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"إن كلَّ ما تحتاج إلى معرفته حول التواصل وبناء العلاقات في العمل سوف تجده هنا! حيث الرؤى القوية والنصائح العملية من إحدى الهيئات الرائدة في العالم بشأن التدريب التنفيذي، وإشراك الموظفين".
-مارشال جولدسميث، مؤلف كتب: - Triggers, Mojo, and What Got you Here Won't Get you There الأكثر مبيعًا حسب نيويورك تايمز.
"مَن ذا الذي لا يتراجع عندما يسمع سؤالَ هل يُمكننا التحدُّث؟ ومع ذلك فإن الحقيقة تقول بأهمية تلك المُحادثات التي نفضِّل دائمًا تجنُّبها، وأنا أحب الطريقة التي ترشدنا بها روبرتا تشينسكي ماتوسون بوضوح لإيصال أصواتنا حتى نتمكّن من قول أكثر الأشياء التي نحتاج إلى قولها. إن هذا الكتاب لا يُقدَّر بثمن بالنسبة إلى القادة وإلى أي شخص يعمل".
- سالي هيلجسين، مؤلفة كتب: How Women Rise, The Female Vision, and The Web of Inclusion.
"لا يوجد شيءٌ أكثر أهمية في العمل من القدرة على التواصل بشكل فعال مع من يرأسونك ومن ترأسهم، وفي كتاب هل يُمكننا التحدُّث؟ تزود روبرتا ماتوسون القراء بإطار عمل يغير من مسار اللعبة، لمساعدتهم على السير بأمان خلال أي محادثة عمل صعبة، مع بناء علاقات قوية بنجاح طوال الطريق".
- لورا هوانج، أستاذة في كلية هارفارد للأعمال ومؤلفة كتاب: Edge الأكثر مبيعًا عالميًّا.
"إذا كنت تتراجع عن قول ما يجب قوله في العمل فكتاب هل يُمكننا التحدُّث؟ هو الكتاب الأنسب لك. فهو لا يضم عناويـن خارجة عن الموضوع، وقراءته لا بد منها لأصحاب الأعمال والقادة والموظفين الذين يتطلعون إلى إيصال أصواتهم وتعزيز مهارات التواصل لديهم".
- دوري كلارك، مؤلف كتاب: Reinventing you وعضو هيئة التعليم التنفيذي بجامعة ديوك.
-مارشال جولدسميث، مؤلف كتب: - Triggers, Mojo, and What Got you Here Won't Get you There الأكثر مبيعًا حسب نيويورك تايمز.
"مَن ذا الذي لا يتراجع عندما يسمع سؤالَ هل يُمكننا التحدُّث؟ ومع ذلك فإن الحقيقة تقول بأهمية تلك المُحادثات التي نفضِّل دائمًا تجنُّبها، وأنا أحب الطريقة التي ترشدنا بها روبرتا تشينسكي ماتوسون بوضوح لإيصال أصواتنا حتى نتمكّن من قول أكثر الأشياء التي نحتاج إلى قولها. إن هذا الكتاب لا يُقدَّر بثمن بالنسبة إلى القادة وإلى أي شخص يعمل".
- سالي هيلجسين، مؤلفة كتب: How Women Rise, The Female Vision, and The Web of Inclusion.
"لا يوجد شيءٌ أكثر أهمية في العمل من القدرة على التواصل بشكل فعال مع من يرأسونك ومن ترأسهم، وفي كتاب هل يُمكننا التحدُّث؟ تزود روبرتا ماتوسون القراء بإطار عمل يغير من مسار اللعبة، لمساعدتهم على السير بأمان خلال أي محادثة عمل صعبة، مع بناء علاقات قوية بنجاح طوال الطريق".
- لورا هوانج، أستاذة في كلية هارفارد للأعمال ومؤلفة كتاب: Edge الأكثر مبيعًا عالميًّا.
"إذا كنت تتراجع عن قول ما يجب قوله في العمل فكتاب هل يُمكننا التحدُّث؟ هو الكتاب الأنسب لك. فهو لا يضم عناويـن خارجة عن الموضوع، وقراءته لا بد منها لأصحاب الأعمال والقادة والموظفين الذين يتطلعون إلى إيصال أصواتهم وتعزيز مهارات التواصل لديهم".
- دوري كلارك، مؤلف كتاب: Reinventing you وعضو هيئة التعليم التنفيذي بجامعة ديوك.
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Published January 1, 2023
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July 19, 2022The only thing worse than having difficult workplace discussions is not having difficult workplace discussions! Draw on the key principles of confidence, clarity, compassion, compromise, curiosity, credibility, and courage to communicate problems and resolve them successfully.
And here’s some actionable advice to get started:
Don’t be blindsided by difficult conversations.
There are a few surefire signs that your boss is about to sit you down for a difficult discussion. They no longer seek out your opinion. Previously long conversations are now terminated after a minute or two. They avoid returning your calls or responding to your emails. If you’ve spotted one, or more, of these signs – act! Brush up on the seven principles of effective workplace communication and get ready to make your case.
---
Confidence is the key to productive communication.
Do you want the bad news or the good news first?
Let’s start with the bad news. There’s no handbook for navigating difficult workplace conversations, no manual on how to ask your boss to stop micromanaging, and no step-by-step guide on how to tell Gary from accounts that he has onion breath.
The good news, however, is that if you understand the seven principles of effective workplace communication, these difficult conversations will start to become a whole lot easier.
So, let’s start with the first of our seven principles: confidence.
Confidence is key to navigating difficult workplace situations productively.
To begin with, you need confidence to initiate conversations. Marketing manager Rishi lacked the confidence to pull his boss aside and ask for a raise, even though he’d taken on more responsibility since his team downsized. Instead, he fell into a common trap. He had the conversation in his head. Over and over and over. Each time, Rishi imagined his boss giving more and more reasons to refuse his raise. Until eventually, he talked himself out of approaching his boss at all. The problem? You can’t anticipate someone else’s reaction. If Rishi’d had the confidence to request a raise, his boss may well have approved it.
Without confidence, you can ignore your gut instincts and derail working relationships in the process. That’s exactly what happened to Danielle, whose boss pulled her up on a shoddy report. Danielle knew the report wasn’t her best work and her gut instinct was to offer her boss an unreserved apology. But self-doubt kicked in and Danielle reached for excuses. She blamed another department for giving her the wrong numbers. She implied her boss hadn’t allocated her enough time to finish the report. Danielle knew her boss wanted her to own her actions but she didn’t have enough confidence to do that. As a result, her relationship with her boss deteriorated.
But, when you are able to inspire confidence in others, you instantly reframe your tricky requests into reasonable asks. Louise had just started a new role when she was obliged to ask for time off to deal with a personal matter. She assured her boss she’d make up the work later. Her boss approved the leave instantly. Why? Well, Louise had already made several deposits into the bank of trust, by working late to meet a deadline and covering for a sick coworker. If Louise hadn’t proven herself a hard worker, her commitment to making up missed work might have just sounded like an empty promise.
In short, confidence is the key to initiating conversations, allowing your best instincts to dictate your dialogue, and priming others to respond favorably to your requests. So . . . should people lacking in self-confidence just give up on difficult conversations now?
Not at all. Confidence isn’t an innate quality but a muscle that can be trained. The Buddha says, “What we think, we become.” So think yourself confident! Start your day with an affirmation, a phrase that clarifies your ambitions and intentions into a positive statement. You can come up with your own, or try these on for size: I can do what I set my mind to. I’m strong and capable. I can rise to any challenge. Once you’re thinking confidently, challenge yourself to initiate difficult dialogues – but, where possible, try and start small. Tackle the least intimidating issues on your to-do list, then work up to bigger problems.
---
Curiosity is a virtue.
Getting in touch with your inner child can pay dividends when it comes to workplace communication. Before you get too excited, We’re not suggesting finger-painting sessions instead of weekly stand-ups or mandatory afternoon naps. But we are suggesting you tap into a childlike sense of inquisitiveness next time you face a difficult conversation.
Kids are full of questions – Why is the sky blue? Why can’t I eat chocolate for dinner? As adults, we’re less likely to ask questions than to form judgments. And more times than not, our judgments are likely to be wrong, or at least only partially right. To get the full picture, you need to get curious, which is our fourth principle.
Asking lots of questions not only helps you get a better handle on the issue you’re discussing, it signals to others that you welcome their input and value their opinions. Questions like, Why do you think this happened? And, What do you think our next steps should be? invite your partner to collaborate on achieving a constructive outcome from your discussion.
Conversations that shut down before you achieve your objective can be frustrating. So, curiosity is your friend, here! When you sense someone is trying to close down a conversational topic, try asking an open-ended question, the kind of question that can’t be answered with a simple yes or no. These questions can reignite dialogue and allow you to steer the conversation back to where you want it.
But, beware of too many conversational tangents. When a dialogue wanders off-topic, that can be because you’re thinking creatively and considering new angles. But, there are times you need to stay on topic and focus on delivering a performance review rather than musing over your favorite ice-cream flavors. There’s nothing wrong with a firm but polite statement along the lines of, “Well, back to the topic at hand – let’s take a look at those conversion metrics.”
---
Build credibility to win better communication outcomes
As you work your way up the corporate ladder, there are a few things you can expect to automatically accrue along the way: more money, more status, and a more impressive job title. But there’s one quality that won’t automatically accrue no matter how close you get to the C-suite – and it also happens to be a prerequisite for professional success. I’m talking about our sixth principle: credibility. You can be an intern, yet still inspire trust and confidence in others. And you can be a CEO, yet still struggle to bring others on board with your vision.
Luckily, credibility is a quality that you can cultivate. Here’s how:
This may sound obvious but make sure you know what you’re talking about. Learn about the field you’re working in – and remember, developments in your area will continue to take place long after you’ve received your qualifications. Stay on top of current research and trends. The same principle applies to meetings and presentations. If you’re pitching a client, make sure you’ve researched their business model thoroughly. If you’re attending a budget meeting, have the latest figures on hand.
Next, aim for consistency. Acing a presentation or dazzling a client once won’t win you credibility points. But making a habit of performing your work to a high standard will. So will consistently prioritizing your team’s success above your own, responding promptly to requests and queries, and completing projects on deadline. When people know they can count on you, that’s when they see you as credible.
Finally, own your mistakes. You can be knowledgeable, skilled, and a consistent high performer and still make mistakes. That’s okay! But the moment you deflect blame for your failures onto someone or something else, all that credibility you’ve worked so long to build up evaporates. If you make a mistake – and you will – take full responsibility for it. What’s more, share your learnings. Say something like, “I rushed those proofs through without seeking input from the graphics department – I know now how important their input is at this stage and I won’t do it again.”
So, how does credibility come into communication specifically, you might ask? It’s simple. If you demonstrate credibility in what you do, during conversations your colleagues will trust in what you say. Do you want to push an employee to take on a new role? Recommend a left-field new hire to the hiring manager? Implement a new high-risk, high-reward marketing strategy? If your partner thinks you can walk the walk as well as talk the talk – that is, if they trust you – then you’re much more likely to get a positive response.
And here’s some actionable advice to get started:
Don’t be blindsided by difficult conversations.
There are a few surefire signs that your boss is about to sit you down for a difficult discussion. They no longer seek out your opinion. Previously long conversations are now terminated after a minute or two. They avoid returning your calls or responding to your emails. If you’ve spotted one, or more, of these signs – act! Brush up on the seven principles of effective workplace communication and get ready to make your case.
---
Confidence is the key to productive communication.
Do you want the bad news or the good news first?
Let’s start with the bad news. There’s no handbook for navigating difficult workplace conversations, no manual on how to ask your boss to stop micromanaging, and no step-by-step guide on how to tell Gary from accounts that he has onion breath.
The good news, however, is that if you understand the seven principles of effective workplace communication, these difficult conversations will start to become a whole lot easier.
So, let’s start with the first of our seven principles: confidence.
Confidence is key to navigating difficult workplace situations productively.
To begin with, you need confidence to initiate conversations. Marketing manager Rishi lacked the confidence to pull his boss aside and ask for a raise, even though he’d taken on more responsibility since his team downsized. Instead, he fell into a common trap. He had the conversation in his head. Over and over and over. Each time, Rishi imagined his boss giving more and more reasons to refuse his raise. Until eventually, he talked himself out of approaching his boss at all. The problem? You can’t anticipate someone else’s reaction. If Rishi’d had the confidence to request a raise, his boss may well have approved it.
Without confidence, you can ignore your gut instincts and derail working relationships in the process. That’s exactly what happened to Danielle, whose boss pulled her up on a shoddy report. Danielle knew the report wasn’t her best work and her gut instinct was to offer her boss an unreserved apology. But self-doubt kicked in and Danielle reached for excuses. She blamed another department for giving her the wrong numbers. She implied her boss hadn’t allocated her enough time to finish the report. Danielle knew her boss wanted her to own her actions but she didn’t have enough confidence to do that. As a result, her relationship with her boss deteriorated.
But, when you are able to inspire confidence in others, you instantly reframe your tricky requests into reasonable asks. Louise had just started a new role when she was obliged to ask for time off to deal with a personal matter. She assured her boss she’d make up the work later. Her boss approved the leave instantly. Why? Well, Louise had already made several deposits into the bank of trust, by working late to meet a deadline and covering for a sick coworker. If Louise hadn’t proven herself a hard worker, her commitment to making up missed work might have just sounded like an empty promise.
In short, confidence is the key to initiating conversations, allowing your best instincts to dictate your dialogue, and priming others to respond favorably to your requests. So . . . should people lacking in self-confidence just give up on difficult conversations now?
Not at all. Confidence isn’t an innate quality but a muscle that can be trained. The Buddha says, “What we think, we become.” So think yourself confident! Start your day with an affirmation, a phrase that clarifies your ambitions and intentions into a positive statement. You can come up with your own, or try these on for size: I can do what I set my mind to. I’m strong and capable. I can rise to any challenge. Once you’re thinking confidently, challenge yourself to initiate difficult dialogues – but, where possible, try and start small. Tackle the least intimidating issues on your to-do list, then work up to bigger problems.
---
Curiosity is a virtue.
Getting in touch with your inner child can pay dividends when it comes to workplace communication. Before you get too excited, We’re not suggesting finger-painting sessions instead of weekly stand-ups or mandatory afternoon naps. But we are suggesting you tap into a childlike sense of inquisitiveness next time you face a difficult conversation.
Kids are full of questions – Why is the sky blue? Why can’t I eat chocolate for dinner? As adults, we’re less likely to ask questions than to form judgments. And more times than not, our judgments are likely to be wrong, or at least only partially right. To get the full picture, you need to get curious, which is our fourth principle.
Asking lots of questions not only helps you get a better handle on the issue you’re discussing, it signals to others that you welcome their input and value their opinions. Questions like, Why do you think this happened? And, What do you think our next steps should be? invite your partner to collaborate on achieving a constructive outcome from your discussion.
Conversations that shut down before you achieve your objective can be frustrating. So, curiosity is your friend, here! When you sense someone is trying to close down a conversational topic, try asking an open-ended question, the kind of question that can’t be answered with a simple yes or no. These questions can reignite dialogue and allow you to steer the conversation back to where you want it.
But, beware of too many conversational tangents. When a dialogue wanders off-topic, that can be because you’re thinking creatively and considering new angles. But, there are times you need to stay on topic and focus on delivering a performance review rather than musing over your favorite ice-cream flavors. There’s nothing wrong with a firm but polite statement along the lines of, “Well, back to the topic at hand – let’s take a look at those conversion metrics.”
---
Build credibility to win better communication outcomes
As you work your way up the corporate ladder, there are a few things you can expect to automatically accrue along the way: more money, more status, and a more impressive job title. But there’s one quality that won’t automatically accrue no matter how close you get to the C-suite – and it also happens to be a prerequisite for professional success. I’m talking about our sixth principle: credibility. You can be an intern, yet still inspire trust and confidence in others. And you can be a CEO, yet still struggle to bring others on board with your vision.
Luckily, credibility is a quality that you can cultivate. Here’s how:
This may sound obvious but make sure you know what you’re talking about. Learn about the field you’re working in – and remember, developments in your area will continue to take place long after you’ve received your qualifications. Stay on top of current research and trends. The same principle applies to meetings and presentations. If you’re pitching a client, make sure you’ve researched their business model thoroughly. If you’re attending a budget meeting, have the latest figures on hand.
Next, aim for consistency. Acing a presentation or dazzling a client once won’t win you credibility points. But making a habit of performing your work to a high standard will. So will consistently prioritizing your team’s success above your own, responding promptly to requests and queries, and completing projects on deadline. When people know they can count on you, that’s when they see you as credible.
Finally, own your mistakes. You can be knowledgeable, skilled, and a consistent high performer and still make mistakes. That’s okay! But the moment you deflect blame for your failures onto someone or something else, all that credibility you’ve worked so long to build up evaporates. If you make a mistake – and you will – take full responsibility for it. What’s more, share your learnings. Say something like, “I rushed those proofs through without seeking input from the graphics department – I know now how important their input is at this stage and I won’t do it again.”
So, how does credibility come into communication specifically, you might ask? It’s simple. If you demonstrate credibility in what you do, during conversations your colleagues will trust in what you say. Do you want to push an employee to take on a new role? Recommend a left-field new hire to the hiring manager? Implement a new high-risk, high-reward marketing strategy? If your partner thinks you can walk the walk as well as talk the talk – that is, if they trust you – then you’re much more likely to get a positive response.
December 21, 2021
Big thanks to NetGalley and the publisher for my e-copy. ‘Can We Talk?’ is an insightful read showing everyone how to handle hard conversations at work (but also generally in life) and how to become better at communicating with people. It’s filled with real life examples, and questions you should ask yourself before approaching hard conversations and as a result, becomes more practical in nature.
While ‘Can We Talk?’ has been genuinely useful and interesting read, I think it’s better suited at those at managerial level of their respective jobs. While it can be helpful, to an extent, to anyone, most advice would me predominantly applicable to those managing other people and situations arising from that.
While ‘Can We Talk?’ has been genuinely useful and interesting read, I think it’s better suited at those at managerial level of their respective jobs. While it can be helpful, to an extent, to anyone, most advice would me predominantly applicable to those managing other people and situations arising from that.
October 11, 2021
Amazing book!
So glad I found this book. As a people leader, from time to time I’m faced with having a difficult conversation. Although I consider myself skilled in this area, I still got a ton out of this book. Roberta has amassed an incredible amount of insight on this topic, as she’s been a top coach to some of the world’s best leaders. I felt like she was coaching me directly and will be recommending this book to my team.
So glad I found this book. As a people leader, from time to time I’m faced with having a difficult conversation. Although I consider myself skilled in this area, I still got a ton out of this book. Roberta has amassed an incredible amount of insight on this topic, as she’s been a top coach to some of the world’s best leaders. I felt like she was coaching me directly and will be recommending this book to my team.
July 18, 2022
Takeaways ❤️
Talk Confidently. Dont be Afraid to tell how u feel
Be clear what u want to achieve in ur application. And also tell what will be the problem if u will not get. Be ready before giving a threat.
Target their compassion.
Instead of judging ur co workers, ask questions about their behaviour
Be respectful, create a win win situation
Talk Confidently. Dont be Afraid to tell how u feel
Be clear what u want to achieve in ur application. And also tell what will be the problem if u will not get. Be ready before giving a threat.
Target their compassion.
Instead of judging ur co workers, ask questions about their behaviour
Be respectful, create a win win situation
October 14, 2024
I thought this book was really informative. It is well written and, whilst the advice is not earth-shattering, it is really useful and the author has broken it down into seven easy-to-apply principles. I would recommend this book for anyone.
November 8, 2021
The undisputed leader of talent attraction and retention in the workplace is back with and insightful and practical book for managing difficult conversations at work. Matuson has written a book that will help people who are struggling to have difficult conversations at work. The book is excellent for both the leaders and employees in any organization. The principles she covers are easy to understand but also incredibly helpful. I love Roberta's writing style and the way she guides the reader through each section. She challenges the reader to deal with their own filters and biases and offers powerful strategies for listening, speaking, and framing to achieve the best results. This book is a must-read for anyone in leadership or who manages people in any way.
Difficult conversations don't have to be so difficult.
Difficult conversations don't have to be so difficult.
June 8, 2023
Summary at: https://www.getabstract.com/en/summar...
Take-Aways
Businesses lose time and money when employees avoid difficult conversations.
To navigate tricky conversations, adopt seven principles: confidence, clarity, compassion, curiosity, compromise, credibility and courage.
First, to discuss a tough topic, you must corral your confidence.
Second, embrace clarity by identifying your desired outcome before engaging in conversation.
Third, demonstrate compassion by communicating from a place of empathy.
Fourth, be curious about others’ experiences, and ask the right questions.
Fifth, compromise involves making concessions so that both participants feel they’ve won something.
Sixth, to build credibility, start by cultivating your self-belief.
Seventh, summon courage to tackle the most difficult workplace conversations.
Take-Aways
Businesses lose time and money when employees avoid difficult conversations.
To navigate tricky conversations, adopt seven principles: confidence, clarity, compassion, curiosity, compromise, credibility and courage.
First, to discuss a tough topic, you must corral your confidence.
Second, embrace clarity by identifying your desired outcome before engaging in conversation.
Third, demonstrate compassion by communicating from a place of empathy.
Fourth, be curious about others’ experiences, and ask the right questions.
Fifth, compromise involves making concessions so that both participants feel they’ve won something.
Sixth, to build credibility, start by cultivating your self-belief.
Seventh, summon courage to tackle the most difficult workplace conversations.
January 1, 2022
Reading “Can We Talk” is like having a conversation with a real person talking about awkward moments as well as successful conversations. This makes Roberta Matuson’s advice authentic.
There were times I thought a conversation went as well as expected. I wonder if I managed prior conversations differently would I have needed “that” conversation and if it was needed could I have expect better results.
I lead consensus conversations with numerous parties with wildly different positions. Now I consider each parties’ position and their constituents. Going forward, I will also consider everyone’s social style to individualize my conversation within the larger group.
There were times I thought a conversation went as well as expected. I wonder if I managed prior conversations differently would I have needed “that” conversation and if it was needed could I have expect better results.
I lead consensus conversations with numerous parties with wildly different positions. Now I consider each parties’ position and their constituents. Going forward, I will also consider everyone’s social style to individualize my conversation within the larger group.
October 16, 2021
This is a well-structured book on dealing with different difficult situations in business and life and a strategic planning for conversations connected to those situations. The author has outlined a set of principles that can help in leveraging situatuons, preparing and leading difficult conversations. The principles (in no particular order) include confidence, clarity, curiosity, compassion, compromise, courage, credibility. Additionally, the stories and situations used as illustrative examples were very helpful in understanding of principles application.
December 7, 2021
I've read numerous books over the years centered around managing difficult conversations, and I've actually found a few of them to be quite interesting and informative. But Matuson's book takes the reader to another level on this very important topic. Can We Talk goes beyond the theoretical, serving up numerous real-world, street-level ideas for successfully navigating challenging discussions in the workplace (or anywhere else, for that matter). This book should be required reading for both people leaders and their employees. Its practicality is profound and far-reaching.
Want to read
December 16, 2021Anyone who has ever owned a business small or large knows how challenging relationships at work can be. Difficult conversations feel like landmines to avoid—which of course, only makes matters worse. In Can We Talk? Seven Principles for Managing Difficult Conversations at Work, Roberta Matuson provides pragmatic advice on how to effectively handle whatever situations may come your way. I’ve already applied what I learned in this book and have experienced great success. Buy this book. You won’t regret it.
December 21, 2021
Wow do I wish I had this book earlier in my career! Roberta presents the information in reasonable amounts in each section, allowing the reader to really focus on each topic. Her examples are ones we can probably all relate to, making the material accessible to readers. Whether you are the manager or the one being managed, this book is invaluable. Not only will I be reading it another time through (with a highlighter this time!), but I will be gifting it to those starting out in their careers.
October 16, 2021
What a great book!
As an executive, I’ve read a lot of books on leadership, but none like this one. Roberta’s advice is spot on and based on years of experience working in the executive suite. Her stories are a great reminder of the importance of clear communication up, down, and across the organization, and make what could have been a dry topic, an enjoyable read. I highly recommend this reading!
As an executive, I’ve read a lot of books on leadership, but none like this one. Roberta’s advice is spot on and based on years of experience working in the executive suite. Her stories are a great reminder of the importance of clear communication up, down, and across the organization, and make what could have been a dry topic, an enjoyable read. I highly recommend this reading!
October 16, 2021
Once again, Roberta Chinsky Matuson has hit it out of the park with her latest guidebook for executives. Can We Talk offers a practical approach to those dreaded workplace conversations. Roberta is keenly aware that communication is the most important job-related skill, and wants to make sure both parties get it right!
Her examples are relatable and her key learning points are a reference you will want to review on a regular basis. Joan Rivers would be proud!
Her examples are relatable and her key learning points are a reference you will want to review on a regular basis. Joan Rivers would be proud!
December 10, 2021
Roberta provides a practical framework for having difficult conversations at work. If you tend to shy away from awkward or uncomfortable conversations with your coworkers or boss, her seven principles will help you approach them in a positive, productive way. As someone who writes about how to talk to your kids about money (often a difficult or taboo topic), I enjoyed reading the story about her daughter, the bank, and compound interest!
June 25, 2022
I enjoyed this book! It was an assignment for a graduate class, and I don't usually enjoy a lot of "leadership" or "motivational" books. But I enjoyed Matuson's straightforward style and gentle humor as she gave practical tips for handling difficult conversations with coworkers. I can always tell I'm enjoying a book when I start reaching for a pen so I can annotate it. :-) I marked several passages to review the next time I'm facing a difficult conversation.
March 28, 2022
Roberta takes you through the seven C's of effective communication in her newest book, "Can We Talk". Equally important, she highlights five key signs that flag communication failure. If you seek to improve your communication skills, this book will be a valuable addition to your toolkit.
Thanks to the publisher for my e-copy of ‘Can We Talk?’.
Thanks to the publisher for my e-copy of ‘Can We Talk?’.
October 20, 2024
3.5 stars. Some great insights, but I wasn’t a fan of most of the writing style and most examples were m too exaggerated in my opinion (or maybe too American and people really act crazy in the workplace there 😅).
July 17, 2023
كتاب جميل ومفيد ومهم. كل حد بيشتغل لازم يكون عارف اساسيات الحوار والحديث لخلق بيئة عمل صحية لنفسه
December 18, 2023
This is a really good guide to how to have difficult discussions with another person. It's still not easy, but at least you've got an idea where and how to start. Read it.
April 15, 2024
Informative | Coach Approach | Professional
This was a great listen. I appreciated the examples and feedback on how to navigate difficult conversations.
This was a great listen. I appreciated the examples and feedback on how to navigate difficult conversations.
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