@article{Grant,2017Holding,
abstract = {Holding difficult or important conversations is, by definition, not easy. Not surprisingly a common scenario faced by managers, leaders and professional coaches is coaching people on how to best conduct difficult or important conversations. The vast number of detailed books and courses on how to hold these kinds of conversations is a testament to the frequency and problematic nature of these conversations. Although the detailed information found in books and courses can be useful, coaches, leaders and managers often need a simpler model for coaching other people. This article, presented in a non-technical straight-forward fashion, outlines the ‘Conversational mapping model’ – a simple coaching technique that helps people prepare for difficult conversations in a way that significantly increases the chances of a successful outcome. This article outlines the four key steps in the model, gives tips and suggestions on how to use each step and incorporates a self-coaching exercise.},
author = {Grant, A.},
title = {Conversational mapping: Coaching others (and ourselves) to better have difficult conversations},
number = {1},
journal = {The Coaching Psychologist},
keywords = {executive coaching; leadership development; Coaching; workplace coaching; Leader as Coach},
pages = {34-40},
year = {2017},
language = {English},
url = {shop.bps.org.uk/publications/publication-by-series/the-coaching-psychologist/the-coaching-psychologist-vol-13-no-1-june-2017.html},
volume = {13}
}