Give Yourself Grace

Time to read: 1 minute and a few seconds

This picture has nothing to do with anything. It's just something I like.

When I asked you what you need, I received many responses. I am going to work through your emails and address your questions one at a time. This week's question comes directly from a reader and has a 2-part answer.

"What I need most right now is how to give myself grace and how to handle the gazillion requests and tasks thrown at me every day. This includes focus and regaining control of my nervous system when it goes into overdrive."

Part 1 of this answer will address how to handle the gazillion requests. Part 2 will be managing your nervous system.

Do you have a gazillion requests or emails or tasks every week? Can you relate to this reader?

In our hyper connected, DM, email, text, Instagram world, people can contact you anytime, anywhere to ask for anything. Here are my best tips for managing the overload:

• Set clear boundaries. Decide when you will answer email and when you will not.
• Figure out which requests are urgent and which are important. Urgent does not always equal important. Focus on important unless urgent is truly urgent (like you will get fired if you don't reply ASAP).
• Turn off notifications so you are not constantly interrupted. Interruptions drain your mental energy.
• Manage the inflow of requests. Consider how to train the requesters. Create a process and communicate it clearly so everyone doesn't think you are on call just for them.
• You likely have more than you can accomplish in one day. Get comfortable with leaving loose ends so you can go home and enjoy other aspects of your life.

I hope this helps!

Difficult Conversations: Tips and Tricks Part 2

Time to read: 1 minute, 16 seconds

Who knew that difficult conversations could be so fun! For the past few weeks, I've received many replies and additional questions. I'll address one here in another Tips and Tricks for Difficult Conversations.

Question: How do you hold people accountable when they are late for meetings or don't deliver on tasks?

Answer: Being late for meetings and not delivering on tasks are two different things.

Handling lateness

The person leading the meeting is in charge of creating the container. Make it clear from the beginning that you start meetings on time. Then start and end on time, even if everyone isn't there. When you start on time, people learn they miss important content and will adjust accordingly.

If someone is late once, let it go. Things happen.

If someone is chronically late, pull them aside in private and be curious. "I've noticed you've come late to the last 2 meetings. We value your presence. Is something making it difficult for you to get here on time?" There may be a legitimate reason for their lateness. Be prepared to listen and perhaps make adjustments to the meeting.

When someone doesn't complete tasks

When someone is not completing tasks, you want to discern what is getting in the way.

Is there a real reason they aren't completing tasks? Like...

• A sick child
• A parent in the hospital
• Sick or out of town
• Doesn't have the skills or information needed to complete the task

In these situations, offer grace and find solutions to enable them to complete the task.

If the situation is chronic, meaning, they often don't complete tasks over a period of time or they take issue with the tasks or generally have a bad attitude, then that's a bigger conversation. Refer back to the previous week's breakdown of how to have a hard conversation.

I hope this helps!

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Difficult Conversations: Tips and Tricks

Time to read: 62 seconds

I have a few more thoughts about difficult conversations that didn't fit neatly into the series. So, here they are, in no particular order:

• The best way to deal with difficult conversations is to have good relationships. Bad news and hard topics are easier to manage when the relationship is on solid ground. When relationships are strained, hard conversations rarely go well. So, prioritize connection and relationship building.
• Conflicts are almost never about the thing. They are almost always about the feelings and the relationship. I worked as a community meditator in a small claims court many years ago and learned that conflict is never about the money. They were always about feeling cheated or a friendship that fell apart or betrayed or hurt. Reactions to bad news are about sadness, fear, or uncertainty. So, address that deeper level when engaging in hard conversations, not just the topic.
• You don't need to justify yourself. When you are drawing a boundary ("We will not talk politics at Thanksgiving") or breaking up ("This isn't working for me anymore""I'm letting you go. This job isn't a good fit"), you don't have to justify yourself. Often, there is no productive argument. You are simply explaining what you will and won't do, what you will and won't tolerate. "This doesn't work for me" is enough. End of story. Except....
• When you need to deliver a hard performance evaluation or give someone feedback in an ongoing relationship, the other person deserves an explanation and additional information.

Next week: A few more tips and tricks about difficult conversations.

Please reach out anytime with your questions and comments. I love to hear from you! Email me here.

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Difficult Conversations: What If Someone Can't Hear You?

Time to read: 1.37 minutes

We've covered the structure of difficult conversations, how to prepare and what to say. If you missed the beginning of the series all my newsletters are available on my website here.

Today I want to address a question from a reader:

Try on this situation:

You end a relationship. You follow all the steps of how to deliver bad news outlined in the past few weeks. The other person will respond. Here are some possible conversations:

• You: I'm about to say something that will be hard for you to hear. I'm ending our relationship. (Then you sit silently for a minute.)

1. Possible Response #1: Thank you so much for telling me. It's been such an honor to know you. I wish you all the best. (Ha! You wish!)
2. Possible Response #2: What? I had no idea there was anything wrong! I need more information. This is so unfair.
3. Possible Response #3: You're the worst person in the world. How could you say you love me and then break up with me? You're the problem. It's not fair. I hate you. (Fill in a series of expletives.)
4. Possible Response #4: Fill in the blank with any number of other responses.

The point here is that you have zero agency (I mean none, nada, never) over how the other person responds. You don't decide how they receive what you say. You don't decide if they hear you or not.

It's so hard if someone doesn't respond well or doesn't hear you.

And…their response gives you information. About who they are, what they are capable of and not capable of, their maturity level, what they care about.

Then you get to decide what you will and will not do, the boundaries you draw, how hard you're willing to work for the other person's sake. You get to decide if you will continue the relationship.

You can't make someone hear you. You can decide what to do with the fact that they won't hear you.

Next week: A few more tips and tricks about difficult conversations.

Please reach out anytime with your questions and comments. I love to hear from you! Email me here.

If you love this series, please share it with your colleagues. They can sign up here.

Difficult Conversations: What To Do After The Opening

Time to read: 54 seconds

Welcome back to the next installment of Difficult Conversations. If you missed the first part of this story, you'll find last week's newsletter on my website here.

We left our poor manager and employee hanging. The hard message was delivered, the manager shut her mouth, now what?

• Give the person back their power. The easiest way to do that is to ask them what they need next. Once someone has heard… "You're not getting a raise," "I'm no longer paying your rent", or "We're going to the cabin for Christmas, on our own", the other person can't hear a thing. So, you say, "Do you need a minute?" or "Would you like to go home for the rest of the day? We can continue this conversation later." Then let them go. Or continue if that's what they choose. The important thing is to offer them autonomy and choice.
• Set a time to talk again so it's not hanging out there.
• Finish the feedback, share your plans, explain your reasoning (now or later).
• End the conversation with positivity and appreciation, "I know this was hard. Thank you for sticking with it." "I really appreciate that we could have this conversation." "Thank you for understanding."

Someone asked, "What do you do when people don't hear you?" That's next week.

Please reach out anytime with your questions and comments. I love to hear from you! Email me here.

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Difficult Conversations: How To Begin

Time to read: 1 minute, 35 seconds

So far, we've talked about how to prepare yourself and how to prepare your words for a difficult conversation.

Today is important…How do you start a hard conversation?

Your opening words are important in setting the tone and launching a productive conversation.

I often tell clients, you only need your first line and then trust yourself to handle whatever happens next.

Let's set up an example so I can give you a script…hmmmm…Let's say you have to give someone a hard performance review with no raise or promotion. Here's how to start:

• Prevent a blindside or waiting: Keep in mind that the other person may have no idea this is coming. You've been prepping for days, and they are coming in cold. A blindside doesn't generally go well. Nor does, "We have to talk. I'll set up time for next week" (which causes painful waiting and speculation). Even if they know it's coming, you want to be kind and respectful.
• Transparency: Lead with transparency and a heads-up. "What I'm about to say may be hard to hear" or "There are a lot of good things to talk about, and I'm going to begin with the hard parts.", Now the other person has a moment to set their expectations.
• Get straight to the point. Don't sugarcoat, delay the bad news, or try to cover it with the "good" stuff." It sounds like this: "You are not receiving a raise or promotion this year. I know you were hoping for more, and I want to outline the feedback we've received."
• Stop talking! This is the hard part. Give the person a minute to absorb the information. At this point, they can't hear anything you say so hold your words.

You have now opened the hard conversation. These same steps apply in personal contexts, too. ("What I'm about to say makes me sad. I can't come to your wedding." Close your mouth and wait! "This is going to be hard to hear. I'm not going to continue paying your rent." Close your mouth and wait!)

Ooooohhh…a Corporate Rebel cliffhanger.

Next week: What happens next?

Please reach out anytime with your questions and comments. I love to hear from you! Email me here

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Difficult Conversations: How To Prepare

Time to read: 1 minute, 23 seconds

I don't take photos of people in conflict so you're gonna get random pictures of my pets. :-)

Last week, I talked about handling your emotions so you can enter a difficult conversation as cleanly as you can.

A comment about your emotions: That advice assumes, of course, that you have time to give yourself space (for example: when informing an employee they won't be getting a raise). You may find yourself delivering bad news in an emergency (for example, "Dad is in the hospital!"). The same conversational structure applies, and you may not have time to temper your own emotions before you make the phone call.

When you have time, I highly recommend preparation. Think about these things:

• What is the purpose of the conversation?
• What do you hope you and the other person will get out of it?
• What will you say?
• How will you say it?
• Who do you want to be in the conversation?

I recommend writing a script for yourself or at least some thoughts. It's not like you have to walk in with a set of notecards. And, it helps to know the point you want to make, the important information to convey, and how you want to conduct yourself.

Your script might look like this:

• Conversation with sister.
• Goal, get aligned on care for our parents. Stay in a relationship when we don't see eye-to-eye.
• Opening sentence: It's clear we both love our parents. What I'm about to say may be hard to hear. Please stay with me as we work through this emotional situation.
• Being: Be loving and slow down. Remember to listen and value what she says. Connect, even when it's hard.

Preparation will make the conversation go smoothly (although, coming soon…you have no control over how the other person responds).

Next week: How to open the conversation

Please reach out anytime with your questions and comments. I love to hear from you! Email me here.

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