• Home
  • 1 DIFFICULT CONVERSATIONS
  • 2 DEFUSE THE DRAMA
  • 3 ADDRESSING CONFLICTS
  • 4. GIVING & RECEIVING FB
  • 5. APPRECIATION
  • RESOURCES
  • More
    • Home
    • 1 DIFFICULT CONVERSATIONS
    • 2 DEFUSE THE DRAMA
    • 3 ADDRESSING CONFLICTS
    • 4. GIVING & RECEIVING FB
    • 5. APPRECIATION
    • RESOURCES
  • Home
  • 1 DIFFICULT CONVERSATIONS
  • 2 DEFUSE THE DRAMA
  • 3 ADDRESSING CONFLICTS
  • 4. GIVING & RECEIVING FB
  • 5. APPRECIATION
  • RESOURCES

Difficult conversations

Let's admit it; some conversations are difficult. Just the thought of certain conversations might be enough to fire up your threat reactions, giving you sweaty palms or butterflies in your stomach. But on the other side of those conversations lies clarity, progress and better performance.


This module is all about acknowledging the fear and having the conversation anyway, equipped with the tools you need to make them a success.


Are you ready to master difficult conversations?

Your experience with difficult conversations

Difficult conversations take many forms. You might find it tricky to give or receive feedback, or shy away from dealing with difficult people or misunderstandings. Showing appreciation can even be a difficult type of conversation for many people.


When you think a conversation will be difficult you are more likely to avoid it - often subconsciously. This is simply your limbic system trying to keep you safe from a perceived threat.


Let's begin the self-awareness journey around difficult conversations by considering some common situations that arise in a workplace.

Reflecting on difficult(?) conversations:

Consider these. Reflect on which of them you would embrace, and which you would avoid:

  • Talking about pay with your boss or direct report 
  • Asking someone to rein in extreme views or jokes that offend others 
  • Asking why you were not selected for a project or role 
  • Naming workplace conflicts such as rifts between colleagues 
  • Delivering news that you know the person does not want to hear 
  • Giving feedback to someone about the low quality of their work 
  • Opening up a conversation to improve a relationship with a colleague 
  • Appreciating someone with more than a 'thank you' 
  • Apologising for a mistake or something you said 
  • Clearing up a misunderstanding with someone 


Take notes for yourself.

Next: Chapter objectives

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