INTENTIONAL CONVERSATIONS©

WHY INTENTIONAL CONVERSATIONS ARE IMPORTANT

The Intentional Conversations Impact survey and process

The Intentional Conversations Impact survey and process provides a practical and easy to use method for turning normal everyday conversations into career enhancing and life transforming opportunities.

Benefit to employees and managers
• New Managers who want to establish collaborative and productive relationship with those that report to them
• Veteran managers who want to develop or mentor employees
• New employees who want to establish healthy relationships with their supervisors and co-workers
• Seasoned employees who want to enhance their opportunities for promotion
• Anyone who wants to learn how to use conversation to enrich their life and that of others

Ken has spent more than thirty years as an executive coach and a speaker. His four previous books have sold thousands of copies in 7 languages around the world.
• Intentional Conversations highlights known historical events and reveals the behind-the-scenes singular conversation that led to those events.
• Intentional Conversations uses historical and present-day conversations to teach readers how to use the SECRET process to enhance their success at work and in life.

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Posture

Conversation is based upon an assumed posture. That posture may be a One up, One to One, or One Down.

Taking a One Up Conversation Posture – a person assumes a position of authority by what they say and how they say it.
Taking a One to One Conversation Posture – a person assumes a position of shared authority with another by what and how they say it.
Taking a One Down Conversation Posture – a person yields authority to another by what and how they say it.

Influence

Each person influences what happens in a conversation. Influence may occur in a directive, collaborative or supportive way.

Exerting a Directive Influence – a person determines to direct, command or manage behavior of another.
Exerting a Collaborative Influence – a person determines to share with, join in with or unite with another person.
Exerting a Supportive Influence – a person determines to assist, esteem, or lift up another person.

Response

Every conversation generates some response. The response may be to do, think about or change something.

In a Do Response – a person is motivated to take action.
In a Think Response – a person stimulates another to process ideas.
In a Change Response – a person determines to alter behavior in themselves or another.

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Before

Suspend Status

– What role is status likely to play in the conversation?
– What is your default status with the person(s)?
– What steps can you take to help suspend status?

Empower Each Person

– How can you affirm the role this person plays in the mission of your organization?
– How does this person like to be recognized?
– What can you say to show you have confidence in their ability?

Cultivate Connection

– What steps can you take to positively impact the conversation early on?
– How can you cultivate a ‘win win’ atmosphere?
– What words, ‘trigger statements’ or issues do you need to avoid?

During

Reframe Reaction

– How do I need to revise my response in order to avoid shutting down the conversation?
– What is a good way to reframe their response to reinforce the positive?
– What is a non-confrontational clarifying question I can ask to help me understand better?

Enforce Engagement