“When you’re the leader of a team, a good way to use the three questions is to tease out the motivations of all sides, without favoritism,” Lee said. Lee noted that the manager has succinctly addressed the three questions. Team member #2, it’s true, you might be able to attract more business from this project, so I’d like you to go to the initial project planning meeting and grease the wheels with additional business development in mind.” Team member #3 isn’t qualified to go out and bring in new business. Team member #1, I appreciate you would do a great job, but with your experience, my request is that you focus on getting your current priority project done ahead of schedule, and let’s meet separately to talk about your development opportunities. We really need to work more efficiently, and bring in more new business this quarter as a priority. I want to be clear about my thoughts here, too. Manager: “That’s really clear, thanks for your answers. I’ll be able to pay the most attention to the project and get it finished.” Team member #3: “I should be the one to do the project because I’m new and so far I don’t have any projects. They really like me and I think they might bring us more business if I can be the one to wine and dine them.” Team member #2: “I want to do it because I have a better relationship with the people involved. I think it will be a cost-saving if I’m assigned to the project.” Team member #1: “I want to do it because I’m already doing similar work, and it will be easy for me to get it done well without additional training. Manager: “So why does each of you want to work on the new project, and what is it you hope to get out of it?” This, Lee said, asks the questions “Where are you now?” and “Where do you want to go?” Lee suggested that the conversation go like this: “Without them, there are a lot of assumptions that can be made on both sides, sometimes because of the flavor relationships have taken over the years.”įor example, take the tricky task of picking only one of several applicants for a promotion that means more money, more power and more prestige. These questions “can be a game changer,” Lee said. She approaches difficult conversations by first asking herself three questions: We Need to Talk: Your Guide to Challenging Business Conversations (Thought Partners International, 2015), said the first step to having such discussions is to acknowledge that they can be awkward and even painful. Or speaking frankly about how unproductive your company’s meetings are.Īndrea Lee, CEO of Thought Partners International and author of Like telling two of three applicants for a promotion that they won’t be getting one. Some workplace conversations are just hard to have.
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