The Disconnect Principle: Eliminate difficult conversations with clarity and empathy. This item is unavailable.The Disconnect Principle: Eliminate difficult conversations with clarity and empathy

The way we traditionally think about feedback, accountability, and performance management prevents us from being the kind of human beings we want to be.

• We carefully prepare scripts that fail us in the heat of the moment.
• We find ourselves slipping into our boss persona so we can pressure, discipline, or coerce others, even when that dark mantle fits poorly.
• We guard our facial expressions and body language to hide our anxiety, doubt, and compassion.
• We often feel miserable and rarely accomplish what we hoped, despite our best efforts.
• We hate feeling mean or insensitive. We'd rather be kind and empathic.
• We know some responsibilities come with the job, whether we like them or not.
• And even when we believe we've said all the right things, having our say may be the sole outcome of a difficult conversation.

Instead of mastering difficult conversations, eliminate them with the Disconnect Principle!

The Disconnect Principle provides the missing link that will change the way you think about feedback, accountability, and performance management forever. This is the approach that will allow you to be the empathic and effective manager, employee, or peer that you would like to be. This is your opportunity to:

• Replace fear and avoidance with timely, confident action.
• Eliminate painful conversations in favor of mutually agreeable problem solving.
• Put an end to continued or worsening problems and enjoy performance enhancing commitment in its place.
• Build trust and collaboration instead of having conversations that damage relationships, sometimes irreparably.

My epiphany occurred when I debriefed a client following a tough conversation with an employee. He walked into that meeting feeling tall and confident after I taught him all the best practices for giving feedback, helped him narrow his focus to a specific observed behavior and its impact, talked about how to frame the conversation and what words to avoid, and discussed ways to resolve the problem. He walked out in pain. When he told me what happened, the Disconnect Principle was born -- I suddenly recognized what was missing from all the advice we have all learned so well.

The Disconnect Principle itself is remarkably simple.

My clients immediately see the power in this approach and "We have a disconnect" becomes an integral part of their daily language. They can quickly appreciate how the Disconnect Principle:

• Shifts the conversation away from judgment
• Avoids triggering defensiveness
• Makes is possible to be objective about what did or didn't happen
• Leads to mutually respectful problem-solving

As usual, simple does not mean easy.

Once I began teaching the Disconnect Principle to my clients, I discovered that embracing it fully is not easy. There are six habits and thought patterns ingrained in our management teaching that minimize our ability to gain the full benefits of the Disconnect Principle. While Chapter 1 introduces the Disconnect Principle, Chapters 2 - 7 address those traps. Without those chapters, you will see some improvement. With them, you will:

• Change your thinking forever
• Change the culture of your organization
• See performance and commitment increase substantially
• Feel more self-confident, fair, and empathic
• Increase clarity of expectations and collaboration toward success

Do yourself a favor, read this clear, pragmatic, atomic book today.

ANN LATHAM, known widely as the Queen of Clarity, is the author of The Power of Clarity, a modern classic; The Disconnect Principle, a game changing paradigm shift that takes the difficulty out of difficult conversations; The Clarity Papers, a guide to better, faster results; and Uncommon Meetings, a short and powerful primer for short and powerful meetings. She is also the founder of US-based consulting firm Uncommon Clarity, which, for 20 years, served clients representing over 40 industries and ranging from organizations such as Boeing, Hitachi, and Medtronic to non-profits such as the Public Broadcasting Service, United Way, and colleges and universities.Ann's advice has appeared in many publications such as The New York Times, Bloomberg, and Management Today. She is also an expert contributor for Forbes.com. One of Ann's fondest moments was when she finally received a framed corporate certificate that was actually worth framing and saving: The Person Most Likely To Dispute Recognized Authorities.