Communication is the real work of leadership.
Giving feedback to a boss is never easy. But it’s particularly difficult when the feedback is about your boss’s menacing reactions to negative information. You risk falling victim to the very problem you’re trying to solve.
In this chapter, I’ll set the stage for the rest of the book by sharing a story of someone addressing this very issue. The story chronicles the experience of Steve, a manager who used the conversational capacity skills to raise a challenging issue with his new boss—a risky conversation ...