Overview:
For context, consider the last conversation you had with someone and whether you or they may have been prescriptive in terms of when, where and what they talked to you about. If there wasn’t any thought put into having this conversation, I am certain the conversation may not have gone well for either participant. Why? Because effectively communicating with others isn’t easy to achieve without having plenty of experience doing so.
When you are involved in a conversation with someone who has mastered the ability to communicate effectively, you might barely notice how the flow of the dialogue is going well, and how they were able to get their point across. Chances are good that this person also put some thought into what they were going to express, took the proverbial temperature of both you and the environment, and carefully curated the timing of doing so.
Now, consider a time when you were caught off guard by a conversation. Did you immediately become defensive and less capable of listening to what the person had to say? Perhaps you reacted by going into a passive aggressive mode and either used very few words to express yourself or told the person you didn’t want to talk to them. Perhaps not at that point, or possibly any future point. This may be unrealistic, because if someone was trying to have a conversation with you, particularly if they are a leader, there was likely a valid reason for them to do so.
When people become dismissive of having a conversation with either a leader, or someone they can benefit speaking with, this scenario will generally lead to one of two places. The first is that they will come upon an impasse and need to decide how to proceed, even if it is uncomfortable to do so. The second place is that both parties will have to agree to be willing to give equal time and attention to one another’s conversational points. If the person who is initiating the conversation is a leader, the person they are speaking with may or may not feel as if they have any choice but to listen to what the leader is conveying. Perhaps they will feel trapped into having a discussion they are not prepared to have, or that the result of the conversation will not be in their favor.
What if instead a leader or sports coach could master being able to have both productively neutral conversations? Ones that have the intention of having both parties leave the discussion better off than when they began talking. In a perfect world, it would be ideal to have people be able to look forward to having conversations with one another. Not only to learn from each other, but also to gain a better understanding of what both parties are thinking, and how they are interpreting the best go forward method.
A factor which can contribute to having a poor conversation is certainly bad timing. We have all experienced this, and it is not only uncomfortable, but seldomly results in a desired outcome. So, how do you course correct this situation, or avoid it entirely? It may not be possible to time your conversations perfectly, but there are some factors you can take into consideration to increase the favorability of a positive outcome. Here are some suggestions for you to consider, and this is independent of whether you are a leader, sports coach or are more often on the receiving end of conversations with these two categories of management personas.
- Are you more concerned about ticking off from your list having a difficult conversation and not factoring in properly preparing for it?
- Have you thought about the prospect of practicing having a conversation with someone, at what you would deem to be the ideal time to do so? Some people favor having difficult conversations in the morning, while others find that people could be more receptive later in the day when they are winding down.
- If you don’t know the person well that you will be having a difficult or important conversation with, do some minor research to find out more about how they might react during your conversation. Knowing this will prepare you better to adjust your conversation accordingly.
- How is your ability to read body language and perhaps the current mood a person is in? If the person you will be conversing with appears to be stressed, angry or distracted, the result of your conversation isn’t likely to produce the ideal outcome. Consider having your conversation when all three of these factors, or at least two of them are not going to have a negative effect.
- Be sensitive to how you open your conversation, and make sure it is also done with consideration not to embarrass the person or put them into an uncomfortable position based on the location of where it is taking place.
- Put yourself in the proverbial “shoes” of the person you are speaking with. How would you want a leadership type of conversation to progress, and how can you stage the conversation for maximum emotional intelligence being applied, as well as thoughtfulness of the persons feelings so that they can remain in as much as a neutral state at possible.
- Conversations when they are well constructed and received well can provide immense leadership guidance, so take measures to ensure this will be the outcome you mutually experience.
Sure, there will be circumstances when your timing of your leadership-oriented conversation may not be ideal, but consider the alternative of not having the conversation at all? If the outcome of your conversation isn’t going to be helpful to at least one of the participants involved, factor in whether the conversation should be taking place. Or, at least whether there will be a more ideal time to have it.
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