Tough Conversations in Challenging Times
Lately, we’ve been working with lots of teams struggling to engage in the right conversations. Important conversations about managing risk, planning for the future, or responding to threats are being avoided or not given enough attention. The tumult and tenderness of these times call for intention in both how leaders frame the conversation to be had and how they engage their teams productively.
Heather put together a set of guidelines and tools to help you and your team dive into the tough conversations needed in a way that feels right.
Identify the conversation that's needed
Think about both the what and the who of the conversation. What do we need to explore or decide and who is involved? We also recommend identifying the mode of decisionmaking. Is this a situation where you will be deciding jointly, consulting, testing, persuading, or telling? You may be using different modes with different groups, like board and staff, but you can craft your question based on the mode (see examples: Modes of Decision-Making - The Management Center). We also encourage you to be clear about the outcome of the conversation - do you want a decision? A list of options? A set of three priority ideas? An action plan? Advice?
Determine how to prepare the group and ripen the conversation
Consider what information the group needs to effectively engage in the conversation. You may need a landscape scan, a risk assessment, some background reading, a program or financial data, or examples from peer organizations. Think about how you can ripen the conversation through preparatory group discussions, one-on-one conversations, email updates, and other formats. You might try using generative questions - our favorite!
Structure the conversation
Craft a strong agenda with outcomes. Consider using frameworks to support the conversation like scenario planning or the MacMillan matrix. When making decisions, be sure they are clear and engage the whole group. One way we often do this is by using fist to five voting.
Communicate the conversation outcomes to key stakeholders
Who needs to know? Who will be impacted by this decision? Consider staff, board, volunteers, donors, and community members. In times of uncertainty, silence from the leader creates a void that might be filled with anxieties, fears, or misunderstood information.
Remain observant, reflective, and flexible
Pay attention to both the individuals in the group and the overall engagement of the group. Attend to the overall tenor of the conversation. Sometimes it’s helpful to acknowledge and praise when disagreement is noted or when suggestions are made to incorporate multiple perspectives. Watch for when the conversation needs to be revisited or your chosen path needs to be altered. Consider setting a date to check in on progress and outcomes.
- Heather & Meredith