View it as an opportunity to grow as an individual. Proactively acknowledge people’s contributions to the discussion, recognise differences and always assume people are speaking with good intent.Īllow yourself to be uncomfortable - Try to view situations from the perspective of others and challenge yourself to think differently from your normal or automatic reaction. Listen Actively - Try to avoid distractions and show respect and interest when others are speaking. If you are a participant, you may find the following tips useful to keep in mind:īe prepared - Have an idea of what you would like to achieve from of the conversation and what you might want to contribute.īe open and honest - Approach the conversation with an open mind, speak truthfully and reward others for doing the same with positive responses which offer reassurance that their experiences are valued.Īsk appropriate questions - If there is something you don’t understand don’t be afraid to ask questions in a sensitive manner and be prepared to learn or change the way you think about something.
#HAVING COURAGEOUS CONVERSATIONS HOW TO#
Julie Musilek, Director of Product Marketing at Great Place to Work, has created a useful resource in her recent article on the subject which sets out a suggested plan to follow for how to lead successful courageous conversations in the office. It is often best to request that all team members attend but give them plenty of advanced notice in order to prepare for the discussion and allow time to work through any other issues between participants beforehand where possible.
However, if compulsory, some people may feel pressured into participating which will be equally unproductive and might cause them to be less cooperative during the discussion. If voluntary, some people might opt out, potentially creating a split in the team which could be counter-productive to having the conversation in the first place. It may be that these issues will need to be addressed before a courageous conversation takes place.Īlso be aware of whether you are making the discussion voluntary or compulsory.
Keep in mind any potential risks where there might be existing conflict within the team, be it open or underlying, as it could increase difficulties when the meeting is over. If you are organising a conversation of this nature, it is important to judge the state of the team and get the timing right. It is important that participants feel that they can speak openly in a safe space in order to have an honest and productive discussion. It is advisable to have someone to facilitate the conversation to ensure that it doesn’t become stressful or upsetting for anyone taking part. Recent research by Deloitte showed that 80% of people said that inclusion is important when choosing an employer and 39% said they would leave their current organisation for a more inclusive one (with 30% of millennials indicating that they had already done this!).Ĭourageous conversations can be highly emotive as participants may feel embarrassed, awkward or uncomfortable. These types of discussions can benefit organisations greatly too in terms of recruitment and retention. It offers an opportunity to create positive work relationships and highlight any barriers that make work-life integration hard for many individuals who feel that they can’t bring their authentic self to work.įor employees, being ‘courageous’ by taking part in these types of discussions allows individuals to share differing experiences and perspectives gained from their varied backgrounds which helps to promote inclusion and raise awareness and understanding of issues which may affect their experience of work and life, differently to others.
The purpose of discussing these challenging and sometimes uncomfortable subjects is to encourage healthy, open communication.
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