![]() Their bosses, peers, and direct reports listen without becoming defensive or angry.” (pg 10) ![]() People who routinely hold crucial conversations and hold them well are able to express controversial and even risky opinions in a way that gets heard. “Individuals who are most influential – who can get things done and at the same time build on relationships – are those who master their crucial conversations. Since they catch us by surprise, we’re not prepared to conduct an extraordinarily complex interaction in real time. So, we take the easy way out…we leave a voice message rather than a face-to-face conversation or we change the subject, or we just accept the current status quo.Ĭountless generations of genetic shaping drive humans to handle crucial conversation with flying fists and fleet feet, not intelligent persuasion and gentle attentiveness.” (pg 5)Ĭrucial conversations often come out of nowhere so we are unprepared for them. The authors identify crucial conversations as “a discussion between two or more people where (1) stakes are high, (2) opinions vary, and (3) emotions run strong.” (pg 3) The problem is that we usually back away from having these crucial conversations because we don’t want to make the situation worse. NOTE: Stephen Covey, author of 7 Habits of Highly Effective People, wrote this about Crucial Conversations: “This book goes broader and deeper into the fundamental principles of high-stakes communication…But even more important, it draws our attention to those defining moments that literally shape our lives, shape our relationships, and shape our world.”Ĭhapter 1 “What’s a Crucial Conversation and Who Cares?” ![]() ![]() Most of the comments included in the following text are taken word for word for the book ![]()
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