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Crucial Conversations based on the book by: By Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler Geraldine Roberts-Moore Wendy Zdeb Rochester.

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Presentation on theme: "Crucial Conversations based on the book by: By Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler Geraldine Roberts-Moore Wendy Zdeb Rochester."— Presentation transcript:

1 Crucial Conversations based on the book by: By Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler Geraldine Roberts-Moore Wendy Zdeb Rochester Community Schools

2 Crucial Conversations  What makes a conversation “crucial” vs. typical? First, opinions vary First, opinions vary Second, the stakes are high Second, the stakes are high Third, emotions run strong Third, emotions run strong

3 Crucial Conversations  How do we typically handle crucial conversations: We can avoid them We can avoid them We can face them and handle them poorly We can face them and handle them poorly We can face them and handle them well We can face them and handle them well

4 Crucial Conversations  Why don’t crucial conversations tend to go well? Emotions tend to rule Emotions tend to rule Your body physically reacts Your body physically reacts We are under pressure We are under pressure We are stumped We are stumped We act in self defeating ways We act in self defeating ways

5 Crucial Conversations  “Common” Crucial Conversations Ending a relationship Ending a relationship Asking a friend to repay a loan Asking a friend to repay a loan Giving the boss feedback about her behavior Giving the boss feedback about her behavior Critiquing a colleague’s work Critiquing a colleague’s work Talking to a team member who isn’t keeping commitments Talking to a team member who isn’t keeping commitments Talking to a colleague who is hoarding information or resources Talking to a colleague who is hoarding information or resources

6 Crucial Conversations  Why it is important to master crucial conversation skills: Kick Start Your Career Kick Start Your Career Improve Your Organization Improve Your Organization Improve Your Relationships Improve Your Relationships Revitalize Your Community Revitalize Your Community Improve Your Personal Health Improve Your Personal Health

7 Crucial Conversations  There are 8 Principles and Skills See your chart in the handouts See your chart in the handouts Review the Law of Crucial Conversations graphic Review the Law of Crucial Conversations graphic

8 Get Unstuck  Spot the conversations that are keeping you stuck  Hold the right crucial conversation with CPR

9 Get Unstuck Partner Discussion:  What conversations am I not holding or not holding well? Share an example of a conversation which is long overdue. Share an example of a conversation which is long overdue.  Am I holding the right crucial conversations?

10 Start with Heart  Work on me first  Focus on what you really want  Refuse the Sucker’s Choice

11 Start with Heart Activity: Watch Video Clip, “The Apology” https://www.vitalsmarts.com/skillsvideo.aspx  What do I really want?  Am I behaving in ways that move me toward what I want?  Am I making Sucker’s Choices?

12 Learn to Look  Look for when a conversation becomes crucial Look for silence and violence Learn to look for your own Style Under Stress  Activity: Watch video clips/ label https://www.vitalsmarts.com/skillsvideo.aspx

13 Learn to Look  Am I noticing signs that safety is at risk?  Am I moving to my Style Under Pressure? Activity: Take a few minutes to complete the survey independently. - The survey can be submitted/scored on the VitalSmarts website. on the VitalSmarts website.

14 Make It Safe  Apologize when appropriate  Contrast to fix misunderstandings  Create Mutual Purpose

15 Make It Safe  Have I established Mutual Purpose?  Have I maintained respect?  Activity: Watch video clip. Share an example of how we can “make it safe” for our staff members. https://www.vitalsmarts.com/skillsvideo.aspx

16 Master My Stories  Separate facts from stories  Watch for three clever stories Victim, Villain and Helpless Victim, Villain and Helpless  Tell the rest of the story

17 Master My Stories  Am I pretending not to notice my role in the problem?  Why would a reasonable, rational, and decent person do this?  What should I do right now to move toward what I really want? Activity: Watch video clip, how could this same example be applied to a school setting? https://www.vitalsmarts.com/skillsvideo.aspx

18 STATE My Path  STATE: Share your facts Share your facts Tell your story Tell your story Ask for others’ paths (what) Ask for others’ paths (what) Talk tentatively Talk tentatively Encourage testing (how) Encourage testing (how)

19 STATE My Path  Am I really open to others’ views?  Am I confidently expressing my own views?

20 Explore Others’ Paths  Explore with added AMPPs: Ask Ask Mirror Mirror Paraphrase Paraphrase Prime Prime

21 Explore Others’ Paths  Am I actively exploring others’ views?

22 Move to Action  Decide how to decide  Document who does what by when and follow-up

23 Move to Action  What is the plan from here?


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