Leadership can be a lonely place at times. Sure, there are few experiences more enjoyable than leading people towards great outcomes for both themselves and your organisation, but then there's the other side of leadership. There are the times when you won't see eye to eye with others. Conflict is inevitable. That's when the loneliness of leadership truly presents itself. It certainly is a tough gig being responsible for dealing with the tough stuff.
It's worth taking the time to be clear on what the tough stuff is for you: those key work conversations that you have to have and that you would like to be better at. What are they for you?
Each of us has a unique set of skills, abilities and experiences that we bring to any tough conversation. What's tough for one person may not be tough for another. Having the personal insight into which situations are particularly tough for you will help guide you towards making relevant changes in your behaviour. One thing is certain: we can't change what we don't acknowledge.
To be able to prioritise what requires the greatest attention for improving results in your key conversations, rate yourself on the following questions and their corresponding continuums (see figure 1.1, overleaf).
Your answers to these seven questions will give you greater ...