Here is another podcast that examines the questions that regularly arise in our work. This time, Richard and Ricky consider why managers might avoid some of the more big (difficult) conversations that are needed between manager and team members. Often, senior managers assume that these conversations are happening, only to find out as issues escalate that a culture of over-politeness or hoping things will sort themselves out if we ignore them for long enough has sowed ambiguity and misunderstanding. Why do these conversations feel so difficult for managers, and what can we do to ensure that they happen early, ensuring small problems never get to become critical issues?         Richard and Ricky mention a great book on structuring these challenging conversations: Grenny J., Patterson K., McMillan R., Switzler A. and Gregory E.  (2021) Crucial Conversations (Third Edition): Tools for Talking When Stakes Are High.   McGraw Hill

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