Critical Conversations – How to Manage Your Relationships for Best Performance

Do you hesitate to address a difficult issue because you are not sure how to solve them? Are you afraid to talk to your boss or workforce about controversial content, because you know that the result will not be good? Are you stressed out just thinking about the hard conversation you need? Does the company suffer from the fact that executives and employees do not know how to talk about challenging issues without completing arguments that have insufficient results?

Difficult or "Critical" Conversations can matter to the success or potential failure for your business or for you as a manager. Bad communication is the core of 70% stress experienced at work, and constantly creates obstacles to reaching your core business or employee goals. Two things can create an opportunity to manage this personal and human challenge. Awareness of the usual reactions that have damaged your communications is the first step, and exercising certain skills, you will offer the opportunity to break out of an old, negative pattern that will make it easier for you to succeed, as you may be having a hard time in the past.

Start creating awareness that will help you break out of your negative, self-reliant patterns. The essence is to understand how you usually react to difficult communication. Are you so stressed that you're having a problem and just creating a "knife disc" response that can make it worse? When we get stress we often react with two primitive reactions: fear or anger. None of this will contribute to positive results. Control, or at least control, your stress responses is one of the first things you can do to help you achieve better results. Since everyone responds in their own and usual way to emphasize, you must begin the process by going "internal" to monitor, understand and manage your own stress responses. (I have written other articles, really books on this topic. See the stress reduction guidelines for more information.) But if you do not have time to learn, start taking a deep, breathless breath. Stop breathing slowly and slowly. Relax your jaw! Relax your neck / shoulders. Swipe forehead. You can slow down and become fully available. Repeat these slow breaths two or three times until you can begin to feel yourself starting to "skip". This will take a rehearsal exercise but can be used as you organize and then get important conversations.

Be aware of what you really want from this relationship. Plan and then view the most positive exit. Try to see if it happens (if you have time.) If you are confused and do not have time to schedule them, say saying you are not prepared to interact at this time and then estimate it appropriately high time. At least, do not "suck in the drama" by responding. Use the breathing method to slow down the parts and continue to fall into an old negative pattern. Know what your choice would look like and expect it to happen (do not stay in potential disasters.)

If possible, learn or know your communicator's "intentions". If you are unclear, start managing the conversation. "Back" and ask questions that allow your business partner to show their "agenda" (including their fears and their expectations.) You do not have to "grab" for emotional or personal needs, but it may be useful to really find their position. As an exercise, understand how you or your position could have contributed to their concerns (or their issues). Look at the future, know your attitude towards your spouse and situation and then do not fall into the trap to try to defend Egypt beyond shared experience. Handle this communication as a completely new event that can have the most positive exit for all those worried. You can not do this for all the pleasures, but you can be flexible with your answers, show respect and a better understanding of their status. If you have promoted barriers to positive resolution, find ways to acknowledge this situation, then go to the appropriate policy to find effective solutions. "Dig in your doctors" may not provide the best long-term answers or give you the best chance to find the best-suited answers.

The idea of ​​showing respect for the status of your communications company does not mean you agree. That means you understand their position on this issue and will honor that they have an opinion that contradicts the position you might have. There is no "absolute" right way or just one solution to the case. There may be group vandal wages that involve a particular compromise that allows for contributions from all the relevant people … The negotiation necessary for success at the workplace depends on respect, professionalism and controlled emotions. Get input from all the relevant participants and clear all the benefits before accepting a solution.

Finally, it is best to create a realistic assessment of achievements that all participants accept and become responsible for achieving. Set fair and agree on timelines. Create methods for ongoing communication and observation, to move to approved, desired consequences.

Then review some of these key pointers:

Manage / manage levels of stress (and emotional response)

Be aware and not a victim of your standard response pattern [19659002] Be clear about what you want from a critical conversation and check positive end

Please respect another status, even if you do not agree.

Understand what role you could play in negative results [19659002] Search for input and realistic compromise

Develop measurable results that all participants accept and are responsible for producing

These are some basic steps in an application that will lead you to manage your usual answers and get results in "Critical Conversation."

If you are looking for more information on critical communication training please check Success Story Communication


Leave a Reply

Your email address will not be published. Required fields are marked *