How do you start over with a colleague who does not like you, does not want to talk with you or work with you, and has gone out of their way to try to make you look bad on several occasions? I stopped speaking to this person six months ago, but I’d like to try to rebuild trust with this person. How do I even begin?
Posts by Joseph Grenny
I’m trying to establish a strictly professional working relationship with my supervisor. I like to have boundaries to limit my personal involvement, but my supervisor wants to have conversations about weekend plans, vacation updates, and so on. They also continually talk with me and my coworkers about their health challenges and medical details. This makes me uncomfortable. I’ve shared my feelings about their behavior, but things have not changed. How do I respectfully share my communication preferences?
How do you deal with someone that you KNOW is lying to you? I have numerous examples and clear evidence of the lies, and I have confronted each lie, but they continue to do it. I don’t have the option of walking away. What next?
Dear Trainer Talk, I have used and taught the Crucial Conversations skills for years but have recently wondered whether the skills are more reflective of how white professionals feel comfortable (or safe) addressing disagreement. A few learners have expressed this concern. Could it be that the skills taught in Crucial Conversations do not work for …
Recently I was teaching Crucial Conversations to a group and we were practicing how to establish psychological safety when one of the learners asked, “What should you do if you don’t feel safe during a conversation?” I muddled through a response but I’m not sure I really answered the question. The course teaches us how to help others feel psychologically safe during a Crucial Conversation, but what should you do if you feel psychologically unsafe?
I have a domineering boss who micromanages everything I do. He has no filter when speaking to me and often is just outright rude. Whenever I send out a piece of work, he finds fault with it and tries to undermine my confidence. Having read online about his characteristics, I truly believe he suffers from narcissism. The sad fact is that he gets results and senior management love him, so he is untouchable. How can I deal with this aside from leaving the company?
How do I get my team to accept change? The changes I am trying to implement ensure we stay compliant. We went over these changes to processes well in advance, yet several of my team members are now resistant, passive-aggressive, and have ignored the changes. One person is especially difficult. She expressed her dislike for me and my personality in a one-on-one meeting. When I asked her if she can at least be professional, she shrugged her shoulders.
We’ve hired young people who seem extremely reluctant to talk with customers/partners on the phone or in person. They will text and email, but mostly avoid all verbal or in-person conversation. How can I encourage these young workers to accept and make phone calls, and to visit our business clients in person?
People often ask what it was like to write Crucial Conversations with four authors. Sometimes it’s asked with a voyeuristic fascination, as though the unstated question is, “Were there some knock-down, drag-out fights along the way?” The truth is it took a lot of Crucial Conversations to write Crucial Conversations.
I often find myself in audience settings—such as a theater, concert, class or worship service—with chatty neighbors whose whispered (or loud) conversations disturb the peace of everyone around them.