You're in a difficult conversation. How can you use assertiveness and confidence to manage it?

Antes de mais nada respire fundo kkkkkkk. Depois disso tente seguir o roteiro abaixo : a) Fale com clareza b) Mantenha uma postura confiante: c) Escute ativamente: d) Defenda seus limites: e) Evite rea??es defensivas: f) Busque solu??es colaborativas: Caso queira explorar mais o tema basta me enviar uma mensagem. Será um prazer trocar experiências contigo !

Understanding does not equal agreeing. 90% of conflict resolution is understanding the others perspective. Before you go into any conversation remind your self. "My job is to first understand why they feel the way they do. What happened? What was their experience? What do they feel they need and most importantly why do they feel they need it. If you do your conflict will transform to a discussion.

Before a challenging discussion, pinpoint your aims and needs to maintain respect and value. Identify whether your goal is conflict resolution, feedback provision, compromise negotiation, or expressing emotions. Understand what you need to be heard, understood, appreciated, or supported. This clarity helps you concentrate on crucial points and avoid unnecessary or emotionally charged detours.

The first point is a simple one: confidence and assertiveness are two very different things. If you’re genuinely confident in your position, it should sell without the need for assertiveness. Push too hard and you give the impression that there’s something flawed in what you say. Make sure that your confidence is well-founded though: if you’re wrong and you need to start pushing harder, that sudden increase in assertiveness is going to pique everybody’s interest. Preparation is key.

One thing for sure is that experiencing Conflict is inevitable. Assertiveness will be an asset to your resolution since you will need to be direct and narrowly tailored to ultimately identify solutions. Of course in delivering an assertive conversation, it will be equally as important to consider your tone so that your message can be received appropriately. Last, it goes without saying that Confidence is necessary to simply have the wherewithal to address the issue. In other words you don't want to acknowledge the conflict and just watch everything play out like a movie waiting for it to fix itself. That becomes conflict avoidance and can cause you to suffer many consequences in life.

This is KEY...listening, and not just listening, but HEARING. Giving your full attention to the one speaking not only shows respect but also that what the person is saying matters and is being taken seriously. This gesture goes a long way and could even be the action to dissolve and clear any conflict. On the other hand, active and empathetic listening benefits you by allowing you to gauge the matter at hand and consider the points being made in order to avoid making any hasty and premature comments or assumptions. This skill should be constantly practiced and perfected, there is no "graduating" from listening.

In a difficult conversation as an inflight manager, assertiveness and confidence are key, remember in a metal tube at 40,000 you can't just walk away from the conversation. Therefore, I would start by actively listening to understand concerns, then assert my position clearly and calmly, maintaining professionalism. Use confident body language and tone to convey authority without aggression, and aim for a solution-oriented approach to navigate the conversation effectively.

Confidence in conversation means that you’re willing to create a space of learning for yourself and the others. That probably will mean you’ll have to pause and step back from your emotions. Re-enter the conversation with curiosity and a willingness to focus on something more than polarizing positions. It’s truly invaluable if you’re able to do this for yourself and extend an invitation for the others in the conversation to rejoin from that perspective. With humble assertiveness and confidence you shift conversations so they are valuable. You may not end with agreement but you explore various perspectives in a respectful way.

There are no difficult conversations. Some individuals have difficulty with self-regulation or compassion for others, but conversations are just conversations - they are not difficult.

I believe it's difficult to set up a goal for the conversation beforehand and still be able to listen actively, without foreseeing it. However, I think this is key: having your objective in mind while considering that, what you will find out from the other person's perspective might change your goal during the discussion. It is true that when it comes to communication, we more often listen to react than to understand and this is the paradigm that we must control and correct in order to have better outcomes from our difficult conversations.

I believe it is imperative to deliver your message in the most likely way the person will receive it. This means tapping into the knowledge of the 4 types of human communication. Once I have an understanding of the type of communicator I need to interact with, I can customize my message for their ears. Example: A bold communicator will best hear clear and concise language that is not emotional. A considerate communicator will respond best to a people-centered approach that prioritizes emotions over facts. A technical communicator needs the facts and time to synthesize the message and a dramatic communicator will need understanding as they process out loud their own message within my own. It's a lot of work but it honours the individual.

I usually consider what the desired outcome could potentially look like and this includes various options. I engage with a clear view of what I expect to achieve and listen to the other party/parties as they may have a different view and try to reach an amenable solution through respectful engagement and bringing us back to why we are engaging in the first instance. Remaining courteous, respectful, having clarity of purpose, staying on point, listening and being open to discussion has helped me to manage conflict situations.

A lot of folks think that the challenge of tough conversations lie in the content or what is said. So they try old methods of sandwiching the content or sugar coating it or worse they convolute the issue. These strategies add more avenues of confusion and open up more arguments so people find themselves going on tangents that they didn't even need to be talking about and you come off as unsure, weak, confused. To be assertive is to be clear, concise, and precise. Know what you want to say and say it without beating about the bush. Keep your tone gentle, and body language open, but your words simple. Simplicity is the best tool in the face of conflict.

“It isn’t the person as a whole, it is a part of their behaviour that’s making you unsettled.” Speaking respectfully means understanding that you have to discuss the behavioural issues and NOT insult the other person. Set your context before the conversation to avoid the conversation going off rail.

O "como" falamos e escutamos faz uma diferen?a enorme para resolver conflitos e ter uma comunica??o assertiva. Falar "assertivamente" e escutar ajuda a criar la?os e parcerias ao longo do tempo.

Asking open ended questions is a highly effective method for resolving conflict IF you can actively listen to the other person. I don't have to agree with my colleagues 100% of the time, but they are entitled to their own opinions/feelings. My favorite questions are, "Can you tell me more about _" and "Can you tell me what you mean by _?" I allow them to explain what they are thinking and feeling without interruption. Then I say, "it sounds like..." paraphrasing what they said to me so they know I heard them, giving them an opportunity to clarify, if needed. If there is an area for compromise, I point it out. Sometimes we are more closely aligned than we thought. Otherwise, I find a way for us to move forward in a positive way.

Open ended questions encourage active listening and by repeating back the answers offered you can reaffirm to the speaker that they are being heard. Asking closed answer questions can be good for clarification purposes but diverting to open ended for information gathering is pivotal for resolve. Specifically look to ask questions that encourage empathy - “how would you handle it differently?/why do you think they felt that way?/what do you think could have been the trigger point for this event?/what solution do you think may work for both parties?”

Fazer perguntas exige muita técnica e prepara??o, pois, num momento mais tenso, elas podem encerrar qualquer margem para discuss?o. Costumo evitar perguntas que deem oportunidade ao interlocutor de responder apenas "sim" ou "n?o". Invisto em questionamentos que provoquem reflex?es e sentimentos, por exemplo: "como você se sentiu quando passou por tal situa??o?"

Entenda as situa??es por todos os angulos e perspectivas. Pergunte o que está acontecendo e esteja disposto a ouvir. Lembre se que você deve ser sempre que você como. Líder deve ser sempre imparcial.

1. Set the Tone:Your tone should convey assertiveness without being confrontational. 2. Ask Open-Ended Questions: This demonstrates your willingness to listen and understand their concerns. 3. Active Listening:Show genuine interest in their thoughts and feelings, nodding and making appropriate verbal cues to signal understanding. 4. Summarize and Validate: This validation helps build rapport and fosters a sense of mutual respect. 5. Express Your Views Assertively: 6. Seek Common Ground:Emphasize the shared objectives and focus on finding collaborative solutions. 7. Maintain Respect: Avoid personal attacks or hostile language, and stay focused on addressing the issue constructively.

Para buscar solu??es e propor compromissos, a escuta ativa e interessada é uma habilidade significativa diante dos atendimentos e conversas classificadas como desafiadoras. De um lado, uma parte que busca fazer com que os seus direitos sejam atendidos e preservados; por outro lado, regras e identidade de uma institui??o que precisa ser firme, para que sua presta??o de servi?os n?o se transforme em mero agir operacional à la carte, de acordo com o gosto do cliente. Para chegar a um ponto de equilíbrio, é preciso exercitar a flexibilidade, aprender a dizer "n?os positivos" e reconhecer erros, com a verdadeira inten??o de corrigi-los.

“Minimise the damage and protect the relationship.” That is what compromise is. It is important to identify and draw the boundaries that all the participants have in that difficult conversation. Also, important is to make clear what are okay-okay points and what are the absolutely NO pointers. A compromise, though is difficult, but is an absolute necessity when it comes to long term relationships.

The essence of navigating difficult conversations is to aim for solutions and compromises that are mutually acceptable, thereby minimizing harm and maintaining the relationship. Here are some simple tips which can help you out: 1. Find Common Ground: Begin with what you agree on to build trust. 2. Understand Needs: Know what both sides truly need. 3. Brainstorm Solutions: Explore all options together. 4. Stay Open: Be ready to adjust for a mutual goal. 5. Balance Concessions: Ensure both sides make fair compromises. 6. Respect Values: Don’t compromise on core principles. By focusing on constructive outcomes, you can turn difficult conversations into opportunities for growth and stronger relationships.

To manage a difficult conversation effectively, I focus on identifying common ground, understanding each party's interests, exploring creative solutions, being flexible yet principled, and fostering a collaborative environment. This approach aims to find mutually beneficial solutions, preserve relationships, and create value.

We need to change the conversations around compromise. Is it really a concession or trade-off when you and the other party want different things? More often than not, there are ways to help everyone get what they want.

When it comes to difficult conversations the most valuable step in the process for me over the years has been PREPARATION. These conversations rarely just pop up. They are intentional and when done properly they are not a surprise to either party. That being said, the time one gives to preparation will generate a greater confidence and if the conversation begins to change course, the preparation allows for many avenues to remain composed and get back on track to productive dialogue. Also remembering that these types of connections are dialogues. Which requires more than just my agenda or point of view. Allowing space and grace for others really helps deescalate and create safe spaces.

Avoid being directly opposite the other person so there's less unconscious threat for both of you. Turn your body slightly to one side - it's more stable & all their energy doesn't blast you. If the other person is adrenalised, they are likely to behave reactively & defensively (fight or flight mode). In that case, I find it more helpful to allow the other person to just blow off that head of steam - it creates safety & facilitates for them to settle down to a productive discussion. Don't feed the conflict. Rather than trying to explain at this point, ask & write down their issues on whiteboard or even paper, then move to their side to discuss them- so you are WITH them rather than being seen as the problem. Keep breathing to stay grounded.

One thing that I have found useful during these conversations is to use facts and not feelings to get my point across. I keep my composure and speak in an even toned voice because it's really important when trying to convey something specific during a difficult discussion.

Don't be afraid to sit in a silent pause. It is uncomfortable, but not aggressive. Be confident in what you've said and don't fill in the silence. It undermines your message.

I find in these difficult conversations is to present facts first followed by the emotion. It feels like many times we get this wrong by leading with the emotion while the facts get lost.

Start by preparing thoroughly, clarifying your objectives, and considering potential reactions. Begin the conversation calmly, maintaining good posture and steady eye contact. Listen actively, speak assertively, using "I" statements to express your perspective without blaming or accusing. Keep the focus on the issue at hand and avoid personal attacks. Be open to feedback and willing to find a resolution collaboratively, maintaining professionalism. Finally, summarize key points and agree on any actionable steps moving forward. Remember, difficult conversations are opportunities for growth and strengthening relationships when handled with confidence, assertiveness, and respect.

When someone is having an emotional reaction, don’t add to their stress by using facts. They won’t feel validated. They aren’t ready. You cannot coach or reason with a person who is upset or angry. Facts in this situation will not work. Listen and acknowledge without agreeing or appeasing. Once the other feels heard you have created a reset. Use wisdom as to whether to proceed or to set another date to resume the conversation later in the next few days.

Stop thinking of it as a 'difficult' conversation. By labelling it as difficult, we are already building it up to be potentially more challenging than it needs to be.

Maybe the clue is in the question i.e. having the confidence to know when to be assertive and when to go with the flow or let others vent?