1 of 20

Crucial Conversations Training

How to Navigate Difficult Conversations with Confidence and Clarity

Presented

by Greg Ligon�Owner, Leading Stronger

2 of 20

What Makes a Conversation Crucial?

  • • Stakes are High
  • • Emotions are Strong
  • • Opinions Vary

3 of 20

Icebreaker: Think-Pair-Share

  • Think of a difficult conversation that didn’t go well. What went wrong?

​

  • 1. Reflect (1 min)
  • 2. Discuss (1 min each)
  • 3. Group share (3 min)

4 of 20

What Happens When We Avoid Crucial Conversations?

  • Scenario Discussion:
  • • Toxic Boss
    • (absentee, angry, micromanaging)
  • • Toxic Employee
    • (low performer, undermining, political)

​

  • What happens without direct conversation?
  • How does it impact the organization?

5 of 20

The Two Options

  • 1) Talk it out
  • 2) Act it out

​

  • “If we don’t talk it out, we act it out.” – Crucial Conversations

6 of 20

Core Concepts of Crucial Conversations

  • LAG Time

​

    • The longer you wait to address an issue, the harder the conversation becomes
    • The critical factor in the difficulty of conversation is amount of time between when you are aware of the issue and when you address it

7 of 20

Core Concepts of Crucial Conversations

​

  • Fool’s Choice
    • The idea that you only have two bad choices in the situation
      • I can be honest and cause chaos OR
      • I can be kind and be silent and let the issue continue
    • Is there a way to tell your peer your real concerns and not insult them or offend them?

​

8 of 20

Core Concepts of Crucial Conversations

  • Facts vs. Stories

​

  • There is a difference between facts and stories
  • We create “stories” about situations that may not be fully accurate.
  • “They ignored my email” (story) vs. “They haven’t replied in 48 hours” (fact).
  • “We feel the need to be right more than we feel the need to understand.” – Crucial Conversations

​

9 of 20

Anatomy of a Crucial Conversation

SEE & HEAR

TELL A STORY

FEEL

ACT

10 of 20

Key Skills for Handling Crucial Conversations

  • Ask the 3 Key Questions:
    • What do I want for me?
    • What do I want for them?
    • What do I want for the relationship?

11 of 20

Key Skills for Handling Crucial Conversations

Identify Mutual Purpose

Use ‘The Story I’m Telling Myself’ Tool

12 of 20

Structuring the Conversation

Ask permission: “Can we have a candid discussion about this?”

“This might be tough to hear, but I want to have a conversation that will help us both.”

Start

Start with Transparency

13 of 20

Structuring the Conversation

leave out emotions and motivations

Describe observable behavior, not assumptions.

State

State the Facts, Not the Story

14 of 20

Structuring the Conversation

“The best way to get the truth is to start by assuming you don’t have it.” – Chris Voss, Never Split the Difference

Invite them to re-write Your story

Share your story after theirs

I need your help.

Can you help me understand….?

Ask

Ask for Help and Perspective

15 of 20

Structuring the Conversation

Set clear expectations and agreements

Here’s how I/we can support you in improving

Offer

Offer Help & Identify a Plan

16 of 20

Structuring the Conversation

End with: “What did you hear me say?” to ensure clarity.

If this doesn’t change, here’s what will happen.

Clarify

Clarify Consequences & Follow Up

17 of 20

Structuring the Conversation

Clarify

Clarify Consequences & Follow Up

Offer

Offer Help & Identify a Plan

Ask

Ask for Help and Perspective

State

State the Facts, Not the Story

Start

Start with Transparency

18 of 20

Role-Playing Activity

  • Practice a conversation using the 5-step structure

​

  • 4 SCENARIOS
  • Missed Deadlines: A team member has repeatedly missed deadlines, affecting the project.
  • Negative Attitude: A colleague has been making passive-aggressive comments in meetings.
  • Performance Issues: An employee isn’t meeting expectations, and others are picking up the slack.
  • Lack of Communication: A coworker frequently fails to update the team on important changes.

19 of 20

Structuring the Conversation

Clarify

Clarify Consequences & Follow Up

Offer

Offer Help & Identify a Plan

Ask

Ask for Help and Perspective

State

State the Facts, Not the Story

Start

Start with Transparency

20 of 20

Wrap Up

​

  • Final Discussion:
    • What’s one takeaway you will apply this week?

​

  • Next Steps:
    • Schedule a crucial conversation you’ve been avoiding!

​

  • Let’s Connect:
    • greg@leadingstronger.com
    • 210-617-8031-cell