Ten Takeaways from ‘Successful Difficult Conversations’ by Sonia Gill

I posted on Twitter a rather honest assessment of myself. I fear difficult conversations, to the point that I actively avoid them. Or maybe I even try to fix the problem myself – inevitably increasing my workload. Or maybe what I do is try and sort the problem in a sly way, but now I realise this was a terrible thing to do. Not just as a leader but as a colleague. How are people meant to improve if we don’t make our feedback clear? It’s safe to say I’ve had a bit of an epiphany moment in the past week.

It started with an NPQML module about ‘Support and Challenge – Holding Yourself and Others to Account’. The previous module was about creating a high performing team, and the importance of trust. The module mentioned how not holding members of the team accountable can make others apathetic, and this…