Here's how you can navigate a difficult conversation with your boss and find a resolution.

It requires preparation, empathy, and clear communication. Understand the core issue from both perspectives and prepare your points logically . Choose an appropriate time with privacy and minimal distractions. Express your concerns, and actively listen to boss’s viewpoint. Stay focused on finding a solution rather than placing blame, and be open to compromise.

I actually disagree with not focusing on emotions. It is important for emotions to not cloud your judgement, but it is also important to account for them. Emotions are data. Reflect on what emotions arise for you on the topic and what does that tell you about your perception or stories you may have formed. Then do the same for your boss. Empathy is connecting to emotions, so understanding the emotions each person is or may feel is important to connect to them.

Navegar uma conversa difícil com seu chefe é essencial para um ambiente de trabalho positivo. Use a inteligência emocional a seu favor: Autoconsciência: Entenda suas emo??es antes da conversa. Autogest?o: Mantenha a calma e evite rea??es impulsivas. Consciência Social: Compreenda as perspectivas do seu chefe. Habilidades de Relacionamento: Use escuta ativa e fa?a perguntas abertas. Motiva??o: Foque na solu??o e no objetivo comum. Isso promove um diálogo produtivo e solu??es colaborativas.

Navegar por uma conversa difícil com seu chefe e encontrar uma solu??o pode ser desafiador, mas é possível com as estratégias apropriadas. Antes do diálogo, reflita sobre seus pontos de vista e o que deseja comunicar, levando em conta também a perspectiva do seu chefe e antecipando possíveis obje??es ou preocupa??es. Escolha um momento propício para iniciar a conversa, quando ambos estiverem disponíveis e calmos, evitando abordar temas sensíveis durante períodos de estresse ou quando estiverem ocupados com outras demandas.

Cuando planteas una conversación importante con cualquier superior creo que es de vital importancia tener claras las 2-3 cosas que deseas hablar. Personalmente no trataría más de 3 temas para que ninguno de ellos pierda importancia frente al resto. No será la primera ni la última vez que algo te preocupa y por no haberlo preparado al final se te olvidan cosas que querías haber comentado. La mayoría de las veces hablar con un superior nos genera cierto miedo y respeto y si no llevamos una mínima preparación interna, al final los nervios harán que no salga como nos hubiese gustado.

In these conversations, a better goal than simply to communicate is to gain a shared understanding. Look for shared purpose and look to identify and raise assumptions and speak to the gaps in order to gain shared understanding. I also disagree about always staying calm. It is generally important to not let your emotions control you and go to and fro, however it isn't always a bad thing to show your passion on a topic. As you do strike to suspend your emotions, it's ok to call that out during the conversation. Pause. Breathe. And say "I am finding myself triggered by when you said (abc). I am trying to suspend my feeling of (name the emotion)". Being able to name and communicate emotions is more mature than ignoring

La habilidad de mantener la calma y la compostura durante las conversaciones difíciles es una competencia clave para cualquier profesional, y más aún en el sector de los seguros. Controlar nuestras emociones y comunicarnos de manera efectiva no solo demuestra madurez emocional, sino que también establece las bases para un diálogo constructivo y soluciones beneficiosas. Como agente de seguros de Adeslas, este enfoque me permite manejar situaciones delicadas con profesionalismo y empatía, asegurando así la confianza y satisfacción de nuestros clientes.

Ever tried to tell a child who has a meltdown in a supermarket aisle in a raised voice “Calm down !” ? It actually has the opposite effect. It is the same thing with adults. When we are in the fight/flight/freeze mode, the part of our brain that can remember the breathing techniques goes offline. This is why we react instead of responding. There is no mindfulness/calm without addressing the underlying nervous system and build resilience first.

During the conversation, it's crucial to remain calm and composed. Your ability to control your emotions will set the tone for the interaction. Take deep breaths, speak slowly, and maintain a steady voice. ????? If you feel your emotions escalating, pause and collect yourself. Remember, the goal is to communicate effectively, not to win an argument. By staying calm, you demonstrate emotional maturity and create an environment conducive to open dialogue. ??♂??? Maintaining composure helps in ensuring that the conversation remains productive and respectful. It shows your commitment to resolving the issue at hand and fosters a sense of mutual understanding and respect

La escucha activa es una habilidad esencial que enriquece nuestra inteligencia emocional y fortalece nuestras relaciones profesionales. Como Agente de seguros de Adeslas, ejercer la escucha activa me permite comprender profundamente las necesidades y preocupaciones de los demás, lo que es fundamental para resolver problemas y construir confianza. Al demostrar que valoramos y entendemos las perspectivas de nuestros jefes y clientes, fomentamos un ambiente de respeto mutuo y colaboración, clave para el éxito en nuestra profesión y en el servicio que brindamos.

Active listening is a vital component of emotional intelligence. Pay close attention to what your boss says without interrupting. Show that you value their perspective by nodding, maintaining eye contact, and responding appropriately. ???? Clarify any points that are unclear and summarize their statements to ensure you've understood correctly. Active listening helps build rapport and trust, which are essential for resolving difficult issues. ???? By practicing active listening, you demonstrate respect and empathy, fostering a more collaborative and understanding work environment. This approach not only helps in addressing the current issue but also strengthens your overall professional relationship

Si buscamos obtener algo tras la conversación con nuestro superior, es de vital importancia la escucha activa. Si eres capaz de entender a la persona que tienes delante, es más fácil que luego puedas transmitirle tus preocupaciones de manera más empática y de una forma que la otra persona pueda comprenderte mejor. De este modo también se genera un comportamiento espejo, es decir, si la persona que te está hablando nota atención e interés por tu parte, habrá más posibilidades de que esta persona haga lo mismo cuando te llegue el turno de hablar. Quizás dicho así parece algo trivial pero es una situación que se ve muchas ocasiones en el día a día y que considero importante recalcar.

Please don't use the phrase "I understand why you might feel that way". #1 - if they have expressed how they feel, then don't use "might" feel that way. That does not show you are listening. If they have communicated how they feel, then there is no "might", it's how they really DO feel. "Might" shows you don't believe them on how they feel #2 - if they have not expressed, it's better to reflect and validate. Saying something like "it sounds like you feel disappointed when I didn't complete that task. Is that how you feel?". Notice you assume the emotion as well as listing to what event you believe triggered said emotions. Then ask to validate Connecting to and validating how they actually feel is what is important.

La empatía es una cualidad invaluable en la comunicación, especialmente en situaciones difíciles. Ejercer la empatía nos permite entender y respetar las perspectivas de los demás, lo que facilita un ambiente de colaboración y entendimiento mutuo. Aunque no siempre estemos de acuerdo, reconocer y validar las emociones de nuestro jefe o clientes puede disminuir la tensión y abrir caminos hacia soluciones efectivas y satisfactorias para todas las partes involucradas. La empatía, por tanto, es un pilar en el servicio al cliente y en la construcción de relaciones profesionales sólidas y duraderas.

What do you do if the other person is resistant to using feeling-tones ? This may make it hard for you to resonate or show understanding, as this may trigger vulnerability wounds. Meet the person where they need to be met, empathy-wise. Work on your own self-awareness, if you struggle with too much empathy, you may end up struggling to hold your own.

Expressing empathy can significantly improve the outcome of a difficult conversation. Try to understand your boss's feelings and viewpoints, even if you don't agree with them. Use phrases like "I understand why you might feel that way" to convey empathy. ???? Acknowledging their emotions can help de-escalate tension and foster a more collaborative atmosphere. Remember, empathy doesn't mean conceding your position; it's about showing respect for the other person's experience. ???? By expressing empathy, you create a space where open dialogue and mutual respect can thrive. This approach not only helps in resolving the current issue but also strengthens your professional relationship and promotes a positive work environment

Este aspecto de las conversaciones difíciles podría ser uno de los más importantes pero también considero que es de los más complicados. Si eres capaz de adaptar tu mensaje teniendo en cuenta la perspectiva de tu superior habrás ganado puntos solo por esa demostración de empatía y generarás una sensación de unión que facilitará esta conversación, futuras conversaciones y, por supuesto, el resultado de las mismas. A veces es muy complicado ser capaces de entender a la persona con la que hablamos cuando estamos muy centrados en querer contar nuestras preocupaciones, por ello es importante preparar la conversación como comentaba anteriormente y estar abierto a que nuestro superior no piense exactamente igual que nosotros.

One important concept when presenting solutions is to not tie your ideas to your identity. What I mean is that if your boss doesn't like the idea or wants to change it in any way, don't take it personally. Your boss is looking to critique and improve the idea, she is not critiquing you as a person. Many people get offended if they spend a lot of time on an idea and then someone else wants to change it. Remember whatever goals you align on early - the goal should be some mutual beneficial arrangement, so seek whatever solutions accomplish your mutual goals.

Presentar soluciones al discutir problemas con nuestro jefe es una demostración de iniciativa y una actitud proactiva que va más allá de la mera identificación de problemas. Adaptar nuestras propuestas para que sean realistas y beneficiosas para ambas partes, y estar abiertos a la negociación y ajuste, son prácticas que reflejan nuestro compromiso con el cambio positivo y la mejora continua en nuestra profesión.

When discussing problems with your boss, it's beneficial to bring potential solutions to the table. This shows you’re not just complaining but are proactive in seeking resolution. ????? Tailor your suggestions to be realistic and mutually beneficial. Be open to your boss's feedback on your proposals and ready to negotiate or adjust them as necessary. Presenting solutions demonstrates initiative and a commitment to positive change. ???? By coming prepared with solutions, you show that you are dedicated to overcoming challenges and contributing to the team's success. This proactive approach not only helps in resolving issues more effectively but also strengthens your professional reputation. ??

Proactividad, habilidad o condición necesaria si tenemos interés en crecer y desarrollarnos. Nada llega solo o por casualidad, es necesario que nos "movamos" que seamos proactivos que busquemos soluciones. En ocasiones hablar con nuestro superior nos paraliza tanto que cualquier idea que se nos ocurre la desechamos porque pensamos que no es lo bastante buena o que ya la habrá pensado la otra persona. Sin embargo, nada más lejos de la realidad, cada uno tenemos un punto de vista singular que puede aportar matices o ideas que otros no han sido capaces de plantearse. Por eso siempre animo a dar opiniones o ideas desde el respeto y la educación. Todo lo anterior sin olvidar que la búsqueda activa de soluciones desarrolla nuestra creatividad.

é raro mas acontece sempre! :) Brincadeiras a parte, qualquer “discuss?o” com sua lideran?a n?o é e n?o deve ser algo a se levar para o pessoal… é um problema, uma situa??o, que precisa de solu??o. Com base nisso, leve op??es de cenários e solu??es já mapeadas e alinhem junto qual o melhor cenário a se optar para resolver o problema em quest?o. Tudo fica mais leve :)

Be clear and concise about the meeting outcome - document as much as you can, if it’s a video conversation that can be recorded, review it again to see what you may have missed. Agree on a cadence to review it, in reactive workplaces, it can be very tempting to bypass the review process during 1:1s and focus on the next fire that needs to be put out, always come back to your system and keep reviewing.

After the conversation, follow up to ensure that any agreed-upon actions are being taken. This could be through a formal email summarizing the discussion or a scheduled meeting to review progress. ????? Following up shows that you are serious about finding a resolution and that you value ongoing communication. It also provides an opportunity to address any new concerns that may arise, keeping the dialogue open and constructive. ???? By maintaining this ongoing communication, you demonstrate your commitment to positive change and continuous improvement. This proactive approach helps solidify agreements, fosters accountability, and strengthens professional relationships.

You can spend a lot of time in “Is it them or is it me” land or “It’s not that bad, others have it worse” land. If you are in a high-conflict environment - you may also be dealing with difficult personalities or systems. While EI will help you navigate some of this, it is important not to take responsibility for what is not yours. Figuring out your options in a realistic way helps, this way you do not take it personally if this discussion doesnt pan out in a mutually agreeable way.

Como nota final a este tema, me gustaría destacar que todos somos personas y todos somos humanos. Por regla general he visto mucho miedo a hablar con superiores y creo que no debería ser así. Considero que la figura de un superior debe ser tratada desde el respeto y la educación pero no desde el miedo. Por ello siempre animo a la gente a que vean a sus superiores como otra persona, con más experiencia, pero otra persona que también tiene sus más y sus menos y que una conversación con tus superiores no deberí ser considerado como un reto vital e imposible.