Sheila Heen
Sheila Heen is a 20-year member of the world-renowned Harvard Negotiation Project, a Harvard faculty member, and co-author of two New York Times bestsellers. Her book Difficult Conversations: How to Discuss What Matters Most is used by leaders, educators, families, coaches, and diplomats all over the world. In the revolutionary Thanks for the Feedback: The Science and Art of Receiving Feedback Well, Sheila shows leaders how they can transform the culture of learning in their organization not by teaching managers how to give feedback more effectively, but by understanding the universal challenges of receiving feedback well.
In her talks, Sheila shows that collaboration, innovation, high performance and sound decision-making all hinge on leaders' ability to have difficult conversations and discuss honest feedback when it matters most. In organizations all over the world, these conversations are attempted or avoided every day. Her work provides solid analytical frameworks and practical skills that enable attendees to put their learning to work immediately in their most important and valuable working relationships.
Often rated the #1 speaker at conferences and executive education sessions, Sheila does more than inspire. Her humor, warmth, and authenticity make an instant connection with C-suite executives, senior leaders and individual contributors alike. Described as a "rock star" by Duke Corporate Education, the world's #1 custom education provider, Sheila has received rave reviews at Google and Pixar, Apple, IBM and Microsoft, NASA and the White House, HSBC and American Express, Novartis and Time Warner.
Sheila Heen is a 20-year member of the world-renowned Harvard Negotiation Project, a Harvard faculty member, and co-author of two New York Times bestsellers. Her book Difficult Conversations: How to Discuss What Matters Most is used by leaders, educators, families, coaches, and diplomats all over the world. In the revolutionary Thanks for the Feedback: The Science and Art of Receiving Feedback Well, Sheila shows leaders how they can transform the culture of learning in their organization not by teaching managers how to give feedback more effectively, but by understanding the universal challenges of receiving feedback well.
In her talks, Sheila shows that collaboration, innovation, high performance and sound decision-making all hinge on leaders' ability to have difficult conversations and discuss honest feedback when it matters most. In organizations all over the world, these conversations are attempted or avoided every day. Her work provides solid analytical frameworks and practical skills that enable attendees to put their learning to work immediately in their most important and valuable working relationships.
Often rated the #1 speaker at conferences and executive education sessions, Sheila does more than inspire. Her humor, warmth, and authenticity make an instant connection with C-suite executives, senior leaders and individual contributors alike. Described as a "rock star" by Duke Corporate Education, the world's #1 custom education provider, Sheila has received rave reviews at Google and Pixar, Apple, IBM and Microsoft, NASA and the White House, HSBC and American Express, Novartis and Time Warner.
Thanks for the Feedback (Even When It's Off-Base, Unfair, Poorly Delivered, and Frankly, You're Not
Speaking Up
Speaking up clearly and effectively is a critical skill for leaders and team members alike. When people can't speak up to raise a concern or disagree with the decision in the meeting itself, you have to attend the meeting after the meeting to find out whether you have actual alignment or covert opposition. These all-too-common dynamics can compromise safety, divide teams, waste time and energy, result in poor decision-making or in decisions not being made at all.
And yet, even...
Difficult Conversations: How to Discuss What Matters Most
Leaders, managers, colleagues and direct reports face difficult conversations every day, and as leaders become more senior, they spend more and more of their time tackling difficult conversations. These difficult conversations-conflicts between functions or geographies with key alliance partners or your biggest clients-are the complex messes that get kicked upstairs because no one below has clear answers. Handling these conversations efficiently is no longer just a good idea, it's integral...
