Courageous Conversations

WSJ: "The Boss Puts The iPod to Work"

4/10/07 - Creative learning and development leaders continue to find new ways to utilize podcasting technology to share information and develop their leaders. Listen to Tanya Snyder, Director, Management and Organizational Development, Altria Corporate Services, talk about the success of podcasting in the recently completed Courageous Conversations on Performance Management series. (04:10)

Deliver a training for $30,000 or $125,000? You decide.

This 10/25/06 Wall Street Journal article reinforces our use of podcasting and iPods as a new, cost-effective way to deliver training content and business information.

Click here to download as an MP3

How much do I love reading about something I am already doing? As you know, I began using podcasts to help managers and employees to navigate their own Courageous Conversations earlier this year.

Here's a current example. Working with a client, we created podcasts (only 6-7 minutes long) to introduce participants to the Courageous Conversations concepts and ideas. We used the podcasts to build excitement and interest, with the target audience, prior to the training. We also created another podcast (about 2 minutes) with a targeted group to inform them of what will happen at their session and introduce myself to them, prior to ever setting foot in the room. (Hear the client's reaction to the process at the top of this post.)

The 'Plan Your Own Conversations' (under Categories in the left sidebar), again only 6-7 minutes long are built for video iPods. (Those are free for the taking - so please do.)

Let me know how I can help you use our podcasts to share information, engage your audience, and build their skills.

Talk to you soon, Tim.

You can get this podcast on iTunes as well.

Download iPodToWork.pdf (99.8K)

"I would pay money not to have to talk about this"

Sandy, our manager, is speaking to Kim, her employee, about the company dress code. Kim is a “serial offender” of the code. This conversation has occurred many times before. Other managers and supervisors at Sandy’s level do not enforce the code in the same way and some are in violation themselves. (10:00 minutes)

Click here to download as MP3

Lessons Learned:

• Engage the employee - Ask questions as early as you can in the conversation to engage the employee in the problem-solving. The sooner the employee feels like he/she might have a “say” in the solution, the tone and tenor of the conversation shifts to something more positive and manageable.
• Minimize the lecture - It is important to let the employee know how he/she is violating the policy, but avoid talking too much or giving the sense of “finger-wagging.” If you notice you have been talking for a long time, stop and find an open-ended question to ask.
• Avoid the “personal taste” question - Engaging in a conversation of whether an article of clothing or manner of dress is of someone’s personal taste is a “quagmire.” We all have different tastes. Stick to the policy and the facts at hand.
• Reinforce the policy - If there is a policy, remind the employee what that policy is and how it is being applied. Have a copy handy and ready to distribute to the employee.

Talk to you soon, Tim

Download Lessons Learned (85.8K)

"Woulda, coulda, shoulda"

"Woulda, coulda, shoulda" is not an acceptable answer. What does the Rep. Mark Foley situation tells us about what to do when leadership hears about a potential sexual harassment situation: take immediate action. (04:58 minute podcast)

Click here to download as an MP3

When an employee comes to us with an issue of possible sexual harassment it is easy to not do anything because we are uncomfortable with the topic, we don't want to have to confront the "perpetrator," we don't want to "make waves" and a whole host of other reasons.

The problem is that if we don't do anything as soon as we hear about the situation we take the risk of it becoming a bigger problem later. And it will be difficult to explain how we knew about an issue 6, 8, 10 months ago and didn't take any corrective action.

What to do then?

Know your sexual harassment policy. Review your company's policy and know who to contact within your organization to report the issue.
• Don't wait. The first call you make after you hear about the issue is to that appropriate person. Don't put it off until tomorrow, or after the next meeting, or "later." Do it now.
• Engage in a Courageous Conversation Be sure that you and your managers have the skills necessary to engage in this tremendously awkward conversation so as to not make the problem worse by mishandling the very first conversation.

Talk to you soon, Tim.