Good Morning from Mr. C

Trap 5 of 6

Trap 4 of 6

Trap 3 of 6

Trap 2 of 6

Trap 1 of 6

Everyone has a different idea of what success looks like. How does this affect our relationships?

Ego gets in the way.

Try your best... In what terms?

How do we build our ability to influence others?

After soliciting feedback and we gain the information we need, we can still mess this process up.

Step 3 of 3

Step 2 of 3

Feedback is super important. Why do we need it when we enter positions of authority?

Ask often. People will not be so forthcoming if they are asked for feedback only once.

High levels of a singular practice of self awareness is ineffective in terms of impact for leaders.

It's one thing to be self-aware, but centering your frame of mind solely on your own experiences does not mean you are putting in the work to be better for others.

Has this idea been pressure tested? How does this idea change how happy people are and how successful they are?

Let's say you are. You proved them wrong. How can you then influence and lead?

People come to conversations meaning well. But sometimes when we are confronted, we feel like we're getting ready for a fight. How do we move away from that?

What's the difference? And how does it affect our conversations?

One of the most important things to consider when giving feedback--tone and utility.

Difficult conversations only get easier with practice. 

Trap 6 of 6

We don't actually communicate as well as we think we do. Sometimes, we believe we've given feedback when we have only implied our message rather than delivering it properly. So... What do we do?

Here are some scenarios where SBI is implemented!

"I want to be the cool teacher." Here's what happens when you don't address the behaviors that negatively affect your relationships with students.

Want to give better feedback without conflict? In today’s audio, I break down the SBI (Situation-Behavior-Impact) model, a simple way to make your feedback clear, direct, and actionable. 

Sometimes conversations are difficult to get started. Here are some ways to get the ball rolling!

When people don't give us the answer we want, we might create a tense conversation. How do we avoid this?

The nutella-filled croissant is often more appealing than the spinach. And feedback is... the spinach.

Instead of demanding that they meet the deadline... find out why it wasn't met. Because sometimes, it's not entirely their fault.

A leader should make spaces where there is room for continuous growth. But how do we get there? 

No one has the energy to have the clarifying conversation. But, that's normal! We are human. But what happens when these important conversations NEVER happen?

You never know what you might discover in conversations with no judgement.