There is no doubt you have found a person difficult to work with, we all have at some point in our careers. We sometimes think that speaking up will only make the situation worse. It may lead to silence or violence from the other person and the relationship will deteriorate. So, we decide to stay silent and the problem gets worse.
Then, we get frustrated and we turn to an attitude of violence. When that doesn’t work, we move back to silence. It turns into an ugly downward spiral that can ruin our relationships and results.
When we don’t speak up and hold those crucial conversations, it costs us.
Awhile back, I was fortunate enough to be working with a large healthcare organisation that had five acute care facilities. In the course of my discussions with their employees, I met Norma.
Norma, a wonderful woman, started as a floor nurse in surgery at their largest hospital several decades ago and was now the director of all their operating rooms.
In our discussions, Norma confronted me. She said, “I’m stuck. I’m not getting the results I need. I have two long-term nurses. One’s been here 20 years and the other for 30 years. They’re incredibly skilled nurses, but they’re incompetent in their people skills and it’s creating problems between them and their co-workers. I know if I try to address the problem, things will only get worse and they’ll turn to violence.”
Fortunately, the health care organization was implementing Crucial Conversations principals in their hospitals.
Norma attended the two-day class, and we quickly learned that Norma had been choosing silence. She wasn’t saying anything to the problematic nurses.
When she chose silence, several things happened.
First, she became a silent colluder by allowing that behaviour to continue.
It also looked like Norma was telling herself ugly stories and which led to the situation to get worse. In Norma’s mind, she was a victim, the two long-term OR nurses were villains, and she was helpless to do anything about it.
Norma and I talked through some of the issues and I wished her luck as I left.
Thirty days later, I returned to the hospital and ran into Norma in the hall. She pulled me aside and said, “You’ll never guess what happened! I had that conversation and it couldn’t have gone any better. With my ability to speak up with confidence we stayed in dialogue, and even though they may have been hurt or frustrated, they didn’t turn to violence with me. I was confident we’d get through it. I also approached the conversation with humility because I knew how I approached them would dictate their reactions.”
She said, “Thank you! I can’t believe it actually worked. These skills are like magic!”
What was so important to me was not that skills worked. I already know that. I’ve seen winning situations in organisations that never believed change was possible.
For me, the most important thing was watching someone with very little courage in confrontations learn the skills and gain confidence in their ability to get results.
The solution we’re after is to learn to rapidly improve results, confidence, and relationships by confronting broken promises, violated expectations, and poor behaviour.
Later on, I had the chance to talk to the CEO of Norma’s hospital and we discussed Norma’s success story.
I asked the CEO, “Can you put a price tag on how much it saved the hospital by retaining these two OR nurses?”
He looked at me and said, “I could talk about the costs of bad morale, low productivity, and recruiting new nurses, but right now that’s not what I’m concerned about. What’s so important to me is that that I’ve retained 50 years of OR nursing experience. I don’t think I could put a price tag on that.”
To me, that’s the big win.
If you practice these Crucial Conversations skills, you get out of the dangerous, downward spiral of silence and violence. You can step up with confidence and hold the dialogue and get different and better results.
Learn more about upcoming Crucial Conversations training in your city here.