Forbes
Quick Take:
As leaders move up in their careers, they are more likely to have tough conversations with people within and outside of their organization. Tough conversations are necessary in all roles in order to progress through difficult situations. While we have all put off tough conversations or avoided them altogether, great leaders must know how to approach these conversations and face them head on and make sure to consider the other party when they do so.
Why We Avoid Tough Conversations
People put off tough conversations because they worry about the outcome: what might happen during and after the conversation. We want to be able to control where the conversation goes.
There are three kinds of tough conversations: giving feedback, sharing a tough decision or trying to influence the other person to come to a decision in your favor. The last kind is particularly difficult because you have a vested interest in the outcome.
Every time you step into a difficult conversation, vulnerability plays a role. Vulnerability is uncertainty, risk and emotional exposure. This is precisely what makes conversations difficult: the unknown outcomes, the feeling of emotional exposure, and not knowing how the other person will respond. This is what causes people to delay having those conversations and giving feedback.
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