Conversation Clarity: Part 2 of 2

Transcript: This is a two part series on conversations, and I mentioned in the other video that we can help you in Thriveal with knowing how to have better conversations in your firm. We do that in Thriveal. So, [email protected] if you want to email us. We have a lot of programs and coaching and just ways in our community to support firm owners that are growing. So what I talked about in the first video in this two part series is how to define your conversation with a number, like an alert system is kind of what we’re building in our firm. Well, another thing we’re building in our firm is a context and directional chart about our conversation. Basically, what we mean is there is context to all conversations and we’re breaking that into two different types of contexts. There’s organizational strategy context and service strategy context. And so the owners have most of the contexts or all of the contexts. They have all of the contexts about the strategy of the organization and how it’s going to grow into the future.

Then you move down from that and you may have a leadership team. A leadership team has a more limited level of context of strategy. Now, the leadership team is being taught the organizational strategy from the owners, but they’re not deciding that. Now, they would influence it. What the leadership team is doing is really building the service strategy. That is how this firm is going to pull off service and deliverables to their clients. That’s a big deal. And so then the leadership team takes the context of the service strategy and jumps down another level and shares that with the team. The team has less of the service strategy. And what are they focused on as the team? They’re focused on boots on the ground work, their executionary work. And so the leadership team we’re teaching to not share all the context with the team because that context gets confusing. The team just needs to go, “All right, here’s the service strategy. Let’s go knock it out.”

Then that conversation direction of that context goes all the way down to the clients. Of course, the clients don’t care at all about the context of our organizational or service strategy, right? That’s internal stuff. All they care about is the outcome, the external outcome that they’re purchasing, they’re paying for. And so we share even less context with the clients about our strategy for growth or our service strategy to fulfill our service to them. Now, we do tell them some of those things as clients, but it’s only towards the goal of serving them and producing the deliverables and justifying the revenue that they’re paying us.

So in the first video, we talked about a conversation alert system to know what system we’re on, what number we’re on. This one, we’re talking about how much context you pass down to different levels of groups of people in your company and the direction of that context, and how it goes, and how you limit the context of things you share in conversations. This all gets very, very complicated, but this is something we would love for you to come to, join us as a member, and we’ll be able to help you understand how these things work, and you can start to learn more about these things. So I hope that helps. Let us know, [email protected]. Take care.

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