![]() In the book, there is the story of a CEO who presents a plan to move some facilities of the company to a remote location. Managers take care of bad performers which is better for the organisation and for the individual as well.Ĭrucial Conversations start with people finding a way to get all the relevant information out in the open in a respective way. In good companies, everyone is accountable for their decisions.They rather ignore them and transfer them within the organization. In the worst companies managers don't have the courage to hold crucial conversations with bad performers.Can they speak up if they are understaffed? Can they signal that the schedule is unrealistic?Ĭrucial Conversations make or break companies. ![]() "You can measure the health of relationships, teams, and organisations by measuring the lag time between when problems are identified and when they are resolved."Īccording to the authors, you can predict with 90% accuracy whether a project will fail based on whether the people engaged in the project can hold relevant crucial conversations. Though we are not good at Crucial Conversations, our ability to engage in them determines the quality of our relationships and the performance of our organizations. The unfortunate reality of crucial conversation is that when the stakes are the highest we tend to do our worst. What is a Crucial Conversation?Ĭrucial conversations are situations when we have opposing opinions which are accompanied by strong emotions and the topic in discussion has high stakes. I intend to use the learned concepts and suggest you do the same. Though it is great to read about areas you would like to improve at the end of the day it comes down to practice. I write this summary of Crucial Conversations to help my understanding of the book and internalize the frameworks that can help me and you engage more effectively in crucial conversations.
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