Dealing with the Tough Stuff: How to Achieve Results from Key Conversations
Darren Hill, Alison Hill
How to handle difficult discussions in the workplace
Packed with practical and pragmatic suggestions and methods for dealing with the tough stuff at work, this unique and helpful book features simple diagnostics, models, and processes that you can put to use immediately.
The author team shares their years of research and experience so that you can benefit from their case studies and examples, all of which are aimed at increasing the confidence of anyone working in a management or leadership role. You'll discover how the science of human behavior—both verbal and nonverbal—plays an enormous role when handling conflict situations and you'll learn how to apply a variety of tools, tips, and strategies when leading critical conversations with empathy and assertiveness.
- Explains why avoiding dealing with the tough stuff at work can be so costly for managers, staff, and, ultimately, the business
- Features methods and strategies that have been backed by contemporary theory and tested and trialed with thousands of participants
- Zeroes in on ways to uncover the root cause of difficult behavior
- Shares advice for finding the best way to be assertive in any situation
- Reveals techniques for depersonalizing conflict and avoiding language that causes conflict
do with each other every day. You have no doubt already been doing it to people today. As you walked in to work, you smiled and greeted others; as you sat down at your desk and as you passed others in the tea room, you were manipulating them in certain ways. When you purchased this book, you undoubtedly had an effect on the shop assistant, and if you ordered it online, you effected change on others. For starters, we're smiling! We shape each other's behaviour with our hands, our minds, our
workplaces start out the same way. These are the people who seek out opportunities. Managing opportunity seekers Managing those who see possibility and opportunity in a challenge sounds like a dream come true, doesn't it? It's certainly the response to change and roadblocks that you want to see from your team, and what you want to role-model to others. It's this second point that you need to really focus on. All too often we hear risk-averse managers bemoaning their staff because they ‘want to
makes a decision to downsize or restructure the workforce, then they swear each other to secrecy as plans are carefully crafted before the big announcement. This works poorly in theory and even more poorly in practice. For starters, this never stays under wraps in the boardroom: information leaks. People are smart and can see changes coming well before they are announced, so by the time D-day does approach, the announcement is met by a cynical, distrustful workforce who resist change actively.
being responsible for dealing with the tough stuff. It's worth taking the time to be clear on what the tough stuff is for you: those key work conversations that you have to have and that you would like to be better at. What are they for you? Each of us has a unique set of skills, abilities and experiences that we bring to any tough conversation. What's tough for one person may not be tough for another. Having the personal insight into which situations are particularly tough for you will help
in the business — takes energy, creativity and openness to what's possible so that we keep stimulating the brain to find new and more effective courses of action. Case study: don't let failure become a self-fulfilling prophecy We worked with an automotive company coming out of the global financial crisis of 2008–09. When it was threatened with the closure of its foreign offices, we saw a group of leaders with pessimistic outlooks on growth for the next few years. There were a lot of