Episode 276: How to have hard conversations
In today's episode, Fiona shares 10 helpful tips on how to have hard conversations with a business partner, supplier & so much more. Are we really looking at it from this other person's perspective or are we blind to our own little bubble? Tune in!
Topics discussed in this episode:
Introduction
Keeping an open mind
Mapping out your objectives
Educate people in an approachable way
Having a business coach as a mediator
Sleep on it if you don't think it can be resolved in that time
Boundaries
Considering the welfare of others
Conclusion
Get in touch with My Daily Business Coach
Resources and Recommendations mentioned in this episode:
You have to know your boundaries and to know, "Okay, I have tried to do this, I have tried to do it in a way that we can both be respectful." I don't feel that you're being respectful to me. I feel like you're crossing numerous boundaries. I'm going to stop this. You want to be clear on your boundaries and not bend so far backward that you get out of it. And yes, you're both amicable, but you feel like you've been completely taken advantage of.
Welcome to episode 276 of the My Daily Business Coach podcast. Today you're listening to a coaching episode and it is incredibly important, particularly if you're listening to this in real-time on today's date in Australia, also for business owners, for personal life, for all sorts of things. Make sure you stick around for that. Of course, especially on today's date, I like to acknowledge the traditional owners and custodians of the beautiful land on which I record this podcast. And that is the Wurrung and Wurundjeri people of the Kulin Nation. And I pay my respects to their elders, past, present, and emerging, and acknowledge that sovereignty has never been ceded. And I also acknowledge that today is an incredibly complex day for people in Australia, particularly for our indigenous and First Nations people, because there is so much conversation going on.
Some of it is great, and some of it is not helpful. I think even as somebody who is not indigenous or First Nations, I am saddened by the abuse and hate that is going on. I cannot even imagine what it must feel like for people who are First Nations and indigenous. I know that I have a wide variety of people that listen to this podcast and I will often get a lot of DMS when I talk about things like this from people with all sorts of perspectives, some similar to me, some very different to me. I think it's important to have those conversations. But I just want to acknowledge that today is an incredibly painful day for our First Nations and indigenous people. And to know that I'm sending you if you are part of that beautiful civilization if you are part of, I think it's the oldest living civilization in the world, that I'm sending you a huge hug and that there are all sorts of people out there that are giving support and trying to change things. Let's get into today's coaching episode.
Today, I had this on the calendar many months ago. I looked at the date, the corresponding date that this was coming out and I thought, "wow, very apt." Today I'm going to talk about how to have hard conversations. Now, this may be something that if you're listening to this in real-time, perhaps you are having these very hard conversations today with maybe members of your family, or maybe you are working today and you are having these conversations with staff or other people that may disagree with what you're talking about. Or it could be that you're not listening to this and maybe you're not even in Australia and you have no idea what we're talking about on the 26th of January. But if you're listening and maybe you run a business and you're thinking, "I just have this staff member who is toxic to the rest of the company."
Maybe have a supplier that is just letting you down time and time again. Or maybe you have just found out that something has happened in the business and you need to confront it, but you are a little worried because it is going to involve a hard conversation. Today I'm going to run through 10 ways to have hard conversations. I'm in my forties and I would guess that pretty much every one of us has had to have a hard conversation at some point. It could be a hard conversation with your parent, it could be a hard conversation with your kid, it could be a hard conversation with your partner. Maybe you asked for a divorce at some point. It could be all sorts of conversations. Things don't always go smoothly. Things don't always go to plan.
We are not surrounded by robots that have the same thoughts as us at all times. We will come up against things time and time again, whether it's in business or friendship, or in relationships where we have to have a hard conversation. Now, it will depend on your personality whether you confront those things head-on or if you wait and have those conversations later. Today when I'm giving you these tips, they are general, and obviously, they are things that I know have worked for myself, but also some of my clients. However, take them as you wish. But I just hope that they do help you have those difficult conversations, which can be incredibly confronting to have. I know that when I've had to have them in my business, it has been something I've lost sleep over and I have dissected.
I would say that I'm pretty fine with confrontation. Even with that knowledge of myself and that I'm okay to confront things and I've confronted many things in my personal life and my professional life, I don't shy away from confrontation. But even with that knowledge of myself, I have still found times when it has been so difficult to have that conversation and when I've had to work through each of these steps. I hope that they help. I'll get on with this. Step one, I think the first thing to keep in mind when you're having any difficult conversation is to keep an open mind. And that can be one of the hardest things to keep because we can be so fixated on wanting to be right and wanting the other person to see our point, that we forget to be open-minded to all of the conversation.
It is a conversation. It is not a one-way attack, it is a conversation. One of the things that I say a lot when I work with people and I use it, and every workshop that I do is a piece of advice that one of my managers gave me years and years ago, which is, “always start with the same energy that you want to have when you finish.” Whether you are starting a workshop, whether you are starting a conversation, whether you are starting a panel, whether you are doing a keynote talk, whether you are walking into a classroom to teach people, take a minute and get your energy right and think about how do I want to feel at the end of this? If you're going into a difficult conversation, you don't want to necessarily come out of that. I mean, you are hoping for the best.
You're hoping that we can figure out this together, that the other person that you're having the conversation with, and that you both walk away calmly and see each other's point and cool and all of that. If you want to have that feeling at the end, then you need to start with that feeling and bring that energy into the situation. Instead of going in all guns blazing and like, "I'm going to tear that person to shreds" you want to take a minute and think, "how do I want to feel at the end of this?" How can I take a second to garner and harness that energy and bring that into the conversation with an open mind? That's the first one to have an open mind to this conversation and to not go in with, I'm right and I'm not going to listen to anybody else.
Even if you feel that, even if you are determined that this person is wrong or toxic or just is seeing things completely the wrong way, you need to have the energy that it's an open discussion. Otherwise, you are going to be met with the same energy from their side and nothing's going to happen, nothing's going to change. That is number one, keep an open mind and take on board that whatever energy you bring into that conversation is going to have a massive impact on that conversation. Number two is to take the time to plan and map this out ahead of time. Now what I mean by that is, if you are going to be talking about something where perhaps you're not an expert at that, let's say for example there has been a situation in your business where a member of staff has spoken down to another member of staff or has said something that is maybe bordering on ableism or racism or sexism or ageism or any of those things.
Maybe you are not an expert. We all are an expert to some degree on some of these things, especially if we have lived experience of that. However, let's say you've had sexism, let's just talk about that as an example. Let's say you are a male leader and speaking to another male. You may not have received or have lived experience of sexism as a female, you may bring in an expert in that. You may have mapped this out and thought, “where are the gaps?” What I'm going to do is I'm going to bring in an expert to be part of this conversation. Likewise, with diversity and inclusion or likewise with any part of things that go on that we need to as leaders in business quash, we need to make sure that we're having these conversations with people so they understand what was wrong and that it can't happen again.
We're educating people, but educating people in an approachable way where they're going to hear what we are saying and that it's not just a fight against each other. The second point is to map out this. Maybe it's something completely different, maybe it is you've got a member of staff who maybe has been slacking off or maybe has been making a lot of mistakes, and maybe that's unusual for that member of staff. You want to think that actual examples where that person says, "I don't think that's happening at all." I have not made any mistakes. It's not ambushing people, but it's having certain things written down so that you go into that meeting equipped. If they have said, "I don't think I've made any mistakes," maybe they don't feel like they have.
It's about bringing up some of these instances and examples in nice energy, the good energy way, and alerting them that maybe they forgot or maybe they have had a stressful period in their personal lives and that is meaning that they're coming into work maybe not at a hundred percent that they're usually coming in at. Mapping that out is also about figuring out what am I trying to achieve by having this conversation. And even if it's in your personal life, it's thinking, what do I want to achieve? I may not change that person's perspective overnight, but what I'd like to do is educate them. Maybe you have somebody in your life who is perhaps not open to change when it comes to saying political things or certain discussions that you are offended by and maybe incredibly rightly so.
You want to have this conversation with them to acknowledge why you're feeling like that. But also to perhaps educate them. Maybe they're just not aware that they're doing things. I know that some people may listen to this and think they're very aware of what they're doing and everyone has different situations. This is a very big spectrum that we're talking about when we talk about hard conversations. But perhaps things may need to be said, but you want to think about what is the objective of saying it. Am I saying it to truly enlighten them and to be like, "it is my responsibility to enlighten you and educate you because I don't think anyone else is doing it? And you need to be aware of what you're doing.” Let's say, for instance in the staff member example, that you want to give them a warning and that both of you are on the same page about where they're sitting right now with their employment.
Is it that you have certain policies in place at your work and you're just not sure that they're even aware that those things, maybe they'd never read them in the HR onboarding. You want to be clear that this is how we run the business, these are our values and you need to be living by them if you want to work here. Or maybe it could be in a relationship where you are thinking maybe I just don't feel like I'm being heard right now and I don't think that you are even aware of what you're doing. I want to have that conversation and my objective is to make them aware of the situation and to look at some solutions that we can work on together. You want to map out as much as you can ahead of time, what you want to say, what they may say, any examples of things.
Again, even in that family situation where you are talking to somebody who is perhaps being factually incorrect in what they're talking about or ignorant in what they're talking about. You want to have examples because quite often people will get defensive. Again, this brings in the energy part of it. You don't want to be attacking people because you're not going to get the best out of them. The whole situation, the whole reason for having the hard conversation may come tumbling down. But you want to have examples, really clear examples that you can calmly talk about, and you only can get to those if you map this out ahead of time so that you're not coming in impulsively and having these conversations that are loaded with emotion and you don't have clear examples of things that have happened that perhaps have offended you or perhaps you think are completely ignorant in today's day and age.
That's number two. Or maybe ignorant at any day and age I should say. Take the time to map that out, and figure out do I need, let’s say an external consultant to come in. Do I need to do some research? Do I need to do some education myself before I have this conversation with somebody? Map that out. That's number two. Number three, and this is probably the hardest, one of the hardest things is to try and see it from their perspective. You don't need to agree with their perspective, but you may want to see it from their perspective or do some research as to why they may think this. Let's say in the pandemic, they are people that are anti-vax, some people are pro-vax, and some people are just pro-choice, and each of those groups will have reasons for why they believe certain things.
Now, you may not agree, you might be on one end and be like, "how can anyone think like that?" Do you want to maybe do some research into why they think that? What are the fears that they have around this? I know that when, and I'm probably going to get blasted for this because I have every other time that I've talked about political stuff, but I know that when Donald Trump was running again, I just purely could not understand how anyone could back him. I couldn't, it was outside of my realm. However, I did so much research, I went into all sorts of groups on Facebook, and I read all sorts of certain channels and media because I was trying to understand how is it that people believe this stuff. Likewise, I'm sure there are plenty of people on that side going, "we can't see."
We're blind sometimes to our little bubble. What you want to think about is, am I really looking at it from this other person's perspective and maybe how they were raised or I'm not looking for excuses? You are not trying to condone certain behavior or to say I agree with them but to research where they are coming from. How is it that this is happening? I have to say that even though I was looking through lots of stuff and thinking how I am just totally disgusted by a lot of stuff, I've started seeing how if you were in a certain particular situation, maybe you could see this person in a particular light. Just having that knowledge and not closing yourself off. Because what we can do, and we've seen this through all the studies that have been happening around Meta and Facebook, and you just have to look at the social dilemma movie to see this, but, and all the other movies that have been made about social media, we can exist in this little bubble where everyone thinks the same way that we think.
When we see somebody think differently, we are like, "how could they think like that?" We're like, "who are they?" Where did they come from? It's like a martian or an alien or something that we are like, what, I don't understand you because everyone around me thinks like this, we must be right. We can get into that bubble of not just what people think, but what people wear and what they're listening to and it begets itself. You want to take that time to see something from their perspective and to maybe educate them. This is where sometimes we do have to do the work, and I'm not talking about doing the work in terms of the emotional labor of say, "People who are black should do the work that white people should be doing for sure."
But I'm saying, let’s say it's a family member and you don't think that they've ever actually been educated on this or they're not aware of certain things, then that is where are you taking the time to research to figure out where are they coming from, where are they meeting me from? You're going to have a better response and you're going to be able to perhaps go into that difficult conversation armed with a bit of an understanding of where they are coming from as well. Number four, and this, again, may be relevant, it may not, but it's to set a structure. Now I'm somebody who likes structure. Especially when things are charged and heated, it may be, “Okay, what I want is that you are going to talk about this situation for X amount of minutes. I'm going to listen, I'm not going to say anything.”
I would also like that same respect back when I am going to talk about my viewpoint and where I'm coming from and you are going to listen and we're going to think about some solutions that we can come up with. It can work in a, particularly in a work environment. This is what happens a lot, especially if you're getting HR involved. Everything has to be very equal and rightly so. But to take that structure and think about how is this going to work? Likewise, if you are going to have a difficult conversation with somebody, let them know ahead of time, let them know, "Hey, I think we need to talk about this. I'd love to do it next Monday at this time if you're free, I think it should take about 45 minutes.” You are giving them an idea of what's going to happen, what you're going to discuss, and a framework for the time that is going to be involved.
Now if you are talking to somebody who's maybe in your personal life, you may not be as structured, but you might say, “Hey, before we get together for so-and-so's 70th, I was wondering if we could have a conversation because I think there are some important things that we need to discuss around whatever the topic is.” I'd like to hear your viewpoint because I feel like we just keep coming up against each other and I'd like us to find a path forward that is as simple as it needs to be. It can be, instead of us avoiding things for years and getting resentful of people, having these difficult conversations can actually find peace quite often and a path forward for both of you. Setting some structure is number four, and being clear on that and sticking to that structure.
If you've said, I want you to talk for 15 minutes, I want you to talk about this for 20 minutes, and I'm going to sit here and not say anything, sit there and not say anything. If you want them to give you the same level of respect, you have to show that to them as well. Number five, have a mediator if you think things are going to get out of hand. Now, if you've ever gone through a divorce or a separation, quite often people will choose not to go down the legal path, but they will have a mediator that can be appointed. They'll go through mediation and that can look like two people sitting in separate rooms, but somebody going between those rooms to talk about who's going to own what or custody of children or whatever it is. A mediator can also work in terms of other situations.
I know with business owners where there are business partnerships, if there's a real issue, they can sometimes hire a mediator to come in and just be in the middle, mediating between the two parties. You can also have a business coach if it's a business relationship or a business psychologist. I've worked with numerous clients where there are couples and they may be a romantic couple, they may be in a relationship or they may be just in partnership and they could be sisters or cousins or best friends or as I said, spouses or people in long-term relationships. Quite often the business coach can be a mediator in certain situations that come up, specific topics that may come up. Often I can see people getting, I can see their shoulders raised, you see them getting tense, you see them crossing their arms when specific topics come up and the other person may not.
I will point it out and say, "Hey, maybe I'm misreading it, but it looks to me that there's a bit of tension around this." Do you guys want to discuss that now? Do you want to discuss that separately later? Is that something you want me to put some work in the homework for you to go through together? Quite often the business coach can become a mediator, it's an outside opinion. Yes, they're your coach, but they're not part of the business. They can sometimes see it from both angles and both viewpoints and be able to help you get through this. If it is something that you think has the potential to not go well, you may decide, “I want a mediator in there.”
Now, if it is a personal life thing, it might be, “hey, we've got a mutual friend.” I mean that's sometimes putting that person in a difficult position, but to bring that person in, if you think it'll work, or maybe a family member or somebody else where you trust, not that they're going to be on your side, that they're going to be an equal viewpoint and they may have to tell you things that you don't like but to have that person in can sometimes help. That's number five. Have a mediator if need be. Number six, it's not always going to go to plan. Not every time you have a difficult conversation, it's going to be neatly squared off after 45 minutes or an hour. Sometimes these things need you both to go away and sleep on it. It may be that you decide, "Hey, I don't feel like we're getting anywhere."
Could we just park this and come back to it in a week or come back to it in three days? Or how are you feeling? How am I feeling? Let's just take a break for a little while. Take that you can't keep at it all the time. You're not going to always find a solution after one conversation, but you are opening up the gates for solutions to come through. It may be that you decide this is not working. I don't feel like either of us is getting our point across. You might decide that next time you're going to have a mediator, or next time you are going to do it in a different situation, maybe you've decided to just do it in one of the office rooms and you feel like you both can't say what you want to say.
You're going to go and meet at a cafe next time so you can be a bit more open and you're not going to have people listening who are in the business. That is number six. Sleep on it if you don't think it can be resolved in that time, don't be afraid to take a break, sleep on it, and come back to it. But just try to finish the conversation that you're having, even if you're going to come back to it, just try and finish it off on a nice footing. Remember that energy. Even if it's got heated, you might just say, “let's just both take 10 minutes.” We just both need to go get a glass of water, take a breather, and come back to it. Because sometimes the motion can be so heightened in a particular the heat of the moment and you go away and it might just take five minutes to just calm down and be like, "you know what?"
I don't want to say that. Or that is not how I was intending. You come back to your mapping out and your objectives, that is not what I was trying to do. Let me just regroup and come back. It could be 10 minutes, it could be 10 days, whatever it is. But don't be afraid to take a break on that note. Number seven, know your boundaries. We can say all these nice things and be all equal about it, but sometimes there may well just be toxic behavior that should not be acceptable at all. It could be toxic behavior from a family member, it could be from a relationship, or it could be from a staff member. But you have to know your boundaries and to know, "Okay, I have tried to do this, I've tried to do it in a way that we can both be respectful."
I don't feel that you're being respectful to me. I feel like you're crossing numerous boundaries and I'm going to stop this. You want to be clear on your boundaries and not bend so far backward that you get out of it. And yes, you're both amicable, but you feel like you've been completely taken advantage of. To know your boundaries and if you're interested in just boundaries, if there's something that you feel like, "everyone's always crossing my boundaries" or "I'm not good at setting them and sticking to them," there is a great book called Setting Boundaries by Dr. Rebecca Ray. It is a good one. There is another one called Set Boundaries, Find Peace, A Guide to Reclaiming Yourself by Nedra Glover Tawwab. We'll link to those both in the show notes.
But boundaries are a really big part of being able to have a difficult conversation to know when to walk away from that and to know when to also just say, "Hey, I think you're getting a bit defensive," or "Hey, I think this is not working right now for either of us." X, Y, and Z need to happen. Number eight, I would go back to your values and beliefs. This can go hand in hand with number two to revisit what are my values and beliefs and particularly if you're in a business, what are the brand values and what do we attest to be standing by as staff and leaders in this business? Are these things aligned with the certain behavior that is coming out of this staff member or this person that you're having this discussion with?
Likewise, even in a family, I mean, families very often share similar values. If you are talking to somebody in your family that perhaps has very different opinions from you, maybe it's worth bringing up some of the values that you both want to live your life by and that you feel are not aligned with some of their behavior or some of their actions or some of the ways that they talk about certain things. That is important anytime you have a conversation to think about whether am I aligning my actions, my behavior, my language, and my communication with the values that I want to be aligned with. Am I putting that forward or am I misaligned or likely am I working on talking to this person who's misaligned with the values? Again, it's a way of reminding people and bringing people back to what's important and allowing them to maybe they're like, "I've never thought of it that way."
I've never thought of it that way because no one's ever pointed that out to me. That is number eight, to remind yourself and revisit your values and beliefs and how are they aligned in this situation right now that we are going to have this conversation about number eight, and here's an important one. If you have staff, consider the welfare of other people in this situation. Not just staff, but children as well. Let's say you have a toxic family member, you may well be like, "you know what? I don't need my children to grow up thinking that this behavior is acceptable or to think that this attitude is something that we can condone." Likewise, in a situation where you've got a business, where you've got staff if somebody is presenting certain things that are toxic or that are presenting, everyone has a right to their opinion.
I'm not saying every single person who works at a company has to have the same thoughts on all things, particularly politics and everything else. However, if they are working in a company and they are talking about things that are harmful to the rest of your staff and harmful to, particularly a fully inclusive, diverse staff, then that needs to be addressed. That is not something that you can let go of or that's just their personality. No, you have to consider in that conversation not only your viewpoint and coming at it from your opinion as the leader in the business or even coming from it from the values, but coming from it, "is this person or is this conversation going to help us have a psychologically safe workplace for everybody that works here?" That can be a really difficult thing if perhaps you as the leader and the person that you're talking to are not from a diverse group.
You don't have that lived experience. Again, this may where be where you bring somebody in and bring somebody in maybe to that conversation, but also bringing somebody in to train everyone in that company. That may be something that just becomes part of your policies, it becomes part of an onboarding process for everybody in the company at all times. You may well decide to bring somebody on full-time or to have somebody on call as a consultant that you work with so that everybody feels safe and supported at their workplace, which is just stock standard. People should, but we don't always think of it like that. You want to think about looking after the welfare of everybody that works in your workplace and make sure that everyone is aware of how to create a safe environment for everybody else to create an amazing place where people come to work, feel supported and seen, and valued and heard and respected.
That is number nine, considering the welfare of others. Again, as I said, it could also be your children, it could be younger family members if you feel that something needs to be addressed.
Keep that in mind when you're having these hard conversations. Particularly if you are worried about having these hard conversations, maybe thinking about it from not just your perspective, but the perspective of others that are seeing and witnessing this behavior potentially if it's a behavior problem that you are addressing for them as well as you know for yourself. Finally, the last one also very important is to look after yourself. I think difficult conversations can bring up all sorts of things, whether it's a difficult conversation with a family member or if it's a difficult conversation with a work staff member or a supplier or a manufacturer.
We can bring up all sorts of things ourselves, but also their language and their communication, particularly family members, they know which buttons to push and they have been around you long enough to know what you are insecure about. They can say certain things that really can hurt and damage you and bring up all sorts of insecurities that you have. Be aware of your triggers, but also look after yourself. And like I said if it's getting to a point that is not helpful for anyone, walk away, but it also might be looking after yourself. Maybe you have a business coach that you talk to pre and post-this conversation. Maybe you have a psychologist or a therapist that you see, maybe you know that this is coming up and you're going to do more meditation or more yoga, or you're going to organize that after this conversation you have organized to meet a good friend, to go for a walk, to vent, to have somebody be there for you.
Because hard conversations are hard, they're hard for a reason, and we can shy away from being part of them and, and hosting a hard conversation because they are hard and they can bring up all sorts of things. So number 10 is to look after yourself. And maybe it's about getting help before that conversation with a psychologist or with somebody you trust and say, for instance, if it's toxic behavior in a family member, maybe it's getting some help from all sorts of institutions. It could be getting some help from your toolkit or a domestic violence family place. It could be getting help if you are talking about things like racism, maybe looking at certain institutions and certain places that can help you learn about how to talk about this with other people in a safe environment, safe for them, but also safe for you mentally as well.
Just to recap 10 things to keep in mind when you are having a hard conversation. Number one, keep an open mind and start with the same energy that you want to have when you leave that situation. Number two, take the time to map things out and set an objective, and think about that space, will I need somebody else to help? Do I need an outside member to help an expert, a consultant, a business coach, or a therapist? Who do I need in that situation with me? Number three is really difficult, but try to see it from their perspective. Try to see it from perhaps in a situation of a staff member, maybe they don't think that you've given them enough instruction. Maybe they don't think that you're being clear when you talk to them. Maybe they think that you're being rushed or dismissive or micromanaging or all sorts of things.
Try and see it from their perspective. Number four, set a structure if it helps. That is the time you talk for this amount of time. I will listen to you, I will talk for this amount of time. We're going to try and come up with three solutions to this by the end of this conversation. Number five, invest in a mediator if need be. That could be a business coach, it could be a friend, it could be a psychologist, it could be an actual mediator but take the time to figure out will we need somebody else to come into this. Mediation can do wonders for a lot of people. Number six, sleep on it. If it can't be resolved immediately, sleep in it or take a break or take some time out. But try to close that conversation off in a nice amicable way so that when you come back to it, you're not both heated again and come back to it with a solution.
I want to meet next Friday and I want us to nut out a solution to this or to have three ways forward that we can move. Number seven, know your boundaries and understand that you are having a hard conversation, but you also do not have to accept toxic behavior, aggressive behavior, or behavior that is hurtful, spiteful, or damaged in any way to you or the other people around you. This is the next point to consider the welfare of others, not just your staff if it's in a personal situation, your children or other children that are involved, or other people that may be watching what you're doing and learning from that. Learning communication styles, particularly with children, are just sponges. They soak it all up. You want to make sure that you are leading in a way that is an example for other people and your staff and that you are allowing them to have a safe, psychologically safe environment for them to come to work.
Number nine, revisit your values and beliefs and think about, "am I aligned with the values and beliefs that I have?" How will that help me fuel this conversation? To have the guts I want to say, to have these conversations because we want to be aligned with our values and beliefs. Finally, number 10, is to look after yourself. To take the time to figure out what I need? What support do I need? And how can I get that? Whether that is going for a walk with a friend after this conversation, whether it is investing in more meditation or therapy, or even self-education about certain things that you are talking about. Perhaps you're going to be talking about things like the 26th of January with a family member. You want to have done your own cultural insights training or to understand all the different complex narratives that are out there so that you can go into that and you're not feeling underprepared to have those conversations.
I hope that this has helped regardless of what type of hard conversation you're going to have. Like I said in the beginning, I am incredibly heartbroken for our First Nations people in this country and I hope that at some point in the future, near future, we can come to some agreement over the 26th of January and figure out a path forward that is celebrating the incredible history, real history that this country has, but also acknowledging the painful past that we have had and creating a path forward for everyone. That is it for today's coaching episode on Difficult Conversations.
If you wanted to look at the transcript for this or any links, you can find that over at mydailybusinesscoach.com/podcast/276. I would love to hear from you if you found any of this particularly useful or if you're going to take away one point of it, or maybe you want to talk to me about a difficult conversation that you're going to have or that you've had and what worked for you. You can find us at hello@mydailybusinesscoach.com, or you can find us on Instagram @MyDailyBusinessCoach. If you found this useful, I would love it so much. If you could take two seconds and leave a review for us on Apple or Spotify, even just hitting the stars, it helps us get found by other small business owners, and who knows, maybe one of them has a very difficult conversation coming up and they need some of these pointers. Thanks so much for listening, I'll see you next time.
Thanks for listening to the My Daily Business Coach podcast. If you want to get in touch, you can do that at mydailybusinesscoach.com or hit me up on Instagram @mydailbusiness coach.
