Jefferson Fisher

Hey, I'd like to talk with you about some comments you made at last week's meeting.

Two, you tell them how you want to end the conversation.

I like to begin with, I want to walk away with.

That's a phrasing I like to use.

Hey, I'd like to walk away with X, Y, and Z. So it might be, one, I'd like to talk with you about some comments you made at last meeting.

week's meeting, and I want to walk away with the understanding that that's not going to happen again.

I want to walk away with trusting that you know that's not going to be putting us in a good position.

I want to walk away with X, Y, and Z. There needs to be something you are bringing away, taking away from that conversation.

And three, you get their buy-in into the conversation.

It's where you say, does that sound good?

Does that work?

Can we do that?

And they're not.

And that allows you to continue the conversation knowing exactly how you want to frame it up.

So if you and this other person, you feel like y'all are on ice or it's rocky, get really good, Daylon, on speaking that out loud.

So don't let these moments of hidden tension where it's like unvoiced, go unvoiced.

That is a recipe for disaster.

When there's unspoken expectation and unspoken reaction to things, you can tell that there's something in between you.

I want you to say it out loud.

And I'm not saying you have to like read a magic ball and tell what's going on.