Controlling the Conversation

Phil Harkins is an inter­na­tional con­sul­tant in lead­er­ship and orga­ni­za­tional devel­op­ment, so it shouldn’t be sur­pris­ing that this book focuses on con­ver­sa­tions as a tool for influ­enc­ing oth­ers to get results. He offers a four-step guide through the vagaries of unscripted con­ver­sa­tions that have you root out the facts of the sit­u­a­tion, forge an emo­tional con­nec­tion, explore var­i­ous alter­na­tives, and mutu­ally com­mit­ment to action. Pub­lished in 1999, the Pow­er­ful Con­ver­sa­tion for­mat feels a lit­tle con­trol­ling and con­de­scend­ing ten years later. Harkins advises not to skip any stage dur­ing a con­ver­sa­tion, warn­ing that the com­mit­ments that result from such undis­ci­plined dis­cus­sion will often be shaky. Here is how Harkins views pas­sion­ate cham­pi­ons, those indi­vid­u­als who will make the dif­fer­ence in achiev­ing the organization’s over­all strat­egy. Harkins advises against empow­er­ing these pas­sion­ate cham­pi­ons or they might just imple­ment their own agenda. Instead, he sug­gests you enlist them in a joint cause, through Pow­er­ful Con­ver­sa­tion, keep in close touch, through con­ver­sa­tion, and ensure your agen­das remain aligned as you push ahead. I think today’s exem­plary leader would loosen the reigns a lit­tle, allow serendip­ity to enter into the dis­cus­sion, real­iz­ing that strength comes from the con­ver­sa­tion itself, and not from con­trol of the agenda.