tl;dr:Wes and Jordan discuss the following frameworks: (1) Reduce cognitive load using phrases like “For example”, “Action Items”, “Action Needed”, “Next Steps,” etc... (2) MP-CB: Main point, context below. (3) Anticipate the objection. (4) CEDAF for delegating tasks. (5) QBQ: Question behind the question.
tl;dr:Wes and Jordan discuss the following frameworks: (1) Reduce cognitive load using phrases like “For example”, “Action Items”, “Action Needed”, “Next Steps,” etc... (2) MP-CB: Main point, context below. (3) Anticipate the objection. (4) CEDAF for delegating tasks. (5) QBQ: Question behind the question.
tl;dr:Wes covers: (1) Share bad news effectively. (2) Understand power dynamics. (3) Know when to call someone out. (4) Understand intention vs impact. (5) Recognize the question behind the question. (6) Consider what’s advantageous for both parties. (7) Realize popular adages aren’t fully accurate.
tl;dr:“The truth is, it can hurt to ask. Asking when you shouldn’t is expensive: (1) Asking can use your social capital. (2) Asking can make someone question your sense of judgment. (3) Asking can be off-putting and create awkwardness. (4) Asking can put a strain on a relationship. (5) Asking can change the nature of a relationship going forward (and be hard to undo). You can ask—but don’t just “put it out there” without a strategy. Think about whether what you’re asking a specific person makes sense given your level of trust.”
tl;dr:“For those of us with a collaborative leadership style, it’s important to have scripts you can realistically picture yourself saying.” Wes’ underlying rule is by mentioning the cost of going on a tangent, you remind them that the tangent is not free. She shares three different scripts to regain control of a meeting.
tl;dr:“As much as we don’t want to shoot the messenger, we often associate negative feelings with people who tell us bad news. Wes’ principles for delivering bad news are: (1) Avoid negative words, like "however” and “unfortunately.” (2) Avoid giving too many details. (3) Don't accidentally accept blame. (4) Get to your point quickly. (5) Remind the person of their own agency.
tl;dr:“Just because you feel defensive doesn’t mean you should act on your initial impulses. Instead, assume positive intent. Find out more about what caused the person to say what they said. Wes shares a couple of examples of what to initially say and how to respond when receiving negative feedback.”
tl;dr:“Intellectual honesty is the foundation for pretty much all professional and personal growth. If you want to improve at your craft, if you want to become a stronger and wiser operator… Wes discusses what this is and how to tell if you’re being intellectually honest. Ask yourself: Is this true? What evidence do I have for and against this? Am I telling myself a certain narrative to avoid facing a truth I don’t like? How might I recognize the truth in a neutral, objective way?”
tl;dr:“You make decisions, allocate resources, and make plans — all based on words. This is why it’s important that your language accurately reflects a few things: intent, meaning, severity, level of certainty, stakes and power dynamics.” Wes describes how to use words that accurately reflect what you mean.
tl;dr:Wes covers simple ways to derisk the following workplace scenarios:(1) Sharing an idea your colleagues might find controversial. (2) Giving constructive feedback to a direct report. (3) Testing your offer. (4) You made a mistake and need to tell your customer. (5) Troubleshooting a technical issue. (6) Giving feedback to a peer. And more.