Ask yourself what you really want and what’s at stake. Over 25 years, they interviewed over 20,000 people and what they found was startling: It turns out that the most successful people were those who were skilled at having crucial conversations, assertive enough to get their point across and yet respectful of everyone involved.Ī 7-step primer on managing crucial conversationsĬrucial Conversations teaches a 7-step process for managing these conversations: The authors didn’t start out by researching conversations they actually started researching effective people. The four are also co-founders of VitalSmarts, an innovator in corporate training and organizational performance.
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The authors are a team of professional communicatorsĬrucial Conversations is written by the same folks who brought you these New York Times bestsellers: Change Anything: The New Science of Personal Success, Crucial Confrontations: Tools for Resolving Broken Promises, Violated Expectations and Bad Behavior, and Influencer: The Power to Change Anything.Īuthors Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler are all accomplished speakers and developers of training programs and change initiatives for major corporations.
Addressing family tensions during the holidays.Standing up to a colleague or boss when you disagree or are disappointed.The authors make some “audacious claims” for what this book can help you do, including: I had completely missed out on this book the first time around, and it’s a good thing for me (and maybe you too) that the publishers sent me a review copy of an updated edition. And apparently 2 million people agree because the book has sold that many copies since its first publication back in 2002.
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My goal in reading it was to be able to identify when a crucial conversation comes up and then learn how to effectively deal with any situation.Ĭrucial Conversations is a powerful book for people committed to leadershipĬrucial Conversations: Tools for Talking When Stakes Are High is powerful from the first sentence. This is why I was so excited to dive right into this book. There are really only three ways of dealing with a big conversation: They trigger the same primitive part of our brain that was reserved for dealing with mastodons and dangerous environmental situations rather than human interactions. Nothing good ever happens after you hear the words, “Can we talk?” or “I need to talk to you about something.” At that moment, you know you’re about to have a crucial conversation.Ĭrucial conversations are often spontaneous and can come up when we are unprepared and vulnerable.
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