What David Maxfield Talks About:

Crucial Conversations: Tools for Talking When Stakes are High
Crucial conversations (conversations where stakes are high, opinions vary, and emotions run strong) happen every day and impact all of our results, yet few people invest in the skills for holding them well.
Studies show that the inability to discuss a problem can be more destructive than the problem itself. Issues like poor productivity, declining quality, lack of teamwork, or strained relationships are often the effects of crucial conversations that aren’t being held or aren’t being held well.

Learn to step up to high stakes conversations skillfully and respectfully and begin to resolve the problems by surfacing the best ideas, making important decisions and acting on decisions with unity and commitment.

Crucial Confrontations: Tools for Resolving Broken Promises, Violated Expectations, and Bad Behavior
A crucial confrontation is a face-to-face interaction in which we hold another person accountable for a broken promise, a violated expectation, or bad behavior. Accountability issues such as lagging performance, quality, and low morale can keep you from getting the results you need. Crucial Confrontations presents a straightforward step-by-step process for identifying and resolving performance gaps, strengthening accountability, eliminating inconsistency, and reducing resentment.

Based on the New York Times bestselling book Crucial Conversations: Tools for Talking when Stakes are High, this presentation reflects over thirty years of research in real organizations. Use these skills to turn every disappointment or broken promise into an opportunity for enhancing accountability, improving performance, and ensuring execution.

Influencer: The Power to Change Anything
Creating sustainable change is a constant struggle for organizations and individuals. We often lack the skills to influence the behaviors behind issues like failed initiatives, short-lived change efforts, unproductive corporate cultures, and entrenched bad habits. Influencer draws on the best practices of many of the world’s leading change agents and on five decades of social-science research to create a powerful model for changing behavior. You’ll follow the experiences of influence masters who have succeeded in solving some of the world’s most profound problems. Examples ranging from major healthcare reform to reversals of destructive social behaviors to unprecedented corporate turnarounds will illustrate how a proven set of skills makes change not only achievable but sustainable.

10X Your Influence: Create Sustainable Change with Six Sources of Influence
If you want to change persistent problem behavior, you need to combine multiple sources of influence into a coordinated strategy. Influencers succeed where others fail because they don’t focus on just a single root cause. They address all the root causes of a problem by combining a number of strategies. In a recent study, David has found that those who understand how to combine four to six sources of influence are far more successful at producing substantial and sustainable change. These results held true across areas of

• C-Level concerns including bureaucratic infighting, silo thinking, and lack of accountability.
• Corporate change initiatives such as internal restructurings, quality and productivity improvements, and new product launches.
• Personal challenges like overeating, smoking, overspending, or binge drinking.

Learn how you can use the power of six discrete sources of influence to address your greatest and most persistent challenges.

The Four Crucial Conversations for Financial Agility: Respond Smarter, Faster, Stronger to Economic Downturns
Financially agile companies adapt to changing economic circumstances far more rapidly and effectively than the rest of the pack. A study of 1|400 executives and managers attributed thier financial agility to the capacity to handle four crucial conversations around fiscal challenges. Firms that handled the following conversations well adapted over ten times faster and weathered downturns far more intelligently than their peers:

• Debate, Dithering, and Denial managers drag their feet rather than respond assertively to financial challenges.
• Undiscussables, enormous efficiencies and reductions are possible but seem politically risky to discuss.
• Silent Collusion, when leaders fail to follow through on committed reductions, others fail to hold them accountable.
• Irrational Slashing, executives impose across-the-board reductions or other policies that middle managers realize will create serious downsides the executives may be unaware of.

Other Topics Include:

Silence Kills: The Seven Crucial Conversations for Healthcare

Silent Danger: The Five Crucial Conversations that Drive Workplace Safety

Crucial Conversations for Workplace Safety

Crucial Conversations for Conflict Resolution

Silence Fails: The Five Crucial Conversations for Flawless Execution