In an increasingly polarized world, leaders who deploy three principles in challenging conversations set themselves apart.

Managers and employees need to have meaningful conversations. In professional collaborations, the reluctance to engage in challenging conversations can unravel the threads that bind a team together.

This Q&A is part of Observer’s Expert Insights series, where industry leaders, innovators and strategists distill years of experience into direct, practical takeaways and deliver clarity on the issues ...

First, I want to acknowledge and celebrate your courage for reaching out, showing your ASK, and requesting support while working in a toxic work culture. It’s not easy and it’s evident that you desire ...

Quick! What’s one thing that everybody tries to avoid even when it’s absolutely necessary? That is, besides getting a root canal? It’s initiating a difficult conversation with one's partner. Starting ...

Today’s very best leaders stand out in great part because they have developed and honed the ability to skillfully handle difficult conversations. It’s this ability to talk with employees about ...

Ever forced yourself to have a tough talk with someone in your life and found success? ‘Say More’ discusses how to have difficult conversations. What does it take to be a good communicator? Do you ...

Most people don’t relish the thought of difficult conversations and research from the Chartered Management Institute found that 57% of managers would do almost anything to avoid one[i]. According to ...

We live in polarizing times and it’s easy for conversation to lead to topics that spark high passions—from politics and climate change to DEI, immigration, or broadly defined human-centric leadership.