How to not let your “pop off” get you fired: Navigating important conversations with important people in the workplace

Whether you are a parent, student, educator, leader, employee, independent contractor, or entrepreneur, our global, multicultural workforce presents opportunities and challenges. There is no other time in the history of the world that has presented more advancements in technology allowing people to connect as widely and as readily as now (caveat…this will change tomorrow). The opportunities for connection also present unique challenges as each conversation and interaction we have presents its own set of nuances to navigate.

Some conversations have higher stakes than others. For example, conversations with relatives, friends, peers, or colleagues may have significantly different outcomes if there is a breakdown in communication than conversations with leaders or clients. Where a challenging outcome in one conversation could lead to a few tense hours, a less than optimal outcome in another conversation could lead to the loss of income, status, or position.

Further, adding difficult behavior such as required dialogue with stakeholders exhibiting explosive behavior, consistent unsupported complaints, silent protests, condescending “expert” opinions, or passive aggressive critiques can make these conversations challenging. Moreover, varying personality traits, characteristics, and attributes could create an interesting social milieu.

Whether we are interacting with people who are “equally yoked” or those who have beliefs opposing our own, adhering to these 5 tenets may assist us in navigating important conversations with important people in our personal and professional lives.

1.????Keep stakeholders’ shared mission, vision, objectives, and purpose in mind throughout the conversation.

Conversations that include multiple stakeholders also include different perspectives, outcomes, interests, visions, missions, and purposes. As such, it is important to identify each stakeholder’s goal at the outset of the conversation AND to identify the collective goal of the parties involved.

2.????Ensure that each person is physically and mentally safe in presenting their ideas, concerns, interests, and recommendations throughout the conversation.

Meaningful dialogue can only take place when all stakeholders understand they are in a physically safe environment designed to support their psychological and emotional wellbeing. Engaging in important conversations without this foundation could result in stakeholders not contributing in a meaningful way or providing unproductive contribution(s).

3.????When sharing your perspective, ensure you are using objective facts to support your assertions.

Receipts are key! Engaging in important conversations geared toward achieving a specific outcome requires stakeholders to not only discuss their positions, but they must also persuade others that their position is logical and doable. Including objective facts and documentation can turn personal proclamations into demonstrable evidence.

4.????Provide ample time and space for each stakeholder to share their ideas, concerns, interests, and recommendations.

Important conversations are not one lane highways that lead to a predetermined destination. Each stakeholder must have the time and space to share their perspectives and suggestions AND present their evidence. This does not mean that each stakeholder can discuss their position ad nauseam. On the contrary, it means that all parties should have the predetermined time and space to discuss their interests.

5.????As each topic is thoroughly vetted and conclusions are reached, develop an action plan that identifies the direction stakeholders will take, the stakeholder(s) responsible for implementing the action, the implementation timeframe, and how the accountability loop will proceed.

The outcomes of important conversations can be transformational. As such, the milestones achieved, decisions made, and implementation strategy must be committed to writing. Equally important is identifying the stakeholder(s) responsible for each aspect of implementation, who they are accountable to, and the expected implementation timeframe. Similarly, the process for communication and documentation of success must be made known and available to all stakeholders.

Do you have specific techniques that you use to help navigate important conversations with important people? I would love to hear about them.