![]() It also covers elements such as passivity, blaming, manipulation, passive-aggressive, and other common approaches used by leaders to avoid having the hard conversation. There’s an in-depth section exploring the ways leaders bypass accountability for safety and security or certainty. One of the more helpful components is the authors’ identification of common ways leaders take alternative paths to hard conversations or holding others accountable. It discusses basic conflicts as well as ongoing patterns that merit intentional engagement. But the book offers a lot of suggestions and ideas to help address these conversations. There are some aspects of non-directive coaching, but given supervision and accountability dynamics – not all coaching will be able to be non-directive. There is also a lot of added content borrowed from the Vital Smarts book Influencers when discussing how to coach people for change. The book covers a lot of ground – from personal storytelling and identity to conversational dynamics to supporting structures and mechanisms. ![]() ![]() A lot of the book functions like a flow chart to supervising – which is really practical from a reference standpoint. However, there are so many small pieces or elements of this book that a review is tough. There’s some overlap with crucial conversations, but there was sufficient new content that was really helpful. ![]() I’m supervising a lot more people and coaching some others on supervising and have been looking for more tools on how to establish supervising relationships characterized by development and accountability. It used to be called Crucial Confrontations, but the name change was probably a good thing. After reading Crucial Conversations a couple months ago I wanted to also read Vital Smarts’ Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior. ![]()
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