Page 30 - Crucial Conversations

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calls for human interaction are best-in-class in holding the rel­
evant crucial conversations.

What's the relationship between success in a key area and crucial
conversations? Companies that make impressive improvements
in key performance areas (and eventually master them) are gen­
erally no different than others in their efforts to improve. They
conduct the same awareness training, print the same banners,
and make the same speeches. They differ in what happens when
someone does something wrong. Rather than waiting for a poli­
cy to kick in or a leader to take charge, people step up, speak up,
and thrive. Equally important, if it's a leader who seems to be out
of line, employees willingly speak up, the problem is solved, and
the company moves on.
So what about you? Is your organization stuck in its progress
toward some important goal? If so, are there conversations that
you're either avoiding or botching? And how about the people
you work with? Are they stepping up to or walking away from
crucial conversations? Could you take a big step forward by
improving how you deal with these conversations?

I m p rove Yo r Relationships
u
Consider the impact crucial conversations can have on your
relationships. Could failed crucial conversations lead to failed
relationships? As it turns out, when you ask the average person
what causes couples to break up, he or she usually suggests that
it's due to differences of opinion. Y o u know, people have differ­
ent theories about how to manage their finances, spice up their
love lives, or rear their children. In truth, everyone argues about
important issues. But not everyone splits up. It's how you argue
that matters.
For example, when Clifford Notarius and Howard Markman
(two noted marriage scholars) examined couples in the throes of