Achieving Shared Accountability Through Hard Conversations: A Q&A with Jennifer Abrams
August 9, 2017
Corwin Connect interviews Jen to find out more on how to navigate hard conversations to achieve shared accountability, plus her upcoming appearance at the Women in Education conference this fall.
Shared leadership requires trust, and trust requires that we deliver on our promises to each other and to ourselves. Teams that have a high level of trust are able to hold members accountable. But what do you do when a colleague, leader, or subordinate is not contributing in a positive way?
You have to do what many of us dread doing and will avoid at all cost: you have to talk to them about it.
Research has shown the importance of collective skills, and one of those skills is to be able to communicate in challenging moments. The good news is that such conversations don’t have to be confrontational. Jennifer Abrams has facilitated and coached thousands of educators on having hard conversations throughout her career as an educational consultant and former district professional development leader. In her webinar “Unpacking Hard Conversations: Some Whats, Whens, and What-Ifs?,” Jen shares tools and resources to help you become a more confident and compassionate communicator in challenging interactions.
About Jennifer Abrams
Jennifer Abrams considers herself a "voice coach," helping others learn how to best use their voices – be it collaborating on a team, presenting in front of an audience, coaching a colleague and supervising an employee. Jennifer holds a Master's degree in Education from Stanford University and a Bachelor's degree in English from Tufts University. She lives in Palo Alto, California. Jennifer's publications include Having Hard Conversations, The Multigenerational Workplace: Communicating, Collaborating & Creating Community and Hard Conversations Unpacked – the Whos, the Whens and the What Ifs. She has also created a Corwin Press e-course by the same name.
Work with Jennifer
Praise for Jennifer
“I hope you are well. I approached you right after your morning session on hard conversations to thank you for the amazing workshop. I shared that I am tough to impress. Equally, important, I never smile. Nonetheless, your approach elicited a genuine excitement and passion for the work.”