the Difficult Conversations (with Your Boss) Checklist
Let’s just address the elephant in the room. You are dreading the next one-on-one meeting with your boss, aren’t you? It’s required, and your company makes it a periodic requirement.
Sometimes, you will leave the meeting angry, depressed, confused and just plain exhausted.
The first time this happened, you thought –
… one of us had a really bad day!
The second, third and eight time you left the meeting in a similar fashion, you realized, you absolutely dreaded these meetings.
Hint: You are not required to enjoy them.
It would be a mistake to think that every meeting with your manager will be a calm, and civil discussion with you receiving all the recognition that you know you deserve.
No matter what the purpose of the meeting with your manager, there are a few things items to prepare for – for every planned meeting with our manager. Proactively planning these key topics may reduce these “dreaded” one-on-one meetings.
Ever leave the meeting with your boss and realize that you didn’t get what you needed?
Creating a strategy – any effective strategy – for the meeting in the workplace is key to the successful interaction. It is especially critical for communication with your boss, or even your boss’s boss
You can try to create a new strategy for each meeting. You can guesstimate what your manager wants to hear, and what topics will be discussed. But given that you have are currently overworked, and pulled in multiple directions already, your time to develop this before each meeting is in short supply.
Why not keep it simple and straightforward?
Using a method that can quickly be prepared before each meeting.
A quick and easy resource
You may be aware that we develop and deliver live workshops events and digital courses for the workplace here at HobsonTraining.com – and we hope you will join us in the future.
This resource is different, fast and easy.
It is meant to help you narrow your focus for the upcoming difficult conversation, stay on track, and plan your strategy – quickly and immediately.
It involves using our Difficult Conversations Checklist (DCC) – a simple resource that can improve the duration and outcome of the next one-on-one meeting with our manager.
The Difficult Conversations Checklist (DCC) helps you:
- define the key agenda topics towards your meeting goals
- provide strategies to navigate the difficult moments
- focus on the impression you wish to portray during the one-on-one
- plan your meeting exit strategy
Let’s get started
We are offering the Difficult Conversations Checklist (DCC) with an audio discussion for $9.
Download it now and you’ll have the tool to start planning that next meeting within the hour.
Here’s what you get
The core of this mini course is a PDF checklist you can review and complete only – in advance of every meeting with your manager, project manager, or even your manager’s manager.
We also included an audio discussion of the tool with Michel Hobson, HobsonTraining’s chief content officer and founder, to explain each section.
The checklist is designed to be useful for anyone in the workplace – from those working in retail to healthcare to corporate – who want to find a way to improve the quality of the meetings with their boss, and achieve an improved, less stressful result.
You are in this job for a reason – feed yourself and your family, student loans, gain new skills, finance a place to live, etc.
We understand that despite the current difficulty in the workplace with your boss, that today may not be the best time to leave for greener pastures. (though we understand if you are already working on “plan b”. )
The Difficult Conversations Checklist (DCC) will give you a tool that you can modify and utilize to prepare for your conversations with our manager, and help make frequent small steps to a civil working communication style with your boss.
Whether you are a recent college graduate, experience team member, or first line manager caught in the middle, this checklist will help you to prepare – in advance, and with a plan to improve.