Crucial Conversations: Tools for Talking When Stakes are High, Third Edition
- 4h 48m
- Al Switzler, Emily Gregory, Joseph Grenny, Kerry Patterson, Ron McMillan
- McGraw-Hill
- 2021
The book that revolutionized business communications has been updated for today’s communication challenges. Crucial Conversations provides powerful skills to ensure every conversation―especially difficult ones―leads to the results you want. Written in an engaging and witty style, it teaches readers how to be persuasive rather than abrasive, how to get back to productive dialogue when others blow up or clam up, and it offers powerful skills for mastering high-stakes conversations, regardless of the topic or person.
This new edition addresses issues that have arisen in recent years. You’ll learn how to:
- Respond when someone initiates a crucial conversation with you
- Identify and address the lag time between identifying a problem and discussing it
- Communicate more effectively across digital mediums
When stakes are high, opinions vary, and emotions run strong, you have three choices: Avoid a Crucial Conversation and suffer the consequences; handle the conversation poorly and suffer the consequences; or apply the lessons and strategies of Crucial Conversations and improve relationships and results.
Whether they take place at work or at home, with your coworkers or your spouse, Crucial Conversations have a profound impact on your career, your happiness, and your future. With the skills you learn in this book, you'll never have to worry about the outcome of a Crucial Conversation again.
About the Author
Joseph Grenny is an author, speaker, and social scientist for business performance. He has advised leaders on every major continent, from the boardrooms of Fortune 500 companies to the communities in Nairobi, Kenya. He has cofounded three not-for-profit organizations: Unitus Labs, The Other Side Academy, and The Other Side Village.
Kerry Patterson has coauthored four award-winning training programs and led multiple long-term change efforts in Fortune 500 organizations around the world. He is the recipient of the BYU Marriott School of Management Dyer Award for outstanding contribution in organizational behavior. Kerry completed doctoral work at Stanford University.
Ron McMillan has consulted with thousands of leaders around the world, ranging from first-level managers to Fortune 500 executives. Prior to cofounding Crucial Learning (formerly VitalSmarts), Ron cofounded the Covey Leadership Center, where he served as vice president of research and development.
Al Switzler is a renowned consultant who has directed training and management initiatives with leaders from Fortune 500 companies worldwide. He also served on the faculty of the Executive Development center at the University of Michigan.
Emily Gregory, MD is the vice president of development and delivery at Crucial Learning. She leads product and content development and works with leaders to create custom learning solutions for their organizations. Emily holds a master's in business administration from Brigham Young University and a doctorate in medicine from the University of Utah.
In this Book
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Chapter 1: What’s a Crucial Conversation?—And Who Cares?
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Chapter 2: Mastering Crucial Conversations—The Power of Dialogue
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Chapter 3: Choose Your Topic—How to Be Sure You Hold the Right Conversation
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Chapter 4: Start with Heart—How to Stay Focused on What You Really Want
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Chapter 5: Master My Stories—How to Stay in Dialogue When You’re Angry, Scared, or Hurt
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Chapter 6: Learn to Look—How to Notice When Safety is at Risk
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Chapter 7: Make it Safe—How to Make it Safe to Talk about Almost Anything
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Chapter 8: State My Path—How to Speak Persuasively, Not Abrasively
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Chapter 9: Explore Others’ Paths—How to Listen When others Blow up or Clam up
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Chapter 10: Retake Your Pen—How to Be Resilient When Hearing Tough Feedback
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Chapter 11: Move to Action—How to Turn Crucial Conversations into Action and Results
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Chapter 12: Yeah, But—Advice for Tough Cases
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Chapter 13: Putting it All Together—Tools for Preparing and Learning
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Notes
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Chapter 1: Choose What and If—How to Know What Conversation to Hold and If You Should Hold It
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