If you want to be seen as a leader, use these standards to evaluate your important conversations.
- 1. Does it demonstrate self-responsibility? When you take responsibility for your behavior, it encourages others to do so also.
- 2. Does it demonstrate blaming or shaming behavior? If you want others to respect you, treat them with respect no exceptions.
- 3. Did you feel more or less connected to the person you spoke with when your conversation ended? Good connections lead to loyalty and responsiveness.
- 4. Did the conversation allow or encourage creativity in any way? If you want to move a project or situation forward you need space for new ideas.
- 5. Did any problem-identification take place during or after the conversation? You need to clearly identify problems before you can take steps to solve them.
- 6. Was any feedback constructive and growth enhancing? When you help others develop their strengths you create a strong and loyal team.
- 7. Did the conversation have a get on with it tone? Wheel-spinning is frustrating to everyone involved. A plan or positive attitude keeps things moving.
- 8. Did the conversation include your relevant needs, feelings and values? When you include this information others appreciate your candidness. .
- 9. Did the conversation include the other persons relevant needs, feelings and values? When it does, your conversation partner knows that you value him (or her.)
- 10. Did the conversation include relevant aspects of the overall situation? You need this important information in order to make sound decisions.
This information is developed from Dare To Say It: How to Have Important Conversations that Build Working Relationships, by Laurie Weiss, Ph.D.
[tags]Management, Management Development,Leadership,Difficult Communication, Emotional Intelligence,Business Communication, Coaching[/tags]
