![]() Don’t interrupt, explain, justify or defend. ![]() They might be in denial of the issue and even convince you it’s ‘all in your head.’īefore you launch into your opinion of the situation, listen first, without any biases. Sharing what you want to say in a respectful way towards that person makes the conversation more straightforward.īeing open-minded can sometimes be challenging because people can be defensive or angry after hearing your concerns and feedback. Say what you sincerely believe needs to be said, even if you know the person you are speaking to might not enjoy hearing it. The risk is that they will not hear your message. We may give much positive feedback to the negative, or we might generally talk to a group about behavior that bothers us without speaking directly to the person involved. The anxiety about how someone might react can lead to watering down of messages. Counter the defensiveness by segregating the problem from the person and inviting their input to address the issue.įor example, instead of saying, “You’re racist,” you could say, “When you say such comments, it makes me feel belittled and question their actions with - ‘why do you say that?’ Let the person know that their behavior is upsetting, but take care not to label the person, making them defensive. Be clear about why you are initiating the conversation and be confident in what you are saying. Suppose the issue impacts you or someone else negatively or consequences to not raising the problem. These thoughts are counterproductive because it keeps you from being courageous. For example, we may tell ourselves we are silly, too sensitive, or it’s not such a big deal. It can be easy to stop ourselves from raising concerns by minimizing their importance. Here are some tips on constructive, courageous conversations that will result in a preferable outcome: Instead of dwelling on the negative aspects, we must readdress these courageous conversations and focus on these opportunities. However, a carefully constructed conversation might save something from getting worse. A common myth is that raising the issue might make things unfavorable. Or perhaps it’s something more personal, or you may have to tell someone that they didn’t get the promotion and give some hard feedback on why. Performance issues often require courageous conversations. At CNGLMRT, we believe that the first step is constantly auditing ourselves and being honest about where we are at in our understanding and knowledge of the topic - taking some time to learn about where we have gaps.Īs a business owner, maybe your job requires you to have these conversations with people regularly. With so much to be mindful of, teams or executives may not always feel as comfortable as they could when leading this dialogue around difference.Īnd while many leaders recognize it is time to act, some don’t know how to take action. ![]() And no matter the situation, conversations about these issues can feel challenging. However, some employees are still witnessing unfair treatment because of race, age, or gender. Many organizations today are working to ensure their staff reflects the diversity of their institution. When is the time to step in and take action?
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