Can we talk? : seven principles for managing difficult conversations at work /

Can we talk? : seven principles for managing difficult conversations at work / Roberta Chinsky Matuson.

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"Having difficult conversations at work is a necessary discomfort. Instead of avoiding these conversations with your boss, colleagues or direct reports, you need a strategy that won't leave you feeling like you were being talked at or ignored. The key to solving this problem starts and end...

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Bibliographic Details
Online Access: Full Text (via Skillsoft)
Main Author: Matuson, Roberta Chinsky (Author)
Format: Electronic eBook
Language:English
Published: London ; New York, NY : Kogan Page Limited, 2022.
Subjects:
Communication in management.
Interpersonal conflict.
Personnel management.
Communication in management
Interpersonal conflict
Personnel management
Table of Contents:
  • Intro
  • Praise for Can We Talk?
  • Title Page
  • Copyright Page
  • Dedication
  • Contents
  • About the Author
  • Acknowledgments
  • Introduction: The Seven Principles for Managing Difficult Conversations
  • How Did We Get Here?
  • The Seven Principles
  • We're Heading for a Crash
  • The Avoidance Epidemic: Why This Needs to Change-Stat!
  • The Conversation Equation
  • Five Signs a Tough Conversation May Be Coming Your Way
  • Creating the Right Conditions: Set the Stage for Successful Conversations
  • Endnotes
  • 01 Con dence: Trusting Yourself and the Other Party
  • The Land of Should Have, Could Have, Would Have
  • New Math: Why Things Aren't Adding Up
  • The Problem with Having Conversations in Your Head
  • Trust Me: Why You Need to Trust Yourself
  • Signs You Don't Trust Yourself (and What to Do about It)
  • Using Confidence to Navigate Difficult Conversations
  • Trust: The Cornerstone of All Relationships
  • 02 Clarity: Making Your Point Clearly and Listening with an Open Mind
  • Let's Be Clear Here
  • Establishing the Right Objective
  • The Four Factors to Consider When Preparing for a Difficult Conversation
  • Planning for the Worst and Expecting the Best
  • Assessing Your Readiness to Proceed
  • Handling Difficult Conversations Remotely
  • Keeping Your Cool When Things Heat Up
  • Can You Hear Me Now?
  • Listen, Don't Assume
  • Why the Need to Be Right Can Bring about the Wrong Results
  • 03 Compassion: Be Empathetic and Understanding
  • The Need for Compassion and Empathy
  • Putting Yourself in Someone Else's Shoes
  • The Art of Building Rapport
  • Nonverbal Communication and Body Language
  • Slow Down to Speed Up the Conversation
  • Being Present
  • Hyper-empathy: Is There Such a Thing as Caring Too Much?
  • 04 Curiosity: Asking Questions Rather Than Shutting Down
  • The Power of Inquisitiveness
  • Tapping into Your Inner Child
  • Why Curiosity Didn't Kill the Cat
  • Stop Stifling Curiosity in Others
  • The Impact Curiosity Has on Conversations
  • Regaining Control When a Conversation Derails
  • 05 Compromise: Earn Respect by Respecting Others
  • Achieving Mutual Respect
  • Finding Common Ground
  • You Cut, I'll Choose
  • You Want Me to Do What? Using Influence To Get What You Need
  • Stepping Back to Move Forward
  • Dialing Down Highly Charged Conversations
  • Caution: Dead End Ahead
  • Knowing When to Stop Talking
  • 06 Credibility: Recognizing That Your Word Is Only as Good as Your Actions
  • What Credibility Is
  • What Credibility Is Not
  • The Power of Perception
  • Reading the Room: Is Your Credibility on the Decline?
  • Changing Perception: Can It Be Done?
  • Establishing Credibility with Remote Employees
  • Endnote
  • 07 Courage: Navigating the Obstacles
  • The Courage of Your Talent
  • Getting Comfortable with Discomfort
  • Office Politics: Navigating Highly Charged Conversations

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