Page 21 - Crucial Conversations

other when they should walk down the hall and talk turkey. Bosses
leave voice mail in lieu of meeting with their direct reports. Family
members change the subject when an issue gets too risky . We (the
authors) have a f r iend who learned through a voice-mail message
that his wife was divorcing him. We use all kinds of tactics to
dodge touchy issues.
But it doesn't have to be this way. If you know how to handle
(even master) crucial conversations, you can step up to and effec­
tively hold tough conversations about virtually any topic.

Crucial Conversation (kroo shel kan'viir sa'shen) n
A discussion between two or more people where ( 1 ) stakes are
high, (2) opinions vary, and (3) emotions run strong.

HOW DO WE TYPICALLY HANDLE CRUCIAL
CONVERSATIONS?

Just because we're in the middle of a crucial conversation (or
maybe thinking about stepping up to one) doesn't mean that
we're in trouble or that we won't fare well. In truth, when we
face crucial conversations, we can do one of three things:

• We can avoid them.
• We can face them and handle them poorly.

• We can face them and handle them well.

That seems simple enough. Walk away from crucial conversa­
tions and suffer the consequences. Handle them poorly and suf­
fer the consequences. Or handle them well.
"I don't know," you think to yourself. "Given the three choic­
es, I'll go with handling them well."

We're on Our Worst Behavior
But do we handle them we l ? When talking turns tough, do we
l
pause, takc a deep brcuth, unnl.>uncc to our innerselves, "Uh-oh,