18 notes · scripts, examples, debriefs
Direct answers, realistic dialogue and a practical next step. Browse feedback, leadership, deadlines, boundaries and everyday conversation. Each guide connects to a related skill you can practice in the app.
Ask what the deadline is for. State the constraint, offer realistic options and get a priority decision.
New to managing people? Start here.
Explain the purpose, learn what matters to your direct report, and leave with one useful action and the next meeting.
Describe the result and quality bar, agree on timing and support, then ask the employee to explain their plan.
Make an evidence-backed ask, find out who can approve it, and clarify whether there is a realistic next step.
You are not asking them to choose you on the spot. You are asking for enough clarity to choose what is good for you.
Agree on the outcome and constraints, name the decisions they own, and plan check-ins around risks rather than every move.
Understand the constraint, name the risk and evidence, offer a feasible option, and clarify the decision.
Start with something real, ask a light follow-up and share a little yourself. The conversation can stay brief.
Explain the purpose, learn what matters to your direct report, and leave with one useful action and the next meeting.
Pick one move in one real situation. Try it, notice what happened and choose a small adjustment.
Be specific and respectful. Ask what happened from their side before deciding what should change.
Prepare one observable example and the outcome you need. Raise it privately, ask for their account, and agree who will do what by when.
Ask what the deadline is for. State the constraint, offer realistic options and get a priority decision.
Ask for the specific example, separate what you accept from what you dispute, and agree on a useful next step.
Describe observable facts, ask for several plausible responses and evaluate your reply against the actual goal.
Own the mistake, acknowledge its impact, apologize, and say what you will repair by when. Then report what actually happened.
Pause, ask what they heard, check the facts, and return to a specific next step. A reaction is information, not proof that your feedback was right.
A kind no does not require a replacement offer. Be clear about your decision, and let the other person have their response.
Name the moment, explain what you need, and ask for a concrete next step. Use as many sentences as the situation needs.
Describe the result and quality bar, agree on timing and support, then ask the employee to explain their plan.
Try ‘I lost my train of thought for a second,’ ask about a detail they mentioned, or share something small of your own.
18 notes shown
The notes give you the words. TalkCraft gives you private reps: pick a reply, read the coach note, try another choice. Each guide points to a related skill in the current content.
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