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ICommunicate Radio Show #171: Conversation Expectations And Simultaneous Thoughts
Have you ever been disappointed by the outcome of a conversation? In this episode of ICommunicate, MindsetGo President and Founder Mark Altman, discusses the importance of setting expectations prior to conversations, confronting and managing our emotions, and the conundrum many human resources professionals experience when balancing the roles of advocating for employees and protecting their company from risk.
Segment 1:
Knowing what to communicate, when to do it, and how to execute the conversation should be the most honed skill in a leader’s toolbox. What is the most effective way for a leader to keep their teams and clients in the loop? What are the expectations that we subconsciously hold against somebody before we have an important conversation with them?
Segment 2:
Why is it worth speaking up or starting a conversation if I don’t get my way in the end? When you voice a concern with someone, or express a want or need, what are you expecting from that person in return? What is psychological safety and how can we maintain it in the workplace and everyday conversations?
Segment 3:
As leaders, we’re bound to be presented with an idea from our team that we don’t necessarily agree with or plan to act on. How can we express that without hurting your employee in a way that detriments future conversations? How can we make our emotions and expectations clear without making our employees feel as though they are not a priority?
Segment 4:
Leaders are often so busy worrying about their teams that they forget to make time for self-reflection. How can being kind to ourselves facilitate improvements professionally and personally? What does a kind conversation with oneself sound like, and what should we expect the outcome to be?
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By Mark Altman
4
33 ratings
Have you ever been disappointed by the outcome of a conversation? In this episode of ICommunicate, MindsetGo President and Founder Mark Altman, discusses the importance of setting expectations prior to conversations, confronting and managing our emotions, and the conundrum many human resources professionals experience when balancing the roles of advocating for employees and protecting their company from risk.
Segment 1:
Knowing what to communicate, when to do it, and how to execute the conversation should be the most honed skill in a leader’s toolbox. What is the most effective way for a leader to keep their teams and clients in the loop? What are the expectations that we subconsciously hold against somebody before we have an important conversation with them?
Segment 2:
Why is it worth speaking up or starting a conversation if I don’t get my way in the end? When you voice a concern with someone, or express a want or need, what are you expecting from that person in return? What is psychological safety and how can we maintain it in the workplace and everyday conversations?
Segment 3:
As leaders, we’re bound to be presented with an idea from our team that we don’t necessarily agree with or plan to act on. How can we express that without hurting your employee in a way that detriments future conversations? How can we make our emotions and expectations clear without making our employees feel as though they are not a priority?
Segment 4:
Leaders are often so busy worrying about their teams that they forget to make time for self-reflection. How can being kind to ourselves facilitate improvements professionally and personally? What does a kind conversation with oneself sound like, and what should we expect the outcome to be?