My supervisor has been micromanaging employees, disclosing project information that shouldn’t be, and generally just overstepping communication boundaries. I have stopped sharing information with them for fear that they will share it too soon or in the wrong way. My question is this: How do I have a Crucial Conversation with my supervisor about this?
I find that I am asked to do more in a day than I can actually accomplish. Each day, I might get ten things done but twenty new tasks get added to my list, so the list just grows and never shrinks.
I have a direct report. He is very volatile, not at all a team player. Everyone gets along great in the department except him. He always tries to point out everyone’s faults but not his own. He is very difficult to talk to. How can I overcome this?
My supervisor is intimidated by me and is unable to have a solid conversation with me because he’s worried I will be confrontational. How can I have a Crucial Conversation with him so that he won’t avoid talking with me?
How do you effectively communicate to your team they need to open up to each other and share the goings-on in their individual unit within our department?
When people are plain rude or disrespectful, you can start by trying to help them see how their behavior is coming across. Learn more in this 2-minute video with Maria Moss.
Master Trainer Maria Moss shares the following tips for speaking up should you ever feel silenced by peers.
I have a staff member who is diagnosed with depression and anxiety. She also has a very low sense of self-esteem. Giving her constructive feedback on her performance is painful—for both of us. I have a hard time helping her feel safe when she seems to only focus on the negative stuff. How can I establish a sense of safety and keep her from going into survival mode?
