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Crucial Accountability — first chapter
On broken commitments, and the conversation you have about them
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The sequel to Crucial Conversations, about the conversations you have when someone does not deliver on what they promised. This chapter shows why holding people accountable so often ends in either silence or a dressing-down — and rarely in anything between the two.
What this chapter covers
- The difference between a crucial conversation and an accountability conversation
- Why unmet commitments compound into a pattern
- How to open the conversation without it becoming an accusation
- What teams pay for the conversations they never have
Who it is for
Anyone accountable for results delivered by other people who finds that raising the issue still feels uncomfortable.
What participants say about the training
“je wordt je bewust gemaakt van hoe het in je brein werkt. Ik vond dat echt een eyeopener. daarnaast praktische handvatten aangereikt gekregen.”“Een goed hulpmiddel. Focus op dialoog en zicht op veiligheid en het herkennen van vecht- en vluchtgedrag.”“Zeer goed om inzichtelijk te krijgen in eigen doen en laten, afgewisseld met praktische oefeningen en pauze momenten om het even te laten bezinken. Het geeft goede handvatten om mee verder te gaan en in oplossingen bezig te zijn.”Reading the chapter is one thing. Doing it differently on Monday is another.
In the training you practise the skills from this book on your own situations, until you actually use them under pressure.
Crucial Conversations® for Accountability