Robert Glazer

They don't feel like you're fighting with them and arguing with it.

And then how I was like, I thought everything was going great.

So you just have to, again, eat the key, swallow it and just listen to it.

And what happens is when you watch people do this, again, we don't like to give...

hard feedback so we warm them up with a compliment then we kind of say the thing that we want to say and then we kind of end with a compliment and people just miss it they miss that that was the important part and i've done this training a hundred times after one of these scenarios and we ask the group of everyone watching and we say how many people think that that person knows

that their job is on the line.

It's actually a worse practice.

And no one has ever raised their hand after doing this training because the default of the person is to kind of launch that in.

And our training around this, where we model fake conversations, where employees have to sit down and they only know one side of the story and not the other side, and you watch what happens, you see how poor it is.

When they do it again, it totally changes.

I have the kind of couple lines in the book.

And the last time I had to do this, I just did this.

Because how many conversations has someone told you about where like, yep, I talked to the Pala, I gave her her warning, she understands.

And I got in and I said, this is gonna be a really difficult conversation.

I need to tell you some things.

So now there's no sugarcoating it.

And then Pala's like, I thought everything was going great.

There's times to compliment and otherwise, but when you particularly were talking about a conversation where someone's job might be on the line,

And what happens is when you watch people do this, again, we don't like to give...

You want to be really clear and make sure that they understand that and that they aren't confused with good, bad, good.