How many times have you been reluctant to give negative feedback to a member of your team because you are uncomfortable with the potentially adverse outcome of the conversation? Have you ever decided that you no longer want to work with an unreasonable client, but avoided speaking with him or her about it? Perhaps you are disturbed by the behavior of a colleague at work but instead of confronting him or her, you allow the relationship to deteriorate, which impacts both your business and the morale in the office.
None of these conversations would be easy. In my coaching work, I have found one of the greatest challenges facing financial advisors is the art of having the difficult conversation. While some individuals are comfortable facing conflict head on, most of us often avoid difficult conversations because we are not prepared to deal with the potential discomfort they create.
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