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The introduction states that Fierce Conversations is a "guide to tackling your toughest challenges and enriching relationships with everyone important to your success and happiness through principles, tools, and assignments designed to direct you through your first fierce conversations with yourself on to the most challenging and important conversations facing you."
Difficult Conversations (HBR 20-Minute Manager Series). Harvard Business Review Press. 26 January 2016. ISBN 978-1-63369-079-0. Gordon, Jon; Kelly, Amy (2024). Difficult conversations don't have to be difficult: a simple, smart way to make your relationships and team better. Hoboken, New Jersey: Wiley. ISBN 978-1394187171.
Sheila Heen is an American author, educator and public speaker. She is the Thaddeus R. Beal Professor of Practice at Harvard Law School, member of the Harvard Negotiation Project, co-founder of Triad Consulting, and author of two New York Times Best Sellers - Difficult Conversations: How to Discuss What Matters Most, [1] and Thanks for the Feedback: The Science and Art of Receiving Feedback ...
Dr. Mark Goulston Dr. Mark Goulston was three times named one of America's best psychiatrists by the Consumers Research Council and now focuses on helping people communicate more effectively in ...
In August 2019, Google issued a new set of community guidelines that banned political discussions at work. The policy states, “While sharing information and ideas with colleagues helps build...
Younger people are used to getting instant, decisive answers to questions with a quick Google search rather than grappling with the unknown and making decisions with limited information or ...
In an organization, communication occurs between members of different hierarchical positions. Superior-subordinate communication refers to the interactions between organizational leaders and their subordinates and how they work together to achieve personal and organizational goals [1] Satisfactory upward and downward communication is essential for a successful organization because it closes ...
Toward the end of a long conversation, Debbie paused, exhausted. “I don’t know what the answer is,” she acknowledged. Except the obvious: “There needs to be more people who can listen,” she said. “I don’t care how much the story makes you sick to your stomach, just listen. Don’t turn your back.”