The quality of your leadership depends on the quality of your conversations.
Identify the purpose of the conversation: Ask yourself the following question: what exactly do I intend with this conversation? Restore a deteriorated relationship or deteriorate it even more?
Design the key messages from the objective: Try to have no more than two or three, if you want your interlocutor to remember them after the conversation.
Do not make assumptions: Make sure you know the reflections, concerns and expectations of your interlocutor about the content of the conversation. And let him know that you know them. Ask before speaking and listen carefully to the answer.
Suspend the trial when you lack relevant information: Wait until you have enough facts and facts before deciding. And when you pronounce yourself, do it with caution: do not send the message that you feel in possession of the truth.
Clearly express your openness to modify your point of view from the arguments of the interlocutor, so that there is no doubt that your approach to the conversation is a dialogue, not a battle in which there will be a winner and a loser.
Do not overwhelm with an excess of words: Slow down the revolutions if you usually speak very fast and do not juxtapose reflections, sensations, judgments and data, mixing everything. Going by parts helps us to advance together step by step.
