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Customer Review

232 of 269 people found the following review helpful
5.0 out of 5 stars This Book is REQUIRED READING for my Company!, June 26, 2002
This review is from: Crucial Conversations: Tools for Talking When Stakes Are High (Paperback)
PAY THE [money] this book costs and avoid costly litigation, improve your communication, better manage expectations, defuse pent up emotions, and let your company be more productive!
I just finished Crucial Conversations and the first thing that I did as I laid down the book, was to log on to Amazon and order 30 copies to give to the managers within my company. I am the owner of my company of 600 employees and I am constantly searching for better ways to improve communication among our staff and employees. I am going to make sure that my HR team includes these principles into their training.
As I read through this book, I found that so many of our issues within the company would have been eliminated or diminished if we had embraced and utilized the tools laid out within this book. I could have avoided a costly lawsuit if these principles had been utilized when we were disciplining and eventually terminating an unproductive employee.
The authors have blended the humor of Dilbert, with the vision of Stephen Covey, with the practicality of consultants who have been down in the trenches of some of the biggest corporations in the US. It is an easy and enjoyable read.
I also found as I read the book that I kept thinking about how to use these tools to improve the conversations in my personal life, with my wife and with my children. I would love to see a second book that focused on Crucial Conversations at Home.
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Showing 1-1 of 1 posts in this discussion
Initial post: May 31, 2007 12:47:29 PM PDT
C. E. Howard says:
Sometimes a manager needs to communicate expectations to an employee to avoid misunderstandings. Don't assume your employee can read your mind. Part of the process of progressive discipline is to take things in stages and give the employee the chance to understand performance problems and work on a plan to change the problems. Many managers do not have the patience to do this and this is what creates misunderstandings and fuels anger toward the employee.
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