Page 28 - Crucial Conversations

1 0 CRUCIAL CONVERSATIONS

risky opinions in a way that gets heard. Their bosses, peers, and
direct reports listen without becoming defensive or angry.
What about your career? Are there crucial conversations that
you're not holding or not holding well? Is this undermining your
influence? And more importantly, would your career take a step
forward if you could improve how you're dealing with these
conversations?

Improve Your Organization
Okay, so individual careers may sink or swim based on crucial
conversations, but how about organizations? Surely a soft-and­
gushy factor such as how you talk to one another doesn't have an
impact on the not so soft-and-gushy bottom line.
For twenty-five years we (the authors) explored this very issue.
We (and hundreds of others) searched for keys to organizational
success. Most of us studying the elusive topic figured that some­
thing as large as a company's overall success would depend on
something as large as a company's strategy , structure, or systems.
After all, organizations that maintain best-in-class productivity
rely on elegant performance-management systems. Widespread
productivity couldn't result from anything less, could it? We
weren't alone in our thinking. Every organization that attempted
to bring about improvements-at least the companies we had
heard of-began by revamping their performance-management
systems.
Then we actually studied those who had invested heavily in
spiffy new performance-management systems. It turns out that
we were dead wrong. Changing structures and systems alone did
little to improve performance. For example, one study of five
hundred stunningly productive organizations revealed that peak
performance had absolutely nothing to do with forms, pro­
cedures, and policies that drive performance management. In