"Since the highly acclaimed Courageous Conversations About Race offered educators a frame work and tools for promoting racial equity, many schools have implemented the Courageous Conversations Protocol. Now ... in a book that's rich with anecdote, Singleton celebrates the successes, outlines the difficulties, and provides specific strategies for moving Courageous Conversations from racial equity theory to practice at every level, from the classroom to the school superintendent's office"--Back cover.
This practical book will help you to master the key conversations you need to create a high performing team where people love to work. Do you manage a team of people? Do you want some useful tips for getting your people to deliver consistently great results? This practical book will help you to master the key conversations you need to create a high performing team. This book doesn’t just tell you what to do – it shows you the practical steps you can take to make a habit of courageous conversations at work. Courageous Conversations provides steps on how to deliver great feedback, set clear, properly resourced objectives, build trust, motivate even the most disengaged staff, lead problem-solving conversations that deliver measurable and positive progress, and coach people for higher levels of performance. It also explains when and where you should use courageous conversations. Whether you want to tackle the under-performers, engage the high performers, or help everyone in the team to find more fulfilment at work, Courageous Conversations is the book for you.
The 10th-anniversary edition of the New York Times business bestseller-now updated with "Answers to Ten Questions People Ask" We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you'll learn how to: · Decipher the underlying structure of every difficult conversation · Start a conversation without defensiveness · Listen for the meaning of what is not said · Stay balanced in the face of attacks and accusations · Move from emotion to productive problem solving
The 10th-anniversary edition of the New York Times business bestseller-now updated with "Answers to Ten Questions People Ask" We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you'll learn how to: · Decipher the underlying structure of every difficult conversation · Start a conversation without defensiveness · Listen for the meaning of what is not said · Stay balanced in the face of attacks and accusations · Move from emotion to productive problem solving
Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism, delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have a strong relationship with their employees, and Kim Scott Malone has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give actionable lessons to the reader, Radical Candor shows how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people both love their work, their colleagues and are motivated to strive to ever greater success.
#1 NEW YORK TIMES BESTSELLER • Brené Brown has taught us what it means to dare greatly, rise strong, and brave the wilderness. Now, based on new research conducted with leaders, change makers, and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Don’t miss the five-part HBO Max docuseries Brené Brown: Atlas of the Heart! NAMED ONE OF THE BEST BOOKS OF THE YEAR BY BLOOMBERG Leadership is not about titles, status, and wielding power. A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential. When we dare to lead, we don’t pretend to have the right answers; we stay curious and ask the right questions. We don’t see power as finite and hoard it; we know that power becomes infinite when we share it with others. We don’t avoid difficult conversations and situations; we lean into vulnerability when it’s necessary to do good work. But daring leadership in a culture defined by scarcity, fear, and uncertainty requires skill-building around traits that are deeply and uniquely human. The irony is that we’re choosing not to invest in developing the hearts and minds of leaders at the exact same time as we’re scrambling to figure out what we have to offer that machines and AI can’t do better and faster. What can we do better? Empathy, connection, and courage, to start. Four-time #1 New York Times bestselling author Brené Brown has spent the past two decades studying the emotions and experiences that give meaning to our lives, and the past seven years working with transformative leaders and teams spanning the globe. She found that leaders in organizations ranging from small entrepreneurial startups and family-owned businesses to nonprofits, civic organizations, and Fortune 50 companies all ask the same question: How do you cultivate braver, more daring leaders, and how do you embed the value of courage in your culture? In this new book, Brown uses research, stories, and examples to answer these questions in the no-BS style that millions of readers have come to expect and love. Brown writes, “One of the most important findings of my career is that daring leadership is a collection of four skill sets that are 100 percent teachable, observable, and measurable. It’s learning and unlearning that requires brave work, tough conversations, and showing up with your whole heart. Easy? No. Because choosing courage over comfort is not always our default. Worth it? Always. We want to be brave with our lives and our work. It’s why we’re here.” Whether you’ve read Daring Greatly and Rising Strong or you’re new to Brené Brown’s work, this book is for anyone who wants to step up and into brave leadership.
All of us struggle at times with finding the right words to say to an employee, a friend, a spouse, or a neighbor. We tend to be timid and hide our true feelings because we are not sure how to respond. What to Say and How to Say It provides us with a guide or road map on how to handle difficult situations and do so in a most professional manner. It's a proven fact that the best communicators are not the best talkers; they are the best listeners. What to Say and How to Say It'based on the compelling research supporting emotional intelligence and the work of Daniel Goleman, author of Working with Emotional Intelligence and Social Intelligence'gives specific prompts or language helpful for entering, engaging in, and exiting courageous conversations. Courageous conversations are those discussions we all need to have, oftentimes with people we care about, don't care about, or need to care about. These are the conversations that will help us make it through difficult times, get over hurdles that are blocking relationship building, and improve living and working conditions for everyone involved. Skills in courageous conversations help to build emotional intelligence.
An inspirational, practical, and research-based guide for standing up and speaking out skillfully at work. Have you ever wanted to disagree with your boss? Speak up about your company's lack of diversity or unequal pay practices? Make a tough decision you knew would be unpopular? We all have opportunities to be courageous at work. But since courage requires risk—to our reputations, our social standing, and, in some cases, our jobs—we often fail to act, which leaves us feeling powerless and regretful for not doing what we know is right. There's a better way to handle these crucial moments—and Choosing Courage provides the moral imperative and research-based tactics to help you become more competently courageous at work. Doing for courage what Angela Duckworth has done for grit and Brene Brown for vulnerability, Jim Detert, the world's foremost expert on workplace courage, explains that courage isn't a character trait that only a few possess; it's a virtue developed through practice. And with the right attitude and approach, you can learn to hone it like any other skill and incorporate it into your everyday life. Full of stories of ordinary people who've acted courageously, Choosing Courage will give you a fresh perspective on the power of voicing your authentic ideas and opinions. Whether you’re looking to make a mark, stay true to your values, act with more integrity, or simply grow as a professional, this is the guide you need to achieve greater impact at work.
Becoming a partner in a professional services firm is for many ambitious fee-earners the ultimate goal. But in this challenging industry, with long hours, high pressure and even higher expectations, how do you stand out from the crowd? How do you build the most effective relationships? And how do you find the time to do all of this and still have a fulfilling personal life? Now in its third edition, How to Make Partner and Still Have a Life equips individuals at the start of their career through to partner with the skills needed to reach and succeed at the leadership level. How to Make Partner and Still Have a Life details the expectations and realities of being a partner and outlines how you can continue to achieve once you have obtained the much-coveted role. This edition is updated with guidance on developing the right mindset for success and the importance of mentoring and sponsorship. There is a specific focus on women and BAME professionals and the challenges faced by individuals coming from non-traditional or under-represented backgrounds. Heather Townsend and Jo Larbie provide a guide to help you tackle common obstacles and work smarter - not harder - to reach the top. Start your journey to partnership and still have the time for a life outside of work.
Perhaps the biggest challenge-and the biggest source of stress-for most people in the workplace is dealing with difficult people and having difficult conversations. Dealing with a Difficult Co-worker, and future volumes in the Courageous Conversations at Work series, are each designed to present the reader with techniques and guiding principles for bringing up difficult issues in an entertaining story-based format. This series is also designed to be used by training and development professionals as the foundation for in-house seminars, where each story could be used to engage learners in a facilitated conversation or workshop on how to address the particular issue raised in that story.TABLE of CONTENTSSECTION ONEAbout This SeriesIntroductionWhere This Comes From and What That Has to Do With YouHow to Make the Most of ThisSECTION TWODid He Really Just Say That?From Ruminating to Plotting RevengeComing to My SensesSo What Does "Address an Issue Directly" Actually Look Like?What Do I Share And What Do I NOT Share?What's The Outcome I Desire?Transforming a Counterproductive Outcome Intention to a Productive OneStarting the Conversation Off on the Right FootWhat If It All Goes Wrong?How Do You Manage Up When Your Boss Isn't Likely to Care?Doesn't All This Worst Case Scenario Thinking Just Add To Your Stress?It's Game On...Why Did I Choose This for My Declaration/Invitation?Sam RespondsWas He Really Telling the Truth?What Can We Learn From Sam's Response?Where NOT To Go From HereGauging Someone's Comfort with Open, "Deep" ConversationTrue Confession TimeLet's End This Off on a High NoteSECTION THREEWhat Can We Learn From This Story?A Quick Review and Reminders For Future Courageous ConversationsNext StepsABOUT THE AUTHOR: David Lee, the founder of HumanNature@Work, works with employers who want to improve employee engagement, productivity, and customer service through his consulting, coaching, and training. He has worked with organizations and presented at conferences both domestically and abroad.Recently, his work on what makes organizations resilient and employees perform at their best has focused on the central role productive relationships and productive conversations have on these outcomes, with this being the take away message: "Every better business result you want requires having a better conversation."COMMENTS FROM SEMINAR PARTICIPANTS"Your presentation on Constructive Conversations got rave reviews and I hope we can bring you back to Granite State College again soon!"Beth Dalzell, Granite State College, NHYour program on Constructive Conversations was THE most memorable seminar I've ever attended, and I've been to a lot of training and a lot of school.Ingrid Lederman, DDJ Capital Management, LLC, Waltham, MA"It's an educational privilege and pleasure to learn from David Lee! When he's presenting to audiences large and small his insights about workplace dynamics, leadership, and striving for our personal best resonate with everyone. David provides invaluable aha moments that translate into actionable takeaways. He always exceeds expectations, leaving participants wanting more. Equally impressive are David's small group and team facilitation skills. Having participated in several of David's sessions with my C-suite colleagues, I've witnessed David's strong listening skills and ability to synthesize information and appropriately direct (and re-direct) conversations. Because he has the ability to build trust and rapport quickly, it affords him the necessary gateway for a deep dive into pertinent issues. His presence and unique coaching style lead to worthwhile learning for everyone. Five stars for David Lee!" Lisa Drew McIlwain, Southern Maine Health Center, ME
