更新时间：2019-01-03 11:52:25
Cover
Copyright
More Praise for The Four Conversations
Dedication
Preface
Chapter One Four Conversations in a Successful Workplace
The Importance of Conversations
Some Conversations Slow Things Down Others Speed Things Up
Unproductive Conversations
Four Productive Conversations
Missing Conversations
Difficult Conversations
Incomplete Conversations: The Conversational Elements
Six Limitations to a Successful Workplace
Conversations: Your Personal Advantage
Key Points
Chapter Two Initiative Conversations: Create a Future
Leaders Have Initiative Conversations
A Future by Design
Say What You Want + When and Why You Want It
Make It Positive
Focus on the Goals Not the Perils
Choose Your Initiative Statement: What-When-Why
What Do We Want to Accomplish?
When Do We Want It to Happen?
Why Does it Matter?
Prepare for Your Initiative Conversation: Who-Where-How
Who Needs to Participate?
Where Will Resources Come From?
How Might the Work Get Done?
Launch Your Initiative Conversation
The Leader’s Intent
If You Are Missing Initiative Conversations
If You Don’t Use Initiative Conversations
If You Use Them Improperly
If You Use Too Many Initiative Conversations
Putting It into Practice
Chapter Three Understanding Conversations: Include and Engage
Help People Find a Positive Meaning in Your Message
The Setup: Repeat the Initiative and Add a Customized Who-Where-How
Help People Fit Into a Proposed Change
New Vocabulary:A Valuable By-product
Expand and Deepen Participation
Host Question-and-Answer Sessions
Remind People of the Initiative’s Value and Consequences
Give People Problems and Ask for Solutions
Develop a Schedule and Performance Measures
Engage the Next Circle of People
The Limits of Understanding
The Alchemy of Shoulds Coulds and Complaints
“I Don’t Understand”—Possibility or Pretense?
Understanding Does Not Mean Acceptance
Understanding Does Not Cause Action
If You Are Missing Understanding Conversations
If You Don’t Use Understanding Conversations
If You Use Too Many Understanding Conversations
Chapter Four Performance Conversations: Ask and Promise
Commit to Performance: What-When-Why
Commit Yourself First
Saying Yes Is a Promise
Saying No Is Sometimes Necessary
Ask Others to Commit
What Do You Want?
When Do You Want It? Give and Get Deadlines.
Why Does it Matter? People Need a Context
Yes You Have To Ask
Promises Create Agreements: Who-Where-How
Responses to a Request and Pathways to a Promise
Who Can Promise? Ask the Right People
Where Will the Resources and Deliverables Be?
How Will the Job Get Done?
Confirm the Agreement—Your Expectations Are Not Their Promises
Manage the Agreement
Help People Remember
Make Promises Public
If You Are Missing Performance Conversations
If You Don’t Use Performance Conversations
If You Use Too Many Performance Conversations
Chapter Five Closure Conversations: Create Endings
An Incomplete Past Can Prevent a New Future
The Four A’s of Closure Conversations
Acknowledge the Facts: Say What’s So
Appreciate the People: Recognize Accomplishment and Contribution
Apologize for Mistakes and Misunderstandings
Amend Broken Agreements:The Four R’s
Build Accountability and Resolve “People Problems”
If the Result Doesn’t Meet Expectations
When It’s Late
Don’t Let People off the Hook
Defuse Resentment and Upsets
If You Are Missing Closure Conversations
If You Don’t Use Closure Conversations
If You Use Too Many Closure Conversations
Chapter Six Using the Four Conversations
