 |
It’s amazing how this seemingly small thing – simply paying fierce attention to another, really asking, really listening, even during a brief conversation – can evoke such a wholehearted response.
|
94 |
 |
…the conversation is the relationship. One conversation at a time, you are building, destroying, or flatlining your relationships.
|
97 |
 |
Unconsciously, we end our conversations as soon as we initiate them, too afraid of what we might say or hear.
|
98 |
 |
…leave your expert, storyteller, fix-it hat at the door. Come into the conversation with empty hands. Bring nothing but yourself.
|
118 |
 |
Placement is about anchoring any conversation: defining exactly where you are and what’s about to happen next…
|
118 |
 |
Giving feedback is also one of the more difficult conversations leaders must have, one with the most potential for things to go wrong.
|
203 |
 |
Reflecting on your purpose before a conversation takes place will help you to be clearer during the conversation itself.
|
42 |
 |
As feedback conversations get more emotional or the stakes grow higher, it gets easier to hear evaluation, and tougher to hear the coaching.
|
199 |
 |
Oh, this isn’t just a regular conversation. I might be receiving feedback. I’d better get into my receiving-feedback mindset.
|
230 |
 |
…regardless of how the other person starts, you can use your turn to frame the conversation constructively and to offer an agenda.
|
232 |
