Rachel Lockett: belief

Transcript context

…And there's so many, there's three parts to that whole question, I won't get into it. But what you're sharing here is, think about that, figure out how, because your point is, you're always somehow complicit in creating the issue you're complaining about. And use that to help kind of put down the defense of the person like, "Here's what I've contributed to this problem." Do you use the nonviolent communication framework? And I don't know, is that just a general way of trying to have difficult conversations, or is there not a framework? Yeah, no, I think that's a great framework for when you want to go interact with someone around something that's not working for you. I think typically a difficult conversation arises because some feelings are coming up for you, and you have a need that's not being met. And so, that's the instigator to know, "Okay, I need to talk to this person. We need to clear this up." For example, I was working with a CEO whose co-founder was constantly undercutting his decisions, and criticizing him. And there was something happening, where they'd gone from being this great dynamic duo, fundraised, hired a few leaders, and then all of a sudden he was getting daggers thrown at him all the time. And it was exhausting, and frustrating, and confusing. That was a time where he used NVC to address, "What is happening, here?" And it turned out that the co-founder was really frustrated with how he was spending his time. He didn't want him to be off selling, he wanted him to be helping him with product vision. And they had a totally different conception of how the CEO should be spending his time. Awesome. Just remind folks of the NVC framework, because this is the thing that's hard in the moment. Like, "Oh, what should I be saying?" Observe, feelings, needs, request.…

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