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Lean into the conversation from a place of curiosity and respect (for yourself and the other person).
Even when the subject of the conversation is difficult, the interaction can remain mutually supportive. Respect the other person’s point of view, and expect them to respect yours.
Focus on the long-term gains that the conversation will create and you will shift your inner dialogue to a more constructive place.
This will build your confidence to approach the coworker who constantly criticizes and complains or the subordinate who keeps underperforming.
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It’s hard not to get worked up emotionally when you’re in a tense conversation: a disagreement can feel like a threat.
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When you start noticing yourself getting tense, try to focus on breathing (on feeling the air coming in and out of your lungs).
This will take your attention off the physical signs of panic and keep you centered.
Sitting still when you’re having a difficult conversation can make the emotions build up rather than dissipate.
Standing up and walking around helps to activate the thinking part of your brain.
Let others to talk about themselves first. Then, you’ll be able to sell yourself more naturally.
If they are interested in what you have to offer, you can naturally transition into a p...
Ask at least one question before changing topic to show you’re engaged. Gathering details makes it more likely that you’ll be able to establish a connection with the other person or find a way you can lend a hand.
Take a look at the person’s LinkedIn or Twitter account to get an idea of his tone, interests, etc. You’re always at an advantage when you know more about a person. It will be easier to relate to him and you might avoid awkward conversations.
High-performing organizations deliver roughly five times as many positive statements (supportive, appreciative, encouraging) as negative ones (critical, disapproving, contradictory). That’s because...
We tend to focus on giving employees critical feedback. But, by focusing on their weaknesses, we only create competence. By focusing on their strengths, we create excellence.
Give equal measures of positive and negative feedback. We usually gloss over the strengths, but focus in great detail on the critical feedback. Add examples and details to your positive feedback.
Be objective when you speak about a negative event. Rather than placing blame or evaluating the problematic situation, describe it and its consequences, and suggest acceptable alternatives.