e-mail

July 12, 2006
Volume 4 Issue 27Previous Issues
IN THIS ISSUE
  • Crucial Tip: Removing Ability Barriers
  • Essay Contest
  • Q&A: Not Sorry
  • Crucial Applications
  • Where Can I Learn More?
  • Contact Us
  • CRUCIAL TIP
    Removing Ability Barriers  

    When it comes to removing ability barriers, ensure that the problem won’t keep resurfacing. Coming up with a one-time fix is hardly the preferred solution. Make sure you not only resolve the current instance of the problem, but also take measures to prevent further problems. Do so by asking yourself the following questions:

  • Will this problem occur again and why?
  • Will others have similar problems?
  • Have we identified the real root cause?
  • The ultimate question, of course, is: Have you gone to the core of the problem, fixing it once and for all?


    ESSAY CONTEST
    Creative Nonfiction, a literary journal for narrative nonfiction, seeks essays on the need to break dangerous silences within the healthcare community for a special "Silence Kills" issue.

    Topics may include errors, rule-breaking, or institutional unwillingness to confront incompetence.

    One $1,000 and three $500 cash prizes will be awarded to the best essays submitted.

    Entries must be postmarked by Oct 2, 2006. For complete rules, please visit Creative Nonfiction online.

    WHERE CAN I LEARN MORE?
    Crucial Conversations
  • 7/25-26 Irvine, CA
  • 7/25-26 New York, NY
  • 8/8-9 Washington, DC
  • 8/8-9 Houston, TX
  • 8/22-23 Chicago, IL
  • 9/12-13 Boston, MA
  • 9/19-20 Portland, OR
  • 9/19-20 Atlanta, GA
  • 9/19-20 Toronto, Ontario
    More

    Crucial Confrontations
  • 8/8-9  Boston, MA
  • 9/12-13  Irvine, CA
    More


    Crucial Conversations
  • 7/19, 11:00-12:00 PM MT  Healthy Work Environments for Healthcare
  • 8/10, 11:00-12:15 PM MT  Overview
  • 8/30, 10:00-11:00 AM MT Project Management Research Preliminary Findings
  • 10/11, 11:00-12:00 PM MT  Healthy Work Environments for Healthcare

    Crucial Confrontations
  • 7/20, 11:00-12:15 PM MT  Overview
  • 8/24, 11:00-12:15 PM MT  Overview

    Register today for an event by clicking on one of the links above.

    For questions, contact us toll free at 1-800-449-5989.

     

  • CONTACT US
    Questions, feedback, or information you would like to see? E-mail us at editor@vitalsmarts.com.

    Submit your question online to the authors of Crucial Conversations and Crucial Confrontations.

    About the Authors
    Submission Guidelines
    My Account
    Subscribe
    Newsletter Archive

     

    "Words may show a man's wit but actions his meaning."
    – Benjamin Franklin 


    Not Sorry

    During the month of July we will be running "best of" content from the authors. The following article first appeared on July 28, 2004.

    About the Author


    Joseph Grenny is coauthor of the New York Times bestseller, Crucial Conversations: Tools for Talking When Stakes Are High.more

    Dear Authors,

    What if you know you blew it in a crucial conversation, know you should go back and clean up the mess, but you don't want to? What if you are too angry/hurt to say you're sorry without feeling like a hypocrite for saying it because how you really feel is angry and hurt—and that's what you'd really like to express?

    Signed,
    Not Sorry

    Dear Not Sorry,

    I love honest people. Thanks for the disarming genuineness of your question.

    I've got a couple of thoughts that I hope are helpful to you. The first may help change the "story" that is causing you to feel angry/hurt. The second is a modest suggestion that can sometimes help you improve a crucial conversation even when you do feel upset. Here goes.

    First, my personal experience is that the more invested I am in convincing myself that my feelings of anger or hurt are "right," the more likely it is that I am wrong. Here's a trivial example of the important point I'm trying to make. Perhaps you've been in the situation I was in the other day. I was attempting to merge into the right hand lane so I could make it to a freeway on-ramp. There was a car in my blind spot that honked to let me know of his existence when I began to make the merge. I quickly steered back into my lane and slowed down to get behind him. But he slowed down, too—just enough that he was still in my blind spot. So I attempted to accelerate. He accelerated and stayed in the same spot. So I tried slowing again. Finally, he punched his accelerator, roared past me and flashed me a one-finger salute as he sped away.

    Now, here's the interesting part. Can you imagine what was going on in my head when he drove off? Without conscious effort on my part, I immediately began describing to myself all the things I had done to try to be considerate of this goon. In addition, I created an image of him in my mind that was wonderfully despicable. Trust me, it went way beyond "goon." Why did I do that? Why did I care so much that I had to both find a way to make myself out as innocent and cast him as a creep? I'd never see him again. He was gone. And yet for more of the ride to a distant city than I'd like to admit, he was still on my mind. I was vigorously shaping a story about him and me and what had happened.

    Then it all changed. At one point many miles later I changed my story. The new one acknowledged my fault—and even helped explain some of the dingbat's behavior as a reaction to my own. Here it is: "I'll bet he thinks I was trying to cut him off, then was slowing down and speeding up in sync with him just to spite him." In an instant I felt embarrassed rather than self-righteous. When my story changed, my emotions did, too.

    So, here's comment number one. Master your story. If you're feeling angry or hurt, it could be that you are so invested in being right and not admitting fault that you are exaggerating the other person's weaknesses while covering up or minimizing your own.

    Second suggestion: Sometimes even after examining and revising your story, you still feel hurt or upset. But you don't want to feel that way. You want the relationship to be better. You want things to improve—but you don't want to fake good feelings in order to get there. If this is the case, you're in luck. If your motives are right, you can actually build safety and open up a crucial conversation even though you're still upset. Rather than pretending to have good feelings, you can show your positive intentions by sharing your desire for good feelings. For example:

    "You know, I left our last conversation kind of upset. And I haven't been able to resolve it in my mind since we talked. I really don't want to feel this way. I'd like to have good and positive feelings between us, and wonder if we could talk about what happened as a way of figuring things out. I'm hoping not just to tell you what's not working for me, but to find out what I'm doing that's not working for you."

    Can you see how this might work? People can feel okay about you having less than positive feelings toward them so long as they know you are committed enough to the relationship to want to get back to those feelings.

    I hope these suggestions are helpful. The emotional honesty I read in your question makes me optimistic that you'll know how to make use of these ideas.

    Warm regards,
    Joseph

    Back to Top

     


    Tips for Constructive Criticism
    By Joseph Grenny

    Some of the most crucial conversations for team performance are those where team leaders or project managers offer constructive criticism. The problem is, most never do it. Or they do it, but they do it badly.

    Here are some best practices for offering constructive criticism:

    Get your motives right. Sometimes we wait to offer criticism until we’re irritated. That’s a bad idea because then, in spite of our best efforts at masking our emotions, the way we offer criticism inevitably changes. Our goal is no longer to be constructive, it’s to punish. And this shows up in our bluntness, our inattentiveness to the team members’ feelings, and our body language. Be sure your goal is to help the other person and to help the team—not to “vent.”

    Get your facts right. When people disappoint us, our thoughts tend to focus on the bad impact of others and not on the behavior that led to it. For example, someone is inconsistent about attending team meetings or shows up with deliverables that fall short of the quality others expected. When you start giving feedback you open with a line like, “You’re not contributing the way I know you’re capable of.” What’s wrong with this? It’s offensive and vague. It describes your judgment of the overall impact of the team member but offers no helpful examples of the behaviors that create this impact. Before having a crucial conversation, stop and ask yourself, “What conclusions have I drawn about this person” and “What facts do I have to illustrate and support this conclusion?

    Start with safety. If your motives and facts are clear, how do you now begin the crucial conversation? You start by making the other person feel safe. Do this by clarifying your respect and your intent. Help the other person know you care about and value him or her as a person. Then help him or her understand that your intent is to offer feedback to help improve performance. Reassure the person of these two points, and he or she will feel enough psychological safety to listen to you. If you fail to do this, he or she will likely become defensive, and may miss your point or blame you for the problems you raise.

    Facts first. Once you’ve created safety, start describing your concerns with facts first. Don’t lead with your judgments or conclusions. Start by describing in non-judgmental and objective terms the behaviors that are creating problems. For example, “Out of the last ten team meetings, you’ve attended five. When you have attended, your deliverables usually need to be reworked by others.”

    Don’t pile it on.  As you lay out the facts, monitor safety. If people become defensive, pause for a moment and check in. Reassure them of your positive intentions and allow them to express any concerns they may have. Listening and clarifying intentions rebuild safety. When you believe the person is feeling safe, continue to share your concerns.

    Invite dialogue. Finally, having shared your concerns, encourage the other person to share his or her perspective by inviting dialogue. If your goal is to be truly constructive, you’ll want to know where your data is wrong, limited, or unfair. Encourage a healthy discussion. The result of your openness will be a greater openness on the part of the other person as well.

    Back to Top