WEBVTT

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There's a three page document that takes you through the questions we've talked about,

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takes you through the understanding of the difficult conversation itself

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and then the mindset and the preparation that's going to be the most effective

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for you approaching this. This is a useful jumping off point every time you

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know that you've got a difficult conversation coming up. So how do you use

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it? The first page is all around the difficult conversation itself, trying to

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really get out from you what this is about and

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how we're going to handle this difficult conversation. Because, you know,

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often we know that something is going to happen, but we've not got it clear

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in our own mind. So that's what the first two questions here are about.

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Trying to express that difficult conversation. Trying to get those wires

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in your brain lined up so that you're really thinking about this in the context

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of this is a conversation I'm going to have and these are the people

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that are going to be involved in that conversation. So we try and describe the

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conversation the what as neutrally as we can because we're trying not to have an

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emotional reaction at this point. We'll come through to the mindset in a minute

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where we can deal with those emotions, but let's try and deal with it as

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neutrally as we can. If you find yourself not being particularly neutral here,

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maybe after you've done the mindset you can come back to this and redo

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this first question to really get that as neutral as you can. The who section

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is about the people that are going to be involved in this. We don't want

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the difficult conversation to have too many people in, but we also want to make

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sure that we're involving people who should be in that conversation. If we're

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having a performance management conversation with somebody, it should probably just be

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that person by themselves. If we're dealing with a challenging project, we should

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probably have the project team members there. But people who don't need to

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be there probably shouldn't be there to the right people and not one person

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more. Then think about when the conversation should happen.

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You know, do we want to have this on the morning, on an evening?

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Generally, if you're having difficult conversations, you want to stay away from the

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afternoon. On a Friday, you know, nobody wants to go home for the weekend with

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a bad end to their day. It's hopefully going through this.

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You're going to be as compassionate and

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as hopeful and helpful with them as you can. But sometimes these difficult

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conversations are going to be challenging no matter what. And people I don't want to

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end the week that way. The last question here is where,

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you know, having a difficult conversation in the middle of an office is often not

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the best place to do it. Having it in the all hands,

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weekly or monthly discussion with your boss may not

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be the right place to have it. Sometimes it is. And so, you know,

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really think about what the location does to the conversation and think about where

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you're having the conversation, how that can change the tone of the question, and if

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people might be feeling defensive if you have that conversation in that particular place.

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So then we come on to the mindset. These are the questions which really

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should help you understand the benefits of having this conversation,

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both for you, the other people involved, and then a wider group.

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So we went through this in the mindset section, so I'm not going to go

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through this a lot, but please spend the time thinking about this. There can be

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multiple answers to each of these questions, so spend the time thinking through it and

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thinking through what those multiple answers could be. The last one is kind

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of the negative side of things. This is the shock factor at the end.

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This is to remind you that although there are all these positives in having the

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conversation, not having the conversation is a choice in itself.

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And so the impacts of not having the conversation are laid out in that last

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question. Lastly, we've got the preparation. So again,

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we've been through this in the previous section, so I'm not going to go too

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deep, but really this is how we back ourselves up. This is why we make

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sure we've got all the data we need. This is where we make sure that

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we've got a right understanding of the situation and where we think through the objections

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that the person or the people we're having the conversation with

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could raise. And then we think about the different

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plans, the different ways the conversation could go, and therefore the preparation

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we need to deal with those circumstances. So this worksheet is there to

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allow you to think through this and to be that aid memoir, that jogging of

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your memory that allows you to think through the different pathways of having

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a difficult conversation. Print it off, use it online, use it in any way you

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want, but please, when you know you're having a difficult conversation,

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use it, think through it. Spend the time. You should be spending

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at least 10 minutes on this. Ideally, you should be spending 15 to

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30, but a minimum of 10 minutes to think through this worksheet.

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In the following sections, we'll go through filled in versions of this worksheet to

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give you some clues on how to use it, but it's there for you to

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use right now.
