Since I was a child, I have always found different ways to avoid confrontation. Whether it is a personal or professional matter, I often overthink the situation.
Then when I actually have the difficult conversation, 90% of the time I realize, “That wasn’t as bad as I thought.”
Have you read “Difficult Conversations: How to Discuss What Matters Most” by Douglas Stone? This book can be a very helpful resource. Now I sometimes relish difficult conversations, as they are ways to see past differences, understand miscommunications, and ensure that we can “same page” situations before they go off the rails.
Recently, the RBW team launched a dialog during one of our all-hands team calls to discuss just this, difficult conversations. Between working remotely, oftentimes with people we haven’t met in person, managing and coaching client and subcontractor communications, and just overall pandemic fatigue and stress, sometimes a difficult conversation needs to be had. But it doesn’t have to be challenging. Throughout this month, we’ll be looking at strategies for how to handle these stressful moments.
Rachel Werner, MPA, GPC, PMP, Owner & CEO of RBW Strategy