![]() This means being willing to confront uncomfortable realities and engage in conversations that may be emotionally challenging. Secondly, it’s important for leaders not to shy away from difficult truths. Remember:Īll conversations are with myself, and sometimes they involve other people Unless you are confident in your own skin, it is unlikely you will be confident when having challenging conversations with others. Who is going to accompany you on this journey?.Why are you choosing to go there – what are your motivations?.Where are you going as a person / leader?. ![]() You can begin this process of self reflection by considering a ‘Stump Speech’ – imagining that you are going to communicate yourself and your motivations to someone else: This means being honest with oneself about one’s own flaws and weaknesses, as well as one’s strengths and accomplishments. ![]() Be vulnerable and acknowledge your own role in the situation.įirstly, leaders need to be willing to self-audit, examining their own biases and preconceptions before engaging in conversations with others. This also helps to create a culture of openness and transparency, where everyone feels valued and heard, and different perspectives are welcomed and valued.Ĭome out from behind yourself into the conversation and make it real:īe present in the conversation, actively listen to the other person, and share your own perspective authentically. By doing so, leaders can gain a broader understanding of the organisation’s goals, challenges, and opportunities, and make more informed decisions. This can involve engaging with colleagues from different areas, attending cross-functional meetings, and gathering feedback from stakeholders across the organisation. To ensure they are informed about all aspects of the organisation, leaders need to actively seek out information beyond their own department or team. Therefore, leaders need to investigate all perspectives to gain a complete understanding of the situation. Similarly, people within an organization often have different perspectives on the same situation. If two people are standing on opposite sides of a beach ball, they see different colors and patterns. She uses the analogy of a beach ball to illustrate this concept. When Scott advises leaders to interrogate their reality, she means they need to question their assumptions, perceptions, and beliefs about a particular situation or issue. By following these steps, the leader can address the issue while still maintaining a positive relationship with the employee. This could involve offering support, resources, or training to help the employee improve their performance. The leader should also balance honesty with caring for the employee, by expressing concern for their well-being and desire to see them improve. giving the member of staff time to review the information you are sharing with them, and maybe to collect any evidence they wish to discuss.separating the person from the problem, such as “your work is not meeting our expectations” instead of “you’re not meeting our expectations.”.verifying that the information is accurate before initiating the conversation.gathering all relevant information about the employee’s performance.Additionally, it’s important to balance the need for honesty with genuinely caring for the person.įor example, if a leader needs to confront an employee about consistently underperforming, they must be prepared for the conversation by: This means being prepared for the conversation and having sourced information from reliable sources, fact-checking the information and making sure that the language used is separating the person from the problem. However the manner in which people are held to account is always ‘without fear’. It is vital to be consistent with teams and individual members of staff – if you have been promoted from within the organisation, it cannot be perceived that some people get an easy ride due to previous friendships. Instead, ask probing questions to uncover the truth.Ī useful mantra to use is ‘without fear or favour’. Don’t make assumptions or sugarcoat the situation. To have a fierce conversation, you need to start with a clear understanding of the facts. Master the courage to interrogate reality: Let’s take a closer look at each principle and how you can apply it in your leadership role. Susan Scott, the author of “Fierce Conversations,” offers seven principles for mastering the art of effective communication. Whether it’s addressing performance issues, setting expectations, or providing feedback, these conversations are essential for building trust, resolving conflicts, and driving results. As a leader, one of the most important skills you can develop is the ability to have tough, honest conversations with your team.
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