4 Step Difficult Conversations Process

Difficult conversations don't have to be so difficult. In this video Executive Coach Myron shows you:
-A simple 4 Step Process to plan and conduct difficult conversations with direct reports, peers and/or your boss
-How to avoid interpersonal conflict that can cause resent, insubordination and/or mistrust
-How to have a difficult conversation in a way that yields positive outcomes for all involved
-How to get this right, build rapport with others and be recognized as a someone who can manage their emotional state, focus on results and lead others forward in a positive manner

[@aoleonalegun5275]

Yes just yes. I used this. And it worked.

[@sonanachappa7211]

Very organized and strategic way of resolving issues in a team. Thank you for sharing.

[@belltowerringer]

Excellent video! I feel so much better going forward with addressing an employee now. Thank you for making an awkward and difficult task more natural and easier!

[@danielbaldry]

Simple, basic and effective. Great video... Thanks for taking the time to share these insights.

[@ryanfrizzell736]

Great video for mastering difficult conversations. With this instrumental video I better master those difficult conversations, overcome resistance, and actually be that better leader in the workplace.

[@mathewdesbiens7888]

Simple yet very effective. Thanks!

[@alvinvillanueva8738]

Thank you! I just did it today and it works

[@johnvang2503]

Amazing video, very clear, concise, and strategic approach to the "tough conversation".

[@Gorboduc]

Very good idea and very well presented! I'm gonna try this.

[@NewtralHuman]

*1) Summary: How to conduct difficult conversations with your subordinate?* 1.1) Clarify why you're having this conversation only with facts (not opinions). 1.2) Why is this conversation personally important to *you.* 1.3) Ask: What are *you* going to do about it? (There has to be accountability. Accountability not as a negative consequence perse, but as a loss of opportunity to get results.) 1.4) Ask: How can I help you to achieve the result in step 3. *2) Summary: How to conduct difficult conversations with your peer or manager?* 2.1) Same as 1.1. 2.2) Why is this conversation personally important to *us.* 2.3) Ask: What are *we* going to do about it? (There has to be accountability. Accountability not as a negative consequence perse, but as a loss of opportunity to get results.) 2.4) Ask: How can I help to achieve the result in step 3 for *us.*

[@NBAlejo]

Thanks!

[@almacole8675]

Helped me a lot, learned lots of things I didn't know. Thanks.

[@SharmilaSinha]

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[@carolynmontibello8421]

There are some great points here. I wonder if asking a valued employee the question what are you going to do about it might come off as intimidating?

[@crayzee1372]

I thought the same. I guess it depends on the the level of responsibility expected of that person's post or grade.

[@johncowne1442]

What's the effective alternative?

[@christianpaul-cp6746]

Was just thinking the same thing. Accountability looks much different in 2023.

[@devan9585]

Vert interesting approach 👍

[@venugopal9967]

Excellent... mind blowing yet simple

[@SharmilaSinha]

The Pygmalion Effect kzbin.info/www/bejne/rJSchaqhZ8lnnac

[@giovannipineda84]

This is too difficult, I'm feeling emotional but I can't yell.

[@YunusHKhan]

Outstanding

[@mhishamyakoob6948]

Great piece!Bang on target.

[@SharmilaSinha]

The Pygmalion Effect kzbin.info/www/bejne/rJSchaqhZ8lnnac

[@readizon4965]

Would like to ask what if they reponded why asking them "what we can do about it" that I am supposed to give them the things they should have to do

[@aravindm4584]

If your conversation turned difficult, stop, and start again. Repeat until you think it's worth the time. Then jot down key strengths and failures. Move on to next task.

[@asadzubair3742]

What if they say .... I dont know what we can about it, you tell me ?

[@SharmilaSinha]

The Pygmalion Effect kzbin.info/www/bejne/rJSchaqhZ8lnnac

[@Oogiappa]

Excuse me, but a great leader knows the details of the projects and can help the team with what they are going to do “about it”. I make it a point to know the context as much as possible, context is everything. If not, you’re leading blindly.

[@johncowne1442]

help them, yes. Spoon feed them ... why are they employed?

[@erenuyanik7207]

He is absolutely right...

[@giovannipineda84]

- We need to let you go. What are you going to do about it? :O

[@stephencoleman4424]

It's serious, it's Dwaynes fault, and the consequence is severe. Yahwae please assist a helpless servant.

[@espannajoanna8492]

Old school and horrible

[@johncowne1442]

What's new school and nice?

[@rycreate2521]

Not an effective solution. This is a kind of leader that just wants output without realizing they are asking for an unreasonable one! Fire this kind of boss!

[@dagwould]

"Hello everyone"? Who's everyone? I'm just me here by myself in front of the computer. You're not addressing a crowd, just one viewer at a time, usually. "Hello" does it.

[@johncowne1442]

But what did you think of his ideas???

[@ne2448]

Narcissist 101, not leadership