I work with colleagues that seem to avoid Crucial Conversations. I think they are either afraid or doubt whether they’re in the position to speak up. How can I help them develop new perspectives on having difficult conversations and get them to at least try?
My role involves working with all departments in the organization. I send important emails to executive teams and usually do not get replies. As an internal consultant, I need to get information from the C-suite. What should I do?
My 80-year-old dad is experiencing cognitive decline, has had eye surgery on both eyes, and is deaf. One of my siblings says that my dad is a “terrifying” driver. But no one in the family is doing anything about it, probably because they’re all busy raising families. How can I talk to them about my dad’s driving? And how can we talk to our dad, who will not take lightly his car keys being taken by his children?
I have a new employee on my team who is very knowledgeable but shares her knowledge in a very know-it-all fashion. I’m concerned this will lead to a disconnect between her and the rest of the team. I want her to develop good relationships with our team members, but I’ve noticed that her tendency is driving people away. Some folks on my team have also noticed and let me know. How do I “coach” her? I’ve never had to coach to personality traits before. It’s so much easier to address poor performance or disrespect, but this? What can I do?
Each year we begin anew with commitments for improved health, strengthened relationships, better behaviors, increased skills—new habits. Some realize those resolutions, but for many (if not most), the goals never materialize. It may seem like you’re setting the same New Year’s resolutions year after year. Lose weight becomes lose more weight or lose weight again. Get fit in 2022 turns into get fit next year in 2023. Sort out the junk in your shed transitions to sort out the junk in your life.
I’ve taken a different approach.
How do you respectfully hold people accountable? We have clear standards for care, but some staff (and leaders) treat them as though they are optional. They aren’t! How do you hold someone accountable to the standard so they still feel capable, empowered, and motivated?
I love the Crucial Influence® Model, and I’ve been able to apply it to overcome hurdles and help others that I mentor. However, I struggle to apply the framework when it comes to personality types. I have received feedback from my managers that I need to be more action-oriented, but numerous personality tests tell me I am more of a “think first” person rather than an “act first” person.
Here is my question: Does personality relate to ability or motivation? If my personality is more “think first” and my boss is asking me to be more “act first,” how do I change my behavior while still being true to who I am?
How do you address envy or jealousy in the workplace? To be specific, what can you do when a colleague reacts negatively to another colleague’s success? Or, even worse, what do you do when it progresses from the occasional nasty comment to outright sabotage?
In January 2020, I received a great opportunity: a new role at Crucial Learning as the director of training success. Little did I know that a mere month later, amid a global pandemic, I would lead a massive shift from in-person delivery to virtual delivery. This was no easy task. Not only would we have to …
How do I change my behavior when it’s basically an addiction? I want to stay away from distractions, but I can’t help myself from checking my phone or really any other digital device. Can the GTD skills help me?
