Crucial Conversations & Self-Differentiated Leadership

To be the kind of leader who stays focused and collected, I have to comprehend and practice Crucial Conversations (2012).  A self-differentiated leader conducts uncomfortable conversations so that others feel valued and hold important connections while not losing focus on their own goals. These crucial conversations are currently encouraged in my organization and I have witnessed them provide positive results within the workplace, therefore increasing the overall morale. This also fosters a growth mindset when we are inclined to step out of our comfort zone and approach crucial moments with grace and sincerity. This ultimately cultivates a culture of community. We all know that if we feel as though we are not valued, that will add stress to our lives and get us off task. This will throw a wrench in our overall plan and create unwanted drama within the workplace that causes the focus to shift from the plan. If everyone feels heard, and valued, and knows they make a difference, they will work harder to help the plan work. Crucial Conversations organizes an approach to making high-stakes conversations that have the risk of becoming emotionally charged.  The explicit steps to these high-stakes conversations are, “Start With the Heart, Learn to Look, Making if Safe, Mastering Your Stories, State My Path, Explore Others’ Paths, and Move to Action.”  Each of these steps is important in alleviating anxiety and assisting all parties involved to feel valued and important. If leaders do not take these steps it is easy to lead the conversation with your emotions and feelings. This makes it hard to continue with the plan because others feel attacked and will ultimately get off focus which will lead to a downward spiral in the plan.  Self-differentiated leaders understand this is a vital part of conducting communication with others. When partaking in crucial conversations, the goal is to be able to move forward with a collective viewpoint.