Five Ways to Have a Difficult Conversation That Leads to Action

by Judith E. Glaser

Hiding behind email, texting or “sandwiching” tough feedback between compliments, won’t get your communication heard. Neither will “yell and tell!”Choosing friends at work

Here are five ways to have those dreaded conversations that addresses fears, concerns and worries:

  • Triggering: ‘Feared Implications’

Very often just the thought of having a difficult conversation causes anxiety and fear. Our minds quickly create a movie of what might happen, and our minds are quick to imagine the worst. I call this ‘feared implications.’ Feared implications are the worst-case scenarios, and when our minds imagine the worst, the neurochemistry of fear takes over. The clinical name for this is Amygdala Hijack, named after the part of the brain, which is the seat of fear.

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How to Communicate about Unmet Expectations

by Judith E. Glaser

How should a leader address customers; shareholders; the press; employees? Are there different components of the message that should be shared with one group and not another? Who needs what type of information? Most of all, how can you set the context for difficult not to be so difficult. The best strategy is to be specific and clear about what is happening, rather than clouding the message with hyperbole.Difficult conversations

  • Unmet Expectations: Most difficult messages come from a very common origin. Unmet expectations. I failed to deliver the results you expected. You failed to deliver the results I expected. It is difficult because it contains embarrassment and disappointment – two things human beings dislike the most. It is a social embarrassment and when this is the core of the context, then people want to deflect the message, minimize it, blame others, avoid it – or any other tactic they can think of.

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Turn Challenging Conversations Into Trusting Relationships at Work

by Judith E. Glaser

No one could believe it – Radio Shack let thousands of people go and they did it through email! Most people dislike delivering bad news in person, and will find any way to avoid it.

Making eye contact with another person who you care about, and with whom you need to deliver a difficult message – probably creates disappoint, upset or hurt – and is one of the most difficult things for human beings to do. So, rather than confronting these challenges, we often take too many alternatives which at the time seem to be less challenging or hurtful but later turn out to cause more pain.

Discussing/Delivering/Moving Through Bad News Continue reading

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How to Drive Self-Expression to Innovate

by Judith E. Glaser

I have yet to meet an executive, who joins a company to be ‘minimized,’ marginalized or to be intentionally held back from making a contribution.

We join a company to make a difference, to make a contribution, to be praised and rewarded. We join a company to bring our voice to the table, and ‘lean into conversations’ so our voices join in the spirit of partnering with others to shape, create and Co-create the future.self-expression at work

Neuroscience is teaching us that ‘self-expression’ might be one – if not the most important ways for people to connect, navigate and grow with each other.

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Five Ways Leaders Can Boost Employee Engagement

by Judith E. Glaser

The key is to use your conversational intelligence (C-IQ)—your capacity to connect—to recognize social and psychological needs and translate this awareness into conversations that meet these needs. Here are five steps you can take now:

Step 1. Acknowledge people’s social and psychological needs. Our needs are sources of energy, motivation and engagement. Create a culture where people can meet the following seven needs:

  • Inclusion and belonging: we need to feel included and connected and in supportive relationships with others and be included in decisions that affect our job;
  • Appreciation and recognition: we need to be appreciated for our gifts, talents, and achievements and to recognize and appreciate others;
  • Challenge and achievement: we need to feel challenged to take risks and achieve results;
  • Trust and accountability: we need to feel that we can count on others to be fair and honest, clarify expectations, and be held accountable for results;
  • Growth and learning: we need to work where we can learn, grow and develop our skills and talents and contribute to organizational goals;
  • Power and control: we need to influence the results and actions we are accountable for; and
  • Meaning and purpose: we need to know that our work adds value, has meaning, and is part of something bigger than we are alone.

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Why Should Managers and Leaders Celebrate More?

by Judith E. Glaser

Great leaders identify, measure, recognize, and reward meaningful efforts and achievements—and celebrate often with the people involved. Why should managers and leaders celebrate more? Creating a feeling of celebration helps meet people’s needs for inclusion, innovation, appreciation, and collaboration – and now with the advances in neuroscience – we know that celebration elevates oxytocin, which is a neurotransmitter which elevates collaboration and bonding. In fact when we enjoy and celebrate with others we produce these happy hormones – which is the best Conversational Cocktail to elevate spirits for the New Year!Young Workers Celebrating

How WE make Conversational Cocktails

How might the disciplined practice of celebration change the culture? From my study of neuroscience, I know that celebration has a big impact because it literally works wonders in the brain. By releasing dopamine and oxytocin and other positive neurotransmitters, positive celebrations and intelligent conversations are not just ways of socializing and sharing information—they trigger healthy physical and emotional changes in the brain.

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[New Videos] on What Your Employees Really Think of You

Ears burning?

Don’t care? Or, you might not even know how they feel because they’re hiding it from you. But, when they walk out the door or slack off because they’re mad or discouraged, it starts to get time-consuming and costly for companies.

Before that happens, here’s a video on Leadership Feedback with scenarios showing how bosses unwittingly destroy morale and how you can avoid making those mistakes:
So, what do your employees really think?

We’ve also heard of bias in the workplace. Silicon Valley has a rampant problem with this especially if you’re not a white or Asian male.   Here’s a new video training on bias — those beliefs we have that we might not even be aware of that makes us discriminate against others.

This video training is really important because it’s a silent killer of a business and creates the “just like me” scenario.  Clones in the workplace with huge blind spots because everyone thinks alike.

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Grabbing Customers and Engaging from “Hello”

By Judith E. Glaser

customerservice.stockimagesFully engaged customers are more loyal and profitable. A fully engaged customer represents a 23 percent premium in terms of share of wallet, profitability, revenue, and relationship growth. Gallup’s State of the American Consumer report.

How can you effectively engage with your customers who operate at warp speed? We live in a world of right now, and the demand for instant results is seeping into every corner of our lives. Instant gratification is no longer a desire—it is an expectation. Continue reading

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Seven Negative Patterns that Derail Your Business

by Judith E. Glaser

As you read the following seven I-centric habit