Page 29 - Crucial Conversations

WHAT'S A CRUCIAL CONVERSATION? 1 1

fact, half of the highflyers had almost no formal performance­
management processes.!
What's behind their success? It all comes down to how people
handle crucial conversations. Within high-performing com­
panies, when employees fail to deliver on their promises, col­
leagues willingly and effectively step in to discuss the problem.
In the worst companies, poor performers are first ignored and
then transferred. In good companies, bosses eventually deal with
problems. In the best companies, everyone holds everyone else
accountable-regardless of level or position. The path to high
productivity passes not through a static system, but through
face-to-face conversations at all levels.
Solve pressing problems. The best companies in almost any
critical area are the ones that have developed the skills for deal­
ing effectively with conversations that relate to that specific
topic. For example:

• Safety. When someone violates a procedure or otherwise acts
in an unsafe way, the first person to see the problem, regard­
less of his or her position, steps up and holds a crucial con­
versation.
• Productivity. If an employee underperforms, fails to live up to
a promise, doesn't carry his or her fair share, or simply isn't
productive enough, the affected parties address the problem
immediately.
• Diversity. When someone feels offended, threatened, insulted,
or harassed, he or she skillfully and comfortably, discusses the
issue with the offending party.
• Quality. In companies where quality rules, people discuss
problems face-to-face when they first come up.

• Ellery other hot topic. Companies that are best-in-class in inno­
vation. teamwork, change management, or any other area that