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| Preface | |
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| Four Conversations in a Successful Workplace | |
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| The Importance of Conversations | |
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| Some Conversations Slow Things Down, Others Speed Things Up | |
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| Six Limitations to a Successful Workplace | |
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| Conversations: Your Personal Advantage | |
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| Key Points | |
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| Initiative Conversations: Create a Future | |
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| Leaders Have Initiative Conversations | |
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| Choose Your Initiative Statement: What-When-Why | |
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| Prepare for Your Initiative Conversation: Who-Where-How | |
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| Launch Your Initiative Conversation | |
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| If You Are Missing Initiative Conversations | |
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| Putting It into Practice | |
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| Understanding Conversations: Include and Engage | |
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| Help People Find a Positive Meaning in Your Message | |
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| Expand and Deepen Participation | |
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| The Limits of Understanding | |
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| If You Are Missing Understanding Conversations | |
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| Putting It into Practice | |
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| Performance Conversations: Ask and Promise | |
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| Commit to Performance: What-When-Why | |
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| Ask Others to Commit | |
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| Promises Create Agreements: Who-Where-How | |
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| Manage the Agreement | |
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| If You Are Missing Performance Conversations | |
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| Putting It into Practice | |
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| Closure Conversations: Create Endings | |
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| An Incomplete Past Can Prevent a New Future | |
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| The Four A's of Closure Conversations | |
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| Build Accountability and Resolve "People Problems" | |
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| If You Are Missing Closure Conversations | |
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| Putting It into Practice | |
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| Using the Four Conversations | |
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| Conversational Tendencies | |
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| How the Four Conversations Work Together | |
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| Putting It into Practice | |
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| Support the Conversational Workplace | |
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| The Conversational Workplace | |
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| Practices to Support the Conversational Workplace | |
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| Implementing the Practices: Four Tips | |
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| A Closing Note | |
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| Resources | |
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| Notes | |
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| Acknowledgments | |
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| Index | |
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| About the Authors | |