Difficult conversations are one of the most common — and most avoided — challenges in New Zealand workplaces. This category brings together practical, neuroscience‑informed tools to help leaders communicate with clarity, stay calm under pressure, and navigate tough moments without escalation. From addressing performance issues to giving honest feedback and resolving tension, these articles support leaders in building confidence, strengthening relationships, and creating healthier team cultures.
Many people avoid difficult conversations due to underlying fears such as judgment or reprisal. However, leaders must engage in these discussions to prevent issues and improve relationships. Preparation, a centered mindset, clarity of messages, respectful language, and active listening can enhance these interactions, turning them into opportunities for growth and collaboration.
People often avoid difficult conversations due to a fear of conflict and potential repercussions, particularly with authority figures. However, with practice, individuals can enhance their ability to conduct these conversations effectively. Key strategies include regulating emotions, providing constructive feedback, and focusing on understanding to foster positive dialogue and minimize tension.
The CEO Disease is a colourful term for a leadership feedback vacuum. This is where good solid feedback doesn’t make it through to the leader, thereby creating a vacuum where the leader thinks they know what’s going on (and how they are performing), but the reality is quite different.
When we’re listening to someone, there’s often a raft of messaging to make sense of. So which are the parts we really need to act on?
When looking to resolve a conflict, be sure to enter the conversation in the right emotional state.
‘Instant pre-play’ is a performance strategy used in sports psychology. It’s the mind playing-out how you want to perform, right before you’re about to perform.
Ambiguity places one of the biggest stresses on a human being, and there’s an amazing amount of it around!
We can think very differently at times, so how do we ensure this channels into creativity and away from conflict?