Leaning Into Challenging Conversations...LEANING INTO LEARNING CONVERSATIONS Good News •Having a...

LEANING INTO CHALLENGING

CONVERSATIONSGetting Comfortable with the Uncomfortable

Kelley Ehman – Regina Catholic Schools

k.ehman@RCSD.ca

@kjehman

WHY EDUCATIONAL LEADERSHIP?

• Instructional Leader

• Vision/Mission

• Make a Difference in the lives of kids

• Inspire

• Grow leaders

• Positive Relationships

CONFLICT RESOLUTION

“Every day of an

administrator’s life is

parent/teacher

conference’.

WHAT IS A CHALLENGING CONVERSATION?

• “A difficult conversation is anything you find it hard

to talk about”– Sheila Heen

• “The uncomfortable; that which makes you

vulnerable and calls you to courage” – Brene Brown

• “The conversations we put off if we can and stumble

through if we must” – Douglas Stone

WHAT IS “LEANING IN”?

IT IS NOT

• Sugar coated messages

• Vague/unclear

• Public or private shaming –

top down

• A lecture or ultimatum

IT IS

• Clear purpose with shared

goal

• Straight forward/clear

• Side by Side learning

conversation

• Invitation to problem solve

CONSIDER A CHALLENGING CONVERSATION

With a Colleague, Parent or School Leader

• Did you initiate the conversation or were you invited into it?

• Now, consider what were your feelings coming out of that challenging

conversation?

“It’s brutally hard to tell people when they are screwing up.

You don’t want to hurt anyone’s feelings; that’s because

you’re not a sadist. You don’t want that person or the rest of

the team to think you’re a jerk. Plus, you’ve been told since

you learned to talk, “If you don’t have anything nice to say,

don’t say anything at all.” Now all of a sudden it’s your job

to say it. You’ve got to undo a lifetime of training.

Management is hard.”

― Kim Malone Scott, Radical Candor: Be a Kick-Ass Boss

Without Losing Your Humanity

GETTING COMFORTABLE WITH THE UNCOMFORTABLE

WHY IS IT SO DIFFICULT TO ENGAGE IN THE CHALLENGING CONVERSATION?

• We expose emotions – ours and others

• We risk condemnation and judgement

• We weigh the odds – will it go away on its own? Will

it get worse?

THERE IS NO SUCH THING AS A DIPLOMATIC HAND GRENADE

Avoidance

• If we avoid, we risk being taken advantage and becoming resentful

as the problem festers

• We rob others of the opportunity to grow and improve

Confrontation

• We may be rejected or attacked

• We may hurt someone in ways we did not intend

• Things become worse and the relationship suffers

LEANING INTO LEARNING CONVERSATIONS

Good News

• Having a plan will make you

more confident to lean into a

challenging conversation that

will create learning for you and

your team.

• Many times the relationship is

strengthened not destroyed

Bad News

• You will never be completely free

of anxiety and fear but you will

have a game plan.

• It will take practice!

• Note: some conflicts are too great

to be fixed.

HOW DO YOU APPROACH THE CONVERSATION?

Message Delivery Stance

• Blame and Accusation

• “I’ll show him/her/them who is boss”

• “This is not how we do things – do it my

way”

• Power structure – message is usually

clear but relationship suffers and trust is

eroded.

Learning Stance

• Learning Conversations

• Help me to understand..

• What is it I know? What is it I don’t

know?

ALL CHALLENGING CONVERSATIONS HAVE A COMMON STRUCTURE

• Approach a challenging

conversation from a “learning

stance” instead of a “message

delivery stance”

ALL DIFFICULT CONVERSATIONS ARE REALLY THREE CONVERSATIONS

-STONE, PATTON, HEEN

• The “What Happened” Conversation

• The challenge is more complex than either one sees

• The “Feelings” Conversation

• The situation is emotionally charged

• The “Identity” Conversation

• The situation threatens our identity

THE “WHAT HAPPENED” CONVERSATION

•Who’s right – truth

•Who meant what – intentions

•Who is responsible - blame

TO UNDERSTAND A CONVERSATION WE NEED TO HEAR NOT ONLY WHAT IS SAID, BUT ALSO

WHAT IS NOT

MOVE FROM CERTAINTY TO CURIOSITY

• Accept both stories

• Look deeper for intent- don’t assume we know the

intent

• Don’t play the “blame game” – it only produces

denial and resentment and closes the door on

learning opportunities – instead try and figure out

why things went wrong.

THE “FEELINGS” CONVERSATION

• As much as we try to avoid

letting our emotions into

conversations, almost all

challenging conversations

are about feelings

• If they are the core of the

conflict, what do you

accomplish if you do not

acknowledge them?

THE “IDENTITY” CONVERSATION

• Fill in the blank:

• If I know nothing about my self I know I am a ________ person.

• Fill in with 2 or 3 adjectives.

• Now consider the opposites of those adjectives.

• When things go wrong it is because we feel we don’t live up to our own

standards; our self talk is filled with the negative adjectives:

• Eg. Instead of “I am competent, I am incompetent.”

THE “IDENTITY” CONVERSATION

• Difficult conversations threaten our identity – we are plagued not with

the fear of facing the other person, but the fear of facing ourselves.

• We all grapple with the following identity issues:

• Am I good a person?

Intentions are complex. We are all self serving.

• Am I competent?

You will make mistakes.

• Am I worthy of respect/love?

Take responsibility for your role in the situation; you are committed

only to making things better not “fixing” it.

CHALLENGING CONVERSATION CHECKLIST

1. Step One: Prepare by Walking Through the Three

Conversations

• Sort out what happened

• Understand emotions

• Ground your identity – what is at stake for you?

2. Step Two: Check Your Purpose and Decide if You Want to

Raise the Issue

• Is the conflict inside of you? Do you want change because it

is convenient or necessary?

• Is there a better way to address rather than talking?

3. Step Three: Start from the Third Story

Describe the problem as the difference between your

stories and extend invite to sort out together.

4. Step Four: Explore Their Story and Yours

• Listen, share and reframe

5. Step Five: Problem Solving

COACHING MODELS

• Coaching models are great

guides to providing you the

roadmap towards a goal

• In cases where the conflict is

too great – direct coaching

may need to be explored –

note this creates a power

imbalance that will impact

the relationship.

LEADERS LEAN INTO CHALLENGING CONVERSATIONS

IF I AM THE BOSS, CAN’T I JUST DECIDE?

Yes. Make decisions quickly and efficiently but be clear with

your staff about the decision process – conflicts arise when

you are not clear. Not everything requires a learning stance.

“Clear is kind, unclear is unkind” – Brene Brown

• Command – I decide and will tell you.

• Consultation – I will ask for input and then I will decide.

• Collaboration – we will decide together

EMAIL AND PHONE CONVERSATIONS

• Pitfalls of Email:

• Tone, expression, body language are absent and the message

is out of context

• Question your attributions – don’t assume your interpretation

is accurate

• Press pause – sober second thought before reply and send

• If in doubt, pick up the phone

WRITTEN RESPONSES

• Be explicit about intent and rationale

• If you do not have time to respond let them know – they will

read into “delays”

• If they ask for more clarification, pick up a phone!

IMPORTANT THINGS TO REMEMBER

• Adopt a learning stance NOT a message delivery

stance

• You cannot change other people; they must change

themselves

• Don’t focus on short term relief at a long term cost

• Don’t sugar coat hand grenades – they have the same

impact

• Don’t hit and run – the “drive by” conversation

• Your responsibility is not to be the best, but to try your

best

• The conflict is not the identity.

RECOMMENDED RESOURCES

• Simon Sinek

• Start with Why

• Leaders Eat Last

• Sheila Heen

• Difficult Conversations

• Kim Scott

• Radical Candor

• Patrick Lencioni

• The Motive

• Brene Brown

• The Gifts of Imperfection

• Daring Greatly

• Rising Strong

• Dare to Lead

CONSIDER A CHALLENGING CONVERSATION

Consider a conversation waiting for you as you head back to your new

year…

Knowing what you know now about the three conversations (the what, the

feelings, and the identity) and the steps to prepare for that conversation,

rate your comfort level in having that conversation.

QUESTIONS/SHARING