Two examples:
1
When a leader was disregarded by a person who was not her peer in front of important investors, she could decide to address it or leave it as the all too prevalent “missing conversation.”
When she mastered being able to ask the honest questions, “Why did you feel it was ok to start the meeting without me?” “Why did you feel it was OK to change the agenda?” “Why did you introduce me, a senior person, as an apology?” “Why did you misstate my role and mislead our guests into believing something else?”
She got prepared using the principles of assertion (vs. aggression), and the conversation was conducted and the air was cleared.
2
An HR Director needed to have the conversation offering feedback that her direct report would not take well. When she worked preparing her message (design, craft, and deliver) and then finding her power by practicing physical expression and presence applications, it was this level of preparation that made this successful.
She was able to get her point across in a manner where it was acceptable to her listener and resolution was made.
In the words of Brene Brown: Clear is Kind. Unclear is Unkind.
