• 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

Neuroscience: Plan for the best

Imagine that in addition to surviving a really difficult conversation, you also managed to create more connection, understanding and trust in your relationship. This is absolutely possible and your approach can help make that happen.


Try expanding your thinking about what is possible.

How it works

 Watch this video and imagine how successful your conversation could be. 

Three ways to plan for the best

Creating an inspiring outcome can be managed with a few pragmatic steps. Unsurprisingly, the most important step will be good brain management: manage limbic threats, create some limbic rewards and of course, engage your PFCs. Emotions should be welcome, of course, but do not let the limbic system run the show. When limbic threats and needs take over, conversations can derail or spin out of control which just makes things worse.


Whether you initiate the conversation or someone else does, you can always take responsibility for supporting both of your brains. Here are a few ways to do that.

Bring the right attitude

Bring the right attitude

Bring the right attitude

 It's a feature of being human that we can feel others' emotions. So the attitude you bring to a conversation will speak volumes and will affect the other person's willingness and ability to engage with you.


Draw on what you have learned about mindset to interrupt any negative thinking and adopt a mindset that will benefit both you and the

 It's a feature of being human that we can feel others' emotions. So the attitude you bring to a conversation will speak volumes and will affect the other person's willingness and ability to engage with you.


Draw on what you have learned about mindset to interrupt any negative thinking and adopt a mindset that will benefit both you and the other person. Show up prepared to listen to them and hear their desires - whatever they are. You might be surprised at the difference this makes.


You will learn more about adopting a growth mindset in the next chapter.

Start on the right foot

Bring the right attitude

Bring the right attitude

You know what it is like to get off to a bad start: someone says the wrong thing early on and then you spend a lot of energy trying to recover.


The first part of your interaction and your opening words will set the tone and direction for the conversation. Get these clear in your mind and use metacommunication to get the conversation going 

You know what it is like to get off to a bad start: someone says the wrong thing early on and then you spend a lot of energy trying to recover.


The first part of your interaction and your opening words will set the tone and direction for the conversation. Get these clear in your mind and use metacommunication to get the conversation going in the right direction. The rest will then flow more easily.

Create a trail map

Bring the right attitude

Create a trail map

Imagine having a trail map or a personalised plan that helps you navigate these conversations with less effort. Now, imagine that the other person is using the same map.


Creating a working agreement with colleagues, direct reports and managers about how you will deal with any issues or conflicts before they arrive can make the conversation

Imagine having a trail map or a personalised plan that helps you navigate these conversations with less effort. Now, imagine that the other person is using the same map.


Creating a working agreement with colleagues, direct reports and managers about how you will deal with any issues or conflicts before they arrive can make the conversations a lot easier. Consider asking:


  • How can we flag potential problems early?
  • What do we need so we can point out each other's blind spots?
  • How do we ensure that we are committed to each other's growth and development?

Put it into practice

Consider a conflict with a colleague that you know you need to address. Consider these questions and jot down some notes.


  • What is the best case scenario?
  • What attitude do you need to bring to the conversation?
  • How can you make the best case scenario as likely as possible? 


Take notes

Next: Prepare for the worst

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