- Corporate Culture
- Workforce Effectiveness
- Human Resource Effectiveness
Audience & Industry
- Board Meetings and Executive Briefings
- Senior Management Groups
With two New York Times best sellers and through 20 years at the Harvard Negotiation Project and Triad Consulting Group, Sheila Heen shows us how to engage the conversations that are critical to learning, collaboration, innovation and sound decision-making in your organization.
Collaboration, innovation, high performance and sound decision-making all hinge on leaders’ ability to have difficult conversations and discuss honest feedback when it matters most. In organizations all over the world, these conversations are attempted or avoided every day.
Sheila’s humor, warmth and authenticity make an instant connection with C-suite executives, senior leaders and individual contributors alike. Described as a “rock star” by Duke Corporate Education, the world’s #1 custom education provider, Sheila has received rave reviews at Google and Pixar, Apple, IBM and Microsoft, NASA and the White House, HSBC and American Express, Novartis and Time Warner. Often rated the #1 speaker at conferences and executive education sessions, Sheila does more than inspire. Her work provides solid analytical frameworks and practical skills that enable attendees to put their learning to work immediately in their most important and valuable working relationships.
She is a 20-year member of the world-renowned Harvard Negotiation Project, a Harvard faculty member and co-author of two New York Times best sellers. Difficult Conversations: How to Discuss What Matters Most is used by leaders, educators, families, coaches and diplomats all over the world. In the revolutionary Thanks for the Feedback: The Science and Art of Receiving Feedback Well, Sheila shows leaders how they can transform the culture of learning in their organization not by teaching managers how to give feedback more effectively, but by understanding the universal challenges of receiving feedback well
Plus Acumen:How to negotiate with your Internal Voice
Speaking up clearly and effectively is a critical skill for leaders and team members alike. When people can’t speak up to raise a concern or disagree with the decision in the meeting itself, you have to attend the meeting after the meeting to find out whether you have actual alignment or covert opposition. These all-too-common dynamics can compromise safety, divide teams, waste time and energy, result in poor decision-making or in decisions not being made at all.
And yet, even highly accomplished professionals struggle with the decision to speak up, to communicate decisions clearly or engage disagreement effectively. Meaningful improvement on this front must go beyond motivation, beyond the simple exhortation to “be assertive” or “encourage your team to speak their mind.” It must start by understanding why even confident, well-respected professionals hesitate. Smart leaders worry about creating tension, slowing progress, creating defensiveness, violating cultural norms, or being perceived as a troublemaker or not a team player. And what if they’re wrong about their concerns?
In this session, we examine four common roadblocks to our ability to speak up and offer a menu of options to help each leader create an atmosphere where they and others speak up in ways that will be heard and move the conversations forward.
Difficult Conversations: How to Discuss What Matters Most
Leaders, managers, colleagues and direct reports face difficult conversations every day, and as leaders become more senior, they spend more and more of their time tackling difficult conversations. These difficult conversations—conflicts between functions or geographies with key alliance partners or your biggest clients—are the complex messes that get kicked upstairs because no one below has clear answers. Handling these conversations efficiently is no longer just a good idea, it’s integral to the success of each leader, their division and ultimately, the entire organization. Failure comes at a high cost—conflicts that fester and consume energy, sap creativity and destroy teamwork.
Based on 20 years of work at the Harvard Negotiation Project, this session provides a framework for understanding why some of our most important conversations are so hard, examines the common mistakes we all make, and offers a step-by-step method for handling them with less anxiety and better results. Tailored to the day-to-day challenges leaders face, this session offers insight and strategies for looking beneath the surface to understand disagreement, increase accountability, and manage your own reactions when under stress.
Thanks for the Feedback (Even When It’s Off-Base, Unfair, Poorly Delivered, and Frankly, You’re Not in the Mood)
Sheila was really well received by our 30 leadership employees in attendance. She provided exercises that were both effective and productive given our corporate structure. We only wish we had made more time with her, 2 hours was not enough!Skanska
Difficult Conversations (opens in a new tab)
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Professor of Behavioral Science, University of Chicago Booth School of Business; Author
Organizational Psychologist, The Wharton School of Business; Best-Selling Author; Host: WorkLife, a TED original podcast