It really helps at times like these having someone to be able to bounce thoughts off, bare my soul to and who I know will give me a completely honest response. I have opened myself up to you much more than I have ever done with anyone else, it just feels right and I am starting to lose my fears and slowly burn the chattering monkeys. I have also recognised the importance of a coach when working at this level.
Learn how to have difficult conversations
What is it that makes us run away from having the ‘difficult’ conversation – the one that is potentially going to affect the person we are talking with quite dramatically? Perhaps it’s a post-appraisal interview; a complaint that’s been simmering for a while; repetition of poor performance – especially when the person concerned is ‘really nice’.
The problem about running away is that it doesn’t go away. It continues to fester, to grow in importance or severity – it may even end up in the lap of the HR expert having to field a disciplinary or a grievance. And that costs money, time and stress for everyone involved.
Managers/leaders of people need a new set of tools, a new way of approaching such issues, in essence a new way of being. They are responsible for initiating the creation of behavioural change. Yet training is sadly lacking in this area. It’s easier to produce a dossier, a checklist, a step-by-step approach. Yet it patently obviously does not work; the human condition is not made to be formulaic, try as we might to put it into boxes.
Stillpoint have a quiet yet powerful way of helping people transform these ‘difficult’ conversations into powerful conversations.