CHAPTER 13

Conversations You Must Have

A competent leader can get efficient service from poor troops, while on the contrary an incapable leader can demoralize the best of troops.

—GENERAL JOHN J. PERSHING

In developing others, you must engage in two kinds of critical conversations to create alignment and eliminate assumptions—both yours and theirs:

  • Baseline conversations set mutual expectations; define ground rules; provide metrics to evaluate performance; clarify boundaries; and establish alignment around strategies, objectives, and tactics.
  • Feedback conversations maintain alignment, address changes and unexpected developments, and resolve issues in order to follow an effective path toward the agreed-on objectives.

You might currently avoid these conversations ...

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