It’s human nature to shy away from the uncomfortable and avoid the unknown, which is why so many people dread going to the dentist or find numerous excuses why it is not necessary to attend a doctor’s appointment. Although logically we know certain actions such as going to the doctor and dentist can yield present and long-term benefits, the discomfort associated with the actual act deters many individuals from pursuing necessary healthcare. When implementing change within an organization there is bound to be a need to have crucial conversations. Just like dentist and doctor appointments, these conversations are too often avoided due to the discomfort and unknown that may arise during or from the conversation. However, research has shown differentiated leadership and following steps for crucial conversation, the negative impacts feared from these conversations can be eliminated or largely minimized.
Patterson et al. (2012) offered that upon engaging in crucial conversations one should start with the heart. As a leader I plan to speak clearly and be transparent, allowing others involved in the conversation a clear picture into what drives my actions. My innovation plan focuses evaluating students for special education services. While this may seem straightforward, during crucial conversations it is vital that I communicate evaluations can impact the trajectory of a student’s life. Special education evaluations have the power to open a plethora of opportunities for a student, or close doors as they move throughout life. I have to be clear in what I would want, which is simply every student receives a valid and detailed evaluation that can be utilized by appropriate personnel to support their needs and address areas of weaknesses. I want our evaluations to reflect the same type of evaluation we would want for one of our loved ones experiencing difficulty. While sharing my WHY I will pay close attention to any potential signs that the conversation is taking a negative turn or not being received well by participants. If negative signs arise, such as silence or violence, I will regulate my response by not giving into impulses or becoming emotional (Bardwell, 2010). The conversation will be redirected back to our shared vision and common goals.
To ensure program participants and I have a shared vision and goals that align, a safe environment at the initiation of my innovation plan implementation must be established. As a differentiated leader I should expect some push back or sabotage, but this push back cannot interfere with the presence of a safe environment (Bardwell, 2010). As a leader I have to remain respectful, which will garner respect. An environment that is fostered through mutual respect allows participants to feel comfortable sharing their thoughts, ideas, and views as a part of creating our vision and goals. This safe environment propelled by mutual respect will allow us to develop our mutual purpose. Thus, when crucial conversations are had I and participants will be reminded of our mutual respect, remember our why, develop or expand upon our mutual purpose, and partake in brainstorming new ideas to reach our goals (Paterson et al., 2012). Everyone needs to feel and be valued and an active member of the team for ultimate success, which can only occur if they feel safe.
I would argue that credibility is just as important as safety when implementing change. Therefore, it is incumbent upon leaders to model what aligns with their purpose. Leaders must be clear on the facts and act in a manner that supports those facts (Patterson et al., 2012). After sharing facts with program participants, I will share my story that supports the vision and goals of my innovation plan. As a part of this process, it is also important for me to ask others to share their facts and stories, allowing the opportunity for connecting mutual purpose and shared goals. In this safe environment it is also important to acknowledge that we are sharing some opinions, and it is productive to have various opinions (Patterson et al., 2012). Open dialogue and effective communication will help us grow in our mission and is a vital element as we move to action. Crucial conversations will be ongoing through the innovation plan, only without fear or dread. Through the implementation of detailed steps presented by Patterson et al. (2012), speaking, listening, and working collectively in during crucial conversation will result in growth and productivity.
References:
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2012). Crucial conversations: Tools for talking when stakes are high. McGraw-Hill Education.
Bardwell, M. (2010, November 10). Friedman’s Theory of Differentiated Leadership Made Simple [Video]. YouTube. https://youtu.be/RgdcljNV-Ew
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