One mayor barrier to success in business and happiness in life is our inclination to avoid conflict—which often means to avoid having a difficult conversation. Learning how to have difficult ...

Most of us don’t wake up eager for a difficult conversation. By their very nature, these conversations can feel uncomfortable, challenging, and awkward. You’ve likely faced one you dreaded, put off, ...

You can spend years building credibility at work and still feel unprepared for the moment you need to say something uncomfortable. That one difficult conversation you wish you could avoid often turns ...

DEAR READER: Are you relying on AI too much in a bubble for confirming your every move? According to a recent study by Stanford, AI is overly agreeable when it doles out interpersonal advice, which ...

If you want to advance in your career, you'll need to have uncomfortable conversations in the office, says workplace expert Henna Pryor. Skillfully navigating tense or awkward interactions, from ...

We’ve all been there: the fluorescent light flickering above, your stomach in knots, voices at the table becoming raised, including your own. Nearly everyone experiences difficult conversations at ...

In the workplace, face-to-face conversation improves the bottom line, leads to higher productivity, and is associated with reduced stress. Recent research supports the business case for conversation.

When the world of work turned upside down in 2020, we quickly adapted to Zoom calls, Slack threads and digital whiteboards. At first, this newfound flexibility felt liberating. But as we settle into a ...

Difficult conversations — whether you’re telling a client the project is delayed or presiding over an unenthusiastic performance review — are an inevitable part of management. How should you prepare ...

This Q&A is part of Observer’s Expert Insights series, where industry leaders, innovators and strategists distill years of experience into direct, practical takeaways and deliver clarity on the issues ...

I have been working in campus law enforcement for over 40 years; 35 of them as a supervisor or director. When it comes to addressing personnel issues, I have a lot of experience. Managing people is, ...