What You Will Get from Reading This Book
In this book the word leader will apply to anyone engaged in a conversation who is focused on expanding the awareness of a person or group of people. You may be a leader, change agent, colleague, inside coach, outside coach, or consultant.
The word person will apply to the human you are speaking with no matter the nature of the relationship. When engaging in these conversations, perception of status should not get in the way. The person you are with is not a protégé, direct report, or student. He or she must feel you are an equal partner in the journey. How to ensure that someone feels your respect will be explored in Chapter Two.
Chapter One will look at how The Discomfort Zone is different from other conversation and coaching techniques and when these conversations are most useful. The techniques aren’t a cure all for every dilemma because certain criteria must be met to have the intended effect. Chapter One will explore what conditions are necessary to support a successful outcome.
When you begin your conversation, there are necessary steps you must take to establish trust and positive intention so when you provoke discomfort, both short- and long-term results are constructive. Chapter Two gives guidelines for creating this safety bubble to effectively use the Discomfort Zone.
Chapters Three and Four describe the steps and provide examples for giving honest feedback, using reflective and informative statements, and asking powerful questions to break down barriers and broaden awareness. The skill development includes methods for observing your internal processing and protection systems as well as hearing these systems operate in others. You will learn how to listen from the three processing centers of your neural network—your head,
