Any conversation at work where you are asking someone for something is a form of negotiation. Effective managers and leaders use the principles of positive persuasion to get what they need and strengthen relationships in the process.
Real progress in the workplace occurs through challenging conversations. Unfortunately, fear and a lack of self-confidence often get in the way of us conducting these conversations. Here are 4 steps to help quell your fear and grow your self-confidence.
When faced with a sudden meeting room confrontation, it's imperative to maintain control and not allow your natural fight or flight instinct to take over. A simple reboot mantra and a few precious seconds to breathe and process will help you win the day.
Simply stated, challenging conversations are where we mine the gold from our leadership and management efforts. It's too bad we spend so much time delaying or dodging these discussions. When we do engage, often, we muddle our way through and leave money and performance on the table. Join me for my free webinar on the six challenging conversations at work you must learn to master to succeed.
Sometimes the simplest ideas are the most effective. In this article, I share six ideas on how to use a leadership journal to strengthen your performance through continuous daily improvement.
I learned to love challenging conversations the hard way. I delayed and destroyed a number of these earlier in my career until I recognized these are truly the opportunities for managers to mine gold in the form of development, learning, problem-solving and innovation. Here are some key reasons why you need to learn to love challenging conversations:
Perhaps the single most valuable piece of career advice I ever received happened early in my career. I'm not certain I understood the importance of this advice at the time, but it stuck with me. The advice is:
Cultivating the skills and confidence to navigate constructive (negative) and positive feedback discussions is a game changer for any manager. Unfortunately, most first-time managers have received little to no training for this important performance tool. The good news is that armed with an understanding of the building blocks of effective feedback discussions and ample practice, you can learn to master this important management skill.
I’ve lost track of how many times I’ve heard the phrase, “I never heard that before,” or, its slightly more grammar challenged equivalent, “No one ever told me that before,” in response to performance feedback. It’s sad and annoying all at the same time to hear those words.
Most senior management groups are teams in name only, but not in performance. Sadly, the costs to the organization of this failure to coalesce at the senior management level are heavy. Great functional performers are not automatically great team players, and the hard work of moving from a team by name to a team in performance is just that, hard work. In part 1, we kick off our series on creating high performance senior management teams with a look at some of the key conditions for successful teams and an exploration of the 4 key areas senior management teams fail and flail when it comes to pursuing high performance.