Robert Glazer

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 asked the group of everyone watching and we say, how many people think that that person knows that

that their job is on the line.

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.

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.

I'll give you the example that I use in my training.

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

And this is kind of, I like to use law and order ripped from the headlines.

I need to tell you some things.

So now there's no sugarcoating it.

So years ago, we had an employee who was very cerebral and let's just call this person Jamie and like to think through things before answering, but they were in a client service role.

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,

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