Can We Talk? audiobook cover - Seven Principles for Managing Difficult Conversations at Work

Can We Talk?

Seven Principles for Managing Difficult Conversations at Work

Roberta Chinsky Matuson

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Can We Talk?
The Cost of Silence+
1. Confidence+
2. Clarity+
3. Compassion+
4. Curiosity+
5. Compromise+
6. Credibility+
7. Courage+
Actionable Advice+

Quiz — Test Your Understanding

Question 1 of 9
What is the primary consequence of avoiding difficult workplace conversations, according to the text?
  • A. It preserves workplace harmony but slows down project timelines.
  • B. Unaddressed issues turn toxic, inevitably eroding organizational trust and productivity.
  • C. It forces HR to intervene, costing the company thousands of dollars in mediation fees.
  • D. It leads to immediate formal disciplinary action against the avoiding employee.
Question 2 of 9
What common trap did Rishi fall into when he lacked the confidence to ask his boss for a raise?
  • A. He delivered an ultimatum that ultimately resulted in him losing his job.
  • B. He asked a coworker to negotiate with his boss on his behalf.
  • C. He continually had the conversation in his head until he talked himself out of it.
  • D. He focused entirely on his personal financial problems rather than his performance.
Question 3 of 9
According to the principle of clarity, how should you respond if a colleague tries to deflect from their poor performance review by pointing out someone else's worse numbers?
  • A. Empathize with their frustration and agree to review the other person's numbers.
  • B. Immediately end the meeting to prevent the conversation from becoming hostile.
  • C. Point out that the other employee's performance is currently under HR review.
  • D. Steer the conversation back to your concrete objective and stick to the facts about their performance.
Question 4 of 9
Why does the author argue that compassion actually 'trumps clarity' in professional communication?
  • A. Because focusing strictly on business objectives when someone is genuinely struggling damages rapport and misses a chance to build goodwill.
  • B. Because compassionate leaders are statistically more likely to receive promotions and higher salaries.
  • C. Because setting clear objectives often makes employees feel micromanaged and undervalued.
  • D. Because HR policies generally require managers to prioritize personal well-being over performance metrics.
Question 5 of 9
How does the text suggest you can effectively reignite a dialogue if the other person is trying to shut down the conversation?
  • A. By firmly restating your original demand until they acknowledge it.
  • B. By asking an open-ended question that cannot be answered with a simple yes or no.
  • C. By calling in a third-party mediator to keep the discussion moving.
  • D. By pointing out their defensive body language and asking them to relax.
Question 6 of 9
When attempting to reach a compromise, what is a key strategy for ensuring the conversation remains constructive?
  • A. Make sure to convince the other person to agree with your underlying rationale for the decision.
  • B. Avoid taking breaks during the negotiation, as this can cause you to lose momentum.
  • C. Focus on winning the argument first, then offer a minor concession at the very end.
  • D. Prioritize 'I-centric' statements, such as 'I feel overwhelmed,' rather than accusatory language.
Question 7 of 9
Which of the following is highlighted as a guaranteed way to instantly evaporate the professional credibility you have built up?
  • A. Admitting that you do not know the answer to a client's question.
  • B. Deflecting blame for your own mistakes onto someone or something else.
  • C. Asking for an extension on a major project deadline.
  • D. Recommending a risky, unconventional marketing strategy.
Question 8 of 9
What practical advice does the author give for developing the courage to initiate high-stakes, difficult conversations?
  • A. Wait until you feel completely fearless before bringing up the issue.
  • B. Delegate the conversation to a more senior colleague who has more authority.
  • C. Write a script and practice with low-risk conversations to build your confidence.
  • D. Bring up the issue spontaneously during a team meeting so you can't back out.
Question 9 of 9
According to the final summary, which of the following is a surefire sign that your boss might be preparing to have a difficult discussion with you?
  • A. They suddenly start delegating all their high-profile projects to you.
  • B. They terminate previously long conversations after just a minute or two.
  • C. They begin asking for your input on decisions outside your department.
  • D. They schedule weekly one-on-one meetings to discuss your career goals.

Can We Talk? — Full Chapter Overview

Can We Talk? Summary & Overview

Can We Talk? (2021) outlines the seven communication principles essential for successfully navigating difficult conversations in the workplace, be it asking for a promotion, delivering negative feedback, or resolving a professional conflict.

Who Should Listen to Can We Talk??

  • People who struggle to assert themselves at work
  • Employees who avoid having difficult conversations with their managers
  • Managers who wish they could communicate better with their teams

About the Author: Roberta Chinsky Matuson

Roberta Chinsky Matuson is a consultant, executive coach, and keynote speaker with over 25 years of experience. She’s worked with CEOs and C-Suites at Fortune 500 companies like LinkedIn and Microsoft and specializes in talent acquisition and retention.

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