Trainer QA

How do you respond to "That would never happen here"?

ABOUT THE AUTHOR
Dave AngelDave Angel is a Master Trainer.
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Q How do you respond when you show a video and a participant comments, “That scenario has nothing to do with my life. Nothing like that would ever happen here. That just doesn’t seem realistic.”?

A That’s a very good question. I can remember going through the training for the first time and thinking those same thoughts about a video scenario or two. But then I realized that I was focusing on the scenario content rather than on the skill set I was learning. Talk about light bulbs going off for me! When I stopped getting caught up in the content of the scenario and allowed it to simply serve as the framework for practicing the skill, my learning skyrocketed. I was able to target and practice the skill set without being distracted by whether the scenario was relevant for me. Then, as I moved through the rest of the training, I was cognizant of the skill set rather than the scenario.

Crucial Conversations QA

Help! My Friend is Unfit for a Referral

ABOUT THE AUTHOR
Al Switzler

Al Switzler is coauthor of four bestselling books, Change Anything, Crucial Conversations, Crucial Confrontations, and Influencer.

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Crucial Conversations

Q  Dear Crucial Skills,

As we all know, this is a tough job market for both job seekers and employers looking to fill specific and highly skilled roles. I have been lucky enough to land a great job at an admired company and several people have asked me to refer them for our open positions. These are skilled and qualified candidates, but the trouble is I can’t recommend everyone in good faith. Their weak points (communication skills, in particular) or past behavior I observed at work give me pause. I don’t feel comfortable pointing this out and I can’t ignore their requests without looking like a jerk! How can I take the high road here?

Uncomfortable

A Dear Uncomfortable,

For most of us, deciding how to be candid and truthful is often challenging and uncomfortable. And yet, there are some people who don’t seem to have any problem with candor—in fact they vote by their words and actions for being brutally honest. In your situation, these folks would have no problem saying something like, “Are you kidding? You have a lot of skills, but interpersonally you’re a cross between a dweeb and a jerk. Forget it.” If someone challenged them about their civility, they would wax eloquent about being one of the few with the character and courage to speak the truth.

Others vote for the opposite approach—brutal silence. In the situation you’re talking about—employment references—they create a policy or hide behind a policy that allows them to say something like, “In our company, references that come from friends or acquaintances do not count. Sorry.” Or, “Only references from managers count in this new company.” They find a way to sidestep the real issue. I imagine the foundations of this kind of dishonesty come from the old adage, If you can’t say something nice, don’t say anything at all.

Either tactic will ultimately have negative consequences. The brutally honest tactic will no doubt hurt the relationship immediately and the speaker will justify it by saying, “I told him the truth.” Brutal silence or kind dishonesty may not hurt the relationship immediately, but the lack of honest feedback also has the potential to hurt the person who asked for help.

Of course, neither of these tactics is ideal. Both are forms of what we’ve called the “Fool’s Choice” in our new edition of Crucial Conversations. People who make the Fool’s Choice think they have to choose between these two bad alternatives: “I can tell them the truth and lose them as a friend or I can be less than candid and keep them as a friend.”

The masters we’ve studied over the last thirty years use a different tactic. When they feel that they have to choose between two bad options such as candor or kindness, they avoid the Fool’s Choice by pausing and looking for the “and” instead of the “or.” They might say something like, “How can I tell this person that I don’t feel comfortable writing a recommendation and show him that I truly want to be helpful?” Or it might sound like this: “How can I say ‘no’ and keep her as a friend?” In both of these statements, we are trying to find the “and.” We are trying to clarify what we really want and what we really don’t want.

I suggest you do the following.

Your first job is to prepare for the conversation. Think through what you can say and how you’ll say it. When someone springs this request on you and others are present, you should delay. You might say that you’d welcome the opportunity to consider it and ask if you could talk later. This preparation brings you to the point of “taking the high road.”

I think the high road is being able to tell someone the specific reasons you are not able to refer him or her in a way that shows you are a friend. What you don’t want to do is try to soften the message by beginning with a string of praises before delivering the whammy. For example, “I think you are very technical, have great computer skills, and work very hard, but I think your communication skills would not allow you to perform well in the jobs available at this company.”

What is a better approach? After you consider the person’s whole resume, find a private and safe place to talk. Begin by saying that after your consideration, you find yourself in a dilemma. You want to be helpful to your friend and helpful to your company. Tell your friend that you can’t recommend him or her because you don’t think it would be a good fit. Ask if you can share your reasons why, then tell your friend the specific reasons and try to give some suggestions that you think might help him or her improve. Tell him or her this was a tough decision but you wanted to be a friend as well as be honest with your company.

One approach won’t work for every friend. But regardless of the person, make sure that before you speak up, you find out what you really want (to help your friend) and what you don’t want (to refer someone to your company who isn’t a good fit or to lose a friend).

In your efforts to avoid making the Fool’s Choice you will find yourself on that high road.

Best wishes,

Al

Other

What Happened: Don't Pass the Buck

This letter was received in response to a question Joseph Grenny answered in the May 16, 2011 Crucial Skills Newsletter titled, “Don’t Pass the Buck.”

Dear Joseph,

Your response to my question was very helpful because of your comments on the kind of culture I would create if I intervened every time someone came running to me with a concern. I was not trying to avoid a “confrontation” with an issue, but in this case I would be enabling a person who likes to manipulate others through my authority. Furthermore, I knew that this person’s version of the story was almost always quite different from that of others.

I have taken an opportunity to talk to my direct reports about the importance of talking to each other when issues arise. I know that they often worry about these conversations, but most of the time, these conversations are about relatively small things that will make our company run better. Still, having the conversations can be stressful for some people. We have been emphasizing that as we use Crucial Conversations techniques, the atmosphere is conducive to both parties reaching understanding.

The individual who I am most concerned about has not changed her basic tactics. She still wants to work behind the scenes. For example, there was a dispute while I was on vacation, and when I returned, she wanted to have a meeting to tell me all about it. In this case, I decided it was best to get both parties in the room at the same time and ask them to explain the chronology of events and what they were thinking as events took place in a factual way. This took out the part of the conversation where Party A tells how Party B did something because they wanted to undermine them (stories made up in their mind).

In this case, the relationship was already strained, and they needed a referee to make sure it was a clean conversation. The individual I have a problem with did not like this one bit. I am now stuck with the problem of dealing with a person who does a great job 90 to 95 percent of the time but causes relationship issues with her fellow managers. As a manager, I have to keep working through the situations—trying to teach your art! I must say that your book is the most helpful management tool I have ever come across. Management and leadership are about relationships, and Crucial Conversations is so practical and earthy. It is easier to apply than anything I have ever read.

Signed,
Carry Your Own Water