive implications =BENEFITS Negative implications = DAMAGES If issues are not resolved can they see implications?
- 29. What do weask to develop a need for solution? Problem questions Solution questions Implication questions
- 30. 1. Can wefinish our project on time if you don’t come on Sunday? 2. What would our boss do or say if our project is not on time? 3. What do you think is the best option/solution for both of us? Problem Implication Solution EXAMPLE: How to develop his need to come to work on Sunday? You have to ask your colleague to come and work on Sunday Problem: Project not on time Implication: Angry boss Discover his need Develop his need
- 31. 1. I havealready paid for a trip to the coasts with my family? 2. If I cancel the trip I would have to pay high cancelation fee? 3. What do you think is the best option/solution for us? Problem Implication Solution How to develop his need so he doesn't insist you must come on Sunday You expect your boss to ask you to come and work on Sunday Problem: Already paid for a trip Implication: High cancelation fee Discover his need Develop his need
- 32. 3. What doyou think is the best solution for us in this situation? P I S How to discover and develop his need to accept increase in your budget You expect your boss to ask you why is your project over budget? Problem: Material costs have increased Implication: Client will take legal action 2. What if we don’t use right materials and client takes legal action? 1. How can it be on budget if the costs of materials have increased? Discover his need Develop his need
- 33. Implication QUESTIONS PROBLEMS and IMPLICATIONSif issue is not successfully resolved What to do to prepare for difficult conversation? Problem QUESTIONS List of IMPLICATIONS List of PROBLEMS In your favor
- 34. How to startdifficult conversations?
- 35. What to dobefore you start the conversation? Use communication absorbers
- 36. Communication (shock) absorbers Howto soften the communication? I understand … sorry … may I … please …
- 37. R RCommunication tool Beforeyou start difficult conversation Reply Reaffirm
- 38. Reply Reaffirm REAFFIRM –You are saying ... So your question is ... REPLY - Sorry I didn’t hear you well … I didn’t understand … can you please repeat your question... R R Before answering
- 39. Ask as morequestions as possible and listen What is the #1 rule of difficult conversations?
- 40. “The most effectiveway of influencing people is asking questions and active listening” (A. Robbins) Why?
- 41. 7 stepsCommunication tool 7-stepsto handle any difficult conversation
- 42. 1. What doI want? 2. Start with: “I noticed” 3. Reflect on the problem 4. Impact of the problem 5. Desire for solution 7 steps Difficult conversation 6. Powerful agreement
- 43. 7 steps Ask yourself:What’s happening here? Why am I upset? What do I want to achieve? What's in it for me? 1. What Do I Want? Difficult conversation When you feel upset
- 44. 7 steps Approach theother person from a curious, neutral stance. Point out what you noticed to enter the conversation. 2. Start with: ”I noticed” “I noticed you scheduled only 3 appointments for me, and ...” “I noticed I sent an email on Monday and you responded on …” “I noticed you favor others and give them more appointments.” “I noticed it takes you way too long to get back to me on emails.” Difficult conversation Start conversation
- 45. 7 steps “So, youwere just scheduling people as they came in ..." “So, you didn't believe its urgent to respond to my email ..." 3. Reflect on the problem Difficult conversation Discover need
- 46. 7 steps “When youdon't let me know abbot scheduling I feel ...” "When you do not respond for days, I feel uncertain about ..." 5. Impact of the problem Difficult conversation Develop need
- 47. 7 steps Once you’vestated the impact, you then move on what you want. “I would prefer it if you let me know ..." “I would prefer it if you responded to me within 24 business hrs." 5. Desire for solution Difficult conversation What you want
- 48. 7 steps “How doesthat sound to you?” “Would you be willing to do it that way?” 6. Powerful agreement Difficult conversation Confirm agreement
- 49. 5 stepsCommunication tool 5tips for saying NO like a NO-master
- 50. 1. NO isa complete sentence 2. NO apologies 3. Make it about you 4. Warmth & appreciation 5. Say no early 5 steps How to say NO?
- 51. 5 steps Avoid over-explaining.Short is good. Explaining too much makes you look anxious and unsure, as if you’re doing something wrong. Simply say no thank you. If you want to offer a reason, keep it brief. 1. NO Is a Complete Sentence How to say NO?
- 52. 5 steps Apologizing isa sign of our discomfort with NO. Again, it makes it sound like you’ve done something wrong. But you haven’t. 2. NO Apologies How to say NO?
- 53. 5 steps Sometimes, furtherinformation or an explanation is needed. For example, if they need you to do something, and you know that you don’t want to do that activity, let them know. 3. Make It About You How to say NO?
- 54. 5 steps Warmth iscommunicated in your voice tone, facial expressions, and body language. Appreciation is communicated verbally by thanking them for the offer. 4. Warmth & Appreciation How to say NO?
- 55. 5 steps Do it.Rip off the Band-Aid and just say it now. You know you don’t want to attend that event, or that you don’t want to do it. 5. Say No Early How to say NO?
- 56. How to handle complaints& objections?
- 57. Find out thetruth about objections You must answer it by asking a question IMPORTANT I understand your concerns, what other things are important to you? Important tip: “Find out the truth about objections”How to handle objections / complaints?
- 58. Your project costis too expensive – You are asking for too much … • I understand that budget is an important issue for you … what other criteria will be used in taking this decision? You are always late – You are making me angry … • I understand you feel frustrated ... what are the reasons to get angry? You are not meeting deadline on your project – Your work is sloppy • I understand you feel let down ... what can we do to make it better? Conversation Aikido You have to capture what other person feels, what's behind it? By giving an answer we shot down the possibility to find out what’s going on
- 59. • I understandthat you have limited budget for salaries … what else can you do for me? • I understand you want to reward me for my contribution … what other options are available to me? Boss: I cannot give you that much of a raise
- 60. • I understandyou feel let down (you feel frustrated) … what can we do about it? • In the morning, before the meeting, I get so many calls from clients. • How can I get someone to help me? Boss: You are always late for our weekly meeting
- 61. • I understandyour concerns … what particular operating costs are you concerned about? • How can we get better handle on the expenses? Boss: Your project operating costs are over budget
- 62. Treat objections asrequests for further information.
- 63. How to disagree withyour boss?
- 64. - You: Idon’t think this project-strategy is going to be profitable? - Boss: Why? - You: I believe our logistics costs would make the project unfeasible - Boss: The board made calculations and it looks good to me. Do it! How NOT to disagree with your boss?
- 65. - You: Whatis the expected ROI for this project? - Boss: We expect 5% increase in sales. - You: What about additional resources and expenses needed? - Boss: What about it? - You: We would need … (list additional resources and expenses)! - Boss: And what does it mean? - You: With increase in costs it's hard to expect any profitability? How to disagree with your boss?
- 66.