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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Serie: Jon Gordon
- Sprache: Englisch
- Veröffentlichungsjahr: 2024
Help your team maximize their full potential by mastering tough conversations In Difficult Conversations Don't Have to be Difficult: A Simple, Smart Way to Make Your Relationships and Team Better, bestselling author Jon Gordon and veteran human resources professional and executive coach Amy P. Kelly deliver an engaging and inspiring new take on how to make tough workplace conversations an asset in building a stronger team and organization. The book, written as a business fable, follows Ruth, the CEO of a successful multinational company who has been instructed by her board to prepare her company for sale. Along the way, she must lead an underperforming and dysfunctional team to set aside their differences and work together toward a common goal. This includes growing herself while elevating her team's performance. As Ruth discovers the secret to unlocking extraordinary growth and productivity, you'll learn about: * The critically important conversations you need to have with your team to realize outstanding results * Structuring, planning, and having the tough conversations your team members really need * Ensuring your team walks away from difficult conversations more united, motivated, inspired, and positioned for optimal growth and performance Perfect for managers, executives, directors, and business leaders and their teams, Difficult Conversations Don't Have to be Difficult is also a must-read for coaches, trainers, teachers, consultants, and other professionals doing their best to help others realize their full potential. Teams who read the book together will be equipped with a proven strategy and process to enhance communication performance and unity.
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Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
Acknowledgments
Introduction
Chapter 1: Turmoil
The Calendar
The Meeting
The Elevator
Chapter 2: Transparency
The First Surprise
Chapter 3: Truth
The Parking Garage
The Bench
The Reckoning
Speaking the Truth in Love
Chapter 4: Tiles of Talent: Embracing Hybrid Team Trust
The Second Surprise
The Ego
The Conversation
Deal with the Elephants
Chapter 5: Trust
The Meeting
Be Great Together
The Board Meeting
The T‐urnaround
Chapter 6: Time to Transform
Chapter 7: Team
One More Meeting
Chapter 8: Application of the STAR
3
Model
Difficult Conversations Don't Have to be Difficult Recap
Difficult Conversations Don't Have to be Difficult
Resources
About the Authors
Other Books by Jon Gordon
End User License Agreement
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Acknowledgments
Introduction
Begin Reading
Difficult Conversations Don't Have to be Difficult Resources
About the Authors
Other Books by Jon Gordon
End User License Agreement
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a fable about communication
Difficult Conversations Don't Have to be Difficult
A SIMPLE, SMART WAY TO MAKE YOUR RELATIONSHIPS AND TEAM BETTER
Jon GORDON
Bestselling author ofThe Energy Bus
Amy P. KELLY
Bestselling Co-Author ofThe Energy Bus Field Guide
Copyright © 2024 by The Jon Gordon Companies. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permission.
Trademarks: Wiley and the Wiley logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries and may not be used without written permission. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.
Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic formats. For more information about Wiley products, visit our web site at www.wiley.com.
Library of Congress Cataloging-in-Publication Data is Available
ISBN 9781394187171 (cloth)
ISBN 9781394187188 (ePub)
ISBN 9781394187195 (ePDF)
Cover Design: Paul McCarthy
We dedicate this book to our families and all the business professionals, athletes, teachers, medical professionals, family members, administrators, and anyone who has ever cared enough to have the difficult conversations. May those conversations be less challenging and your relationships and teams stronger and more unified after reading this book.
—Jon and Amy
Acknowledgments
We want to acknowledge our families, especially our spouses and children and extended family, who've been a part of many challenging conversations to grow stronger together.
We want to acknowledge our Jon Gordon Team of speakers, trainers, and consultants. This group has worked diligently to provide personal and professional development to the individuals and teams we serve while practicing what we believe in. It is the commitment to our relationships that we want to acknowledge and for which we express deep gratitude as we continue to serve together in our shared vision and greater purpose.
Thank you for getting better together and living these truths: The Team Is the Star, and No One Creates Success Alone!
Introduction
Jon and I have worked together for eight years and the idea for this book came about because of a difficult conversation we were having. We figured if our team was struggling with having these types of conversations that were necessary for growth, then other teams were likely struggling as well. We'd seen this time and again in our work and felt it was an impactful area to go deeper.
We thought about all the best practices we have learned and shared working with many of the best corporate, school, and sports teams on the planet. We decided to create a model for teams to have conversations and discussions they needed to have but were avoiding because of fear of conflict or fear of having conflict ruin the team.
Our brainstorming sessions led to us creating the STAR3 model and we immediately began sharing it with our clients and audiences. The response was incredible.
We discovered that one of the primary characteristics of the most successful teams and organizations is that they don't just celebrate the positive aspects of success; they also address the inevitable negativity, challenges, and disagreements that come up in life and work. They have the difficult conversations but in a positive way. We witnessed this firsthand and saw how this created stronger bonds, greater cohesiveness, and unity. We've seen transformations that are not only profitable but deeply impactful on a personal level in the lives of the people involved.
Many people agree with the concept of addressing disagreements and negativity, but many struggle with how to do this in a constructive way.
We wrote this book to prepare the way for greater effectiveness for you and your team. We look forward to all that you will accomplish together through the strength and effectiveness of your conversations.
As you will read, the STAR3 model provides a framework to elevate the results of your most challenging conversations to unify your teams and strengthen each individual's communication and leadership in the process.
We hope you enjoy the book and utilize the STAR3 model for a simple, smart way to improve your relationships and team.
— Jon and AmyJonGordon.com
Chapter 1Turmoil
The Calendar
Ruth looked at her calendar and groaned. What she saw made her head pound and her stomach clench. Her laptop screen was covered in colors representing meetings from early morning to late at night. The packed days of back‐to‐back meetings extended weeks into the future. Ruth knew she could not keep up this pace and wondered why all her hard work was not producing the results needed to sell her company. Why was her team not able to accomplish the goals to do the things that would take BBDI, Inc. to the next level and allow her to take a much‐needed break?
Ruth had started Breaking Boundaries Data Innovation (BBDI) eight years earlier and built it into a multimillion‐dollar enterprise serving a global audience. The shared vision and mission of the organization was to create a world that relies on truth to make better decisions. The foundation of the company's data innovation solutions was software Ruth designed herself. She was proud of the partnerships she created to accelerate the company's growth and her clients’ growth. Now she needed her executive team to step up if they were going to accomplish the objectives set by the board of directors.
Ruth shuddered as she stared at her packed calendar. Time is a strange thing, she thought. When you are starting your company and trying to find clients, time moves sufferingly slow as you think about all the ways the business can change the world and also the ways it might fail. But after years of hard work creating a successful company, when it's finally time to sell and reap your reward, there doesn't seem to be enough time in the day to do what matters most.
Her number‐one priority right now was to figure out what was wrong with her executive team. The team was not working well together, and Ruth was overwhelmed by the aggressive goals and timeline the board had set for her company. She had chosen every board member and picked long‐time professional friends and colleagues who would hold her accountable and challenge her to take her leadership and vision to the next level, but in this case she felt they were taking the accountability thing to an unrealistic level and were hurting her more than helping her. She had great relationships with each board member but when they met collectively the dynamic seemed to change. Personal relationships gave way to ego and power trips where board members jockeyed for who could challenge her the most and take credit for the sale of the company. After all, it would look great on their bios to be a board member of a company that everyone in the industry followed and sold for a huge financial gain. She had heard many stories in the past about boards who abused their power and even removed the company's founder, but she couldn't believe this was even a possibility for her. Yet with boards and business you just never know, she thought, and she was more stressed than ever.
This company was her fifth baby, in addition to her four children at home. She had built it with years of sweat, grit, and hard work, and was determined to finish
