Conquering Critical Conversations
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Conquering Critical Conversations

How Managers & Leaders Can Talk about Sticky Situations, Tough Topics, and Poor Performance with Ease
5.0 (2 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
66 students enrolled
Created by Charlotte Purvis
Last updated 2/2016
English
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Current price: $10 Original price: $50 Discount: 80% off
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Includes:
  • 1 hour on-demand video
  • 1 Article
  • 7 Supplemental Resources
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
What Will I Learn?
  • Define Critical Conversations and identify your purpose for having them
  • Identify the 3 reasons we procrastinate and 3 compelling reasons not to
  • Recognize the two words to avoid at the start of the conversation
  • Adapt and apply the "S C O P E" Approach (TM)
  • Develop a plan for an upcoming critical conversation
View Curriculum
Requirements
  • It is recommended that students have a basic understanding of management principles and awareness of their organization's HR policies and procedures.
Description

POP QUIZ: Can you relate to any of these scenarios?

A. Instead of having a critical conversation, you find yourself delaying (and you keep thinking "Why am I putting this off?").

B. You conducted a critical conversation and it didn't go so well.

C. You've been told (and you know) that if you develop this skill, it can move you to the next level of leadership. 

D. All of the above. 

In less than 2 hours, you can learn the "S C O P E" Approach for Having Your Critical Conversations and Building Your Leadership Brand in the Process

How did I become involved in this topic? As a consultant, I was brought in on all kinds of situations including communication breakdown, leadership development, teamwork, recent promotions, restructuring, and HR issues. I began to notice a trend: My clients and I typically ended up identifying and planning for a critical conversation. 

The clients who took on this challenge were suddenly more confident in their leadership roles, were being promoted, and were going after -- and being selected for -- new opportunities. This happened with such frequency that I paused to develop this course so I could spread the word: You can conquer your critical conversations and talk about sticky subjects, tough topics, and poor performance with ease

What you gain from this course: 

  • Identify why you procrastinate (and why it's understandable when you do)
  • Learn compelling reasons to go ahead and have the conversations
  • Recognize the two words to avoid when starting the conversation
  • Practice using the "S C O P E" approach (TM)
  • Hear real-world examples about people on both sides of Critical Conversations

Updates: 

1. Just as I had hoped, new students and clients are enrolled in this course and reporting success. I look forward to hearing from all of you as you continue to conquer your Critical Conversations. 

2. This information is being used for critical conversations with individuals and teams (I invite Athletic Coaches to consider this course to prepare them for critical conversations with their teams)

3. People from four (4) countries are enrolled in the course. Welcome to you all. 

Who is the target audience?
  • Conquering Critical Conversations is designed for professionals who manage people and projects.
  • Examples of organizations for which this course is intended include: Faith communities, small businesses, corporations, schools, colleges and universities, athletic departments, non-profit and governmental organizations, and law enforcement agencies.
  • While the information in Conquering Critical Conversations might apply, it is not intended for employee-related situations involving termination, security, or legal matters.
Students Who Viewed This Course Also Viewed
Curriculum For This Course
Expand All 22 Lectures Collapse All 22 Lectures 01:17:45
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Getting Started
5 Lectures 17:21

Welcome to Conquering Critical Conversations. As you manage people and projects, it is inevitable that challenging situations will arise and you will be expected to address them in a professional and timely manner.

This course provides you with a how-to guide for starting, engaging in, and "conquering" your Critical Conversations. Upon successful completion, you will be able to:

  • Define Critical Conversations and identify your purpose for having them
  • Identify the 3 reasons we procrastinate and 3 compelling reasons not to
  • Recognize the two words to avoid at the start of the conversation
  • Adapt and apply the "S C O P E" Approach (TM)
  • Use the "S C O P E" Planning Guide to plan your next Critical Conversation

During this lecture, you meet your instructor and learn what to expect during the course.

A note about the examples shared in this course: The client email and the stories I share have all been presented in a manner that do not reveal the identity of my clients and students.

Preview 04:19

Before you begin, take a few minutes to hear Charlotte's tips for making the most of your course experience and some special considerations to keep in mind when applying the information.

Preview 07:07

Critical Conversations are referred to in a number of ways: Tough conversations, difficult conversations, crucial conversations, challenging conversations -- and simply put, as the conversations we dread having.

In this lecture, we'll look at a working definition that will serve as the foundation for this course and help us put some parameters around this important topic.

Definitions & Perspectives
05:55

Before you go to the next section, you're invited to ask yourself these -5- questions. Answering these questions will help you prepare for Conquering Critical Conversationsand make the most of the course experience.

Activity #1 | Getting Started |
1 page

The purpose of this activity is for you to do a quick analysis of your Critical Conversations. What are the trends? As a leader, how can you use the information?

Activity #2 | Organizational perspectives |
1 page
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Why We Procrastinate & Compelling Reasons to Have the Conversation
2 Lectures 13:50

To procrastinate is predictable.

Critical conversations require advanced level skills and typically have a layer of complexity. It is understandable that we would delay in having these conversations.

During this lecture, we review three reasons we procrastinate when it's time to have a Critical Conversation. You will likely identify with the reasons and think of your own reasons as well.



Why We Procrastinate
08:17

Here's your first quiz. It's 3 quick questions that will check your learning for the "procrastination' lecture.

Why we procrastinate
3 questions

Yes, when it comes to Critical Conversations, to procrastinate is predictable.

Yet there are compelling reasons to have the conversation as well. In this lecture, we review three reasons to have the conversations in a timely manner.

Compelling Reasons to Have the Conversation
05:33

Here's your second quiz. It's 3 quick questions that will check your learning for the "Compelling Reasons" lecture.

Compelling reasons to have the conversation
3 questions
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Two Words to Avoid When Starting the Conversation
4 Lectures 09:32

Your opening statements set the tone for the rest of the Critical Conversation. This activity allows you to reflect on ways you and other leaders have started your conversations.

After you develop your responses, think about them in the context of the next two lectures.

Activity #3 | How do you begin your Critical Conversations? |
1 page

Word #1

Based on what we've been taught, it might be intuitive to begin our business conversations the same way we begin those in our personal relationships.

In this lecture, we will look at this topic from another perspective.

Word #1
02:35

Word #2

Based on what we've been taught, it might be intuitive to begin our business conversations the same way we begin those in our personal relationships.

In this lecture, we will look at this topic from another perspective.

Word #2
03:42

You set the tone for the conversation in the first few minutes. Now that you know the words to avoid when starting, we'll look at some options for you.

In this lecture, we'll use the information from "Compelling Reasons to Have the Conversation" (reminding us why we are having the conversation) to develop some sample starter statements).

Sample Starter Statements
03:15
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The "S C O P E" Approach (TM)
8 Lectures 22:49

"S C O P E" (TM) was developed after many years of partnering with clients on their Critical Conversations. In this lecture, you will be introduced to the "S C O P E" approach, its intent, and some special considerations for using "S C O P E."

We'll also take a brief look at the three stages of learning as presented in the book Successful Coaching -- focusing specifically on how the stages apply to this course.

Resource: Successful Coaching: America's best-selling coach's guide
Author: Rainer Martens
Publisher: Human Kinetics

*********************************************************************************

Special note: While some of the principles may apply, the "S C O P E: approach was not developed to address matters related to security measures, legal proceedings, and employee terminations.

Preview 03:39

The Planning Guide is included here so you may begin planning your very next Critical Conversation as you progress through this course.

In addition, you may use the Guide when planning future conversations as well.

You may also find it helpful to adapt the Guide for your use.

Planning Guide
6 pages

Situation: What is the situation that requires this Critical Conversation? In this lecture, you will learn how to begin the conversation by using neutral, factual, and engaging verbiage.

S - Situation
03:04

Criticality: Why does the situation require a Critical Conversation? In this lecture, you will learn how to state the criticality in a manner that's focused on business principles and is neither opinion-based nor judgmental.

C - Criticality
03:51

Outcome: What has been the outcome since the discovery of the situation? Were relationships affected? Team productivity? Or customer relationships? In this lecture, you will learn how to do your homework so you can "get ahead of the story."

O - Outcome
04:10

Probing: Critical Conversations are indeed conversations. By probing, you invite conversation and input. In this lecture, we will explore the role of probing and review examples of effective questions to ask.

P - Probing
03:44

Expectations: Setting expectations going forward is one of the key reasons to have these Critical Conversations. In this lecture, we will review techniques you can use when setting expectations and gaining agreement.


E - Expectations
03:23

Here's your final quiz, 7 questions focusing on the "S C O P E" lecture.

For more "Check your learning," here are three additional questions for reflection or discussion:

1. What was your #1 takeaway from "S C O P E"?

2. What do you expect to be your top challenge when using "S C O P E"?

3. How will you address the special considerations when you use "S C O P E"? [Company, Culture, Confidence]


"S C O P E"
7 questions

Now that you have successfully completed the course, how about taking a quick break so you can celebrate and reflect on your accomplishment.

Congratulations
00:58
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Extra Credit
3 Lectures 04:13

Now that you have completed your course and moved through the Mental, Practice and Automatic stages of learning, consider ways to gain more mileage from your course experience.

In this document is a list of -5- easy ways to share your learning so you can build your leadership brand and become known as a Critical Conversation Superstar in your organization.

Five Easy Ways to Gain Extra Mileage from Your Course Experience
1 page

Charlotte is known for the motivational talks she presents to her students in the traditional classroom.

In this Pep Talk for her Udemy students, Charlotte will share insight about how your outlook affects how well you manage challenging situations and conversations.

She will remind you how Conquering Critical Conversations can benefit your business relationships, communication skills, and leadership brand.



Charlotte's "Pep Talk"
04:09

Note: This is BONUS content.

Thank you very much for your participation in this course.

I have a number of other people to thank as well.


Preview 00:04
About the Instructor
Charlotte Purvis
5.0 Average rating
2 Reviews
66 Students
1 Course
Speaker & Consultant | CharlottePurvis.com

April 26, 2017

Hello from North Carolina. If you checked here previously, you found a detailed bio. What you'll find now is more information about how the idea for Conquering Critical Conversations came about. (My bio is on my website and available for download.)

As you consider this course, I hope you can tell that I am eager to get this information to you. It was through my clients that I learned how critical it is to have critical conversations. These conversations keep people up at night and keep them from moving to higher levels of leadership. 

As a speaker, consultant, and leader, I deliver programs on business communication, presentations, team-building, and leadership. What I have learned from working with clients is that their underlying issue is typically related to a long overdue 1:1 or team conversation. 

Long overdue? Yes. People get stuck, organizations get stuck, and meanwhile productivity lags. Even the most highly accomplished leaders often find it tough to admit that they are not comfortable having a critical conversation about a sticky subject, tough topic, or poor performance. 

That's why I developed this course. Not only is the course available to you, I am here to answer your questions while you are Conquering Critical Conversations. Let's get started.  

Thank you.