The SECOND conversation model : A format for raising issues constructively

I recently gave a talk to my colleagues at Annex Digital on Conversation Models. The goal of the presentation was to give the team some tools they could use to have difficult conversations with peers or clients.

Many of us find it tough to have conversations in which we might need to challenge authority, challenge ideas, raise issues, or call someone out on bad behaviour. In my talk, explained that there are lots of models you can use to help you have these kinds of conversations in a professional and respectful way.

Using any one of the simple conversation models that are out there will develop your confidence and help you get better outcomes from challenging conversations.

Some other useful conversation models

There are dozens and dozens of different conversation models you can use depending on the type of situation you're going into and the outcome you're hoping for.

The IGROW conversation model used in coaching, mentoring, and performance management. It involves discussing an individual's intention and establishing a specific goal, exploring the current reality, brainstorming options, and identifying a clear way forward. Read more about the IGROW model.

SBI is another really useful model. It stands for Situation, Behavior, and Impact, and is commonly used in feedback conversations. It involves describing the specific situation or behavior that you observed, explaining how it impacted the situation, and providing suggestions or feedback for improvement. Read more about the SBI model.

The STAR model is a good format that you might have heard of already. It's definitely worth mentioning. STAR stands for Situation, Task, Action, and Result, and is useful for describing accomplishments or telling stories in an interview setting. It involves describing the situation, the task or challenge that needed to be overcome, the specific action taken to overcome it, and the positive result or outcome achieved. Read more about the STAR model.

The SECOND conversation model

As part of my talk with my colleagues at Annex, I also presented a conversation model I created myself. This model is a codification of my typical approach to raising an issue with my team that I feel needs urgent attention. I call it SECOND because it can be a really quick way of planning to work through a difficult problem with your team or stakeholders. SECOND also stands for the steps in the model, of course, which I think are pretty easy to understand.

Let me talk you through the steps.

S - Situation: To begin, you want to outline the current situation or problem that needs to be addressed. It's important to clearly define the situation and provide context for the conversation. This helps to ensure that everyone is on the same page and understands the scope of the issue.

E - Evidence: Next, provide evidence or data that supports the situation or problem. Provide specific examples and data that demonstrate the impact of the situation and make whatever facts or data you put forward really easy to understand. This helps to build credibility and support for any proposed solutions or actions.

C - Consequences: At this step you outline what the consequences or potential impacts of the situation might be. It's important to consider both the short-term and long-term consequences of the situation and communicate them clearly. This helps to emphasize the urgency of the situation and ensure that all parties are motiviated to work with you to find a resolution.

O - Options: This refers to the various options or solutions that could address the situation. It's important to consider a range of options and evaluate them based on their feasibility, impact, and potential risks. This helps to ensure that the best possible solution is identified and implemented.

N - Next Steps: This refers to the specific next steps that need to be taken to address the situation. It's important to clearly outline the actions that will be taken, who will be responsible for them, and when they will be completed. This helps to ensure that everyone is clear on the path forward and can take action accordingly.

D - Documentation: This refers to the documentation or record-keeping that is necessary to track the situation and any actions taken. It's important to document the situation, the evidence, the consequences, the options considered, and the next steps. This helps to ensure that there is a clear record of what was discussed and agreed upon, and provides a reference for future actions or discussions.

A SECOND scenario

Let's imagine a situation where two team members, Alice and Bob, are discussing a recent spike in customer complaints about their software product.

Alice: Hey Bob, I wanted to talk about the recent increase in customer complaints about our software. Over the last month, we've seen a 25% rise in negative feedback.

Bob: Really? That's concerning.

Alice: It is. If we don't address this, we could lose customers and damage our reputation. I've looked at the data and found that most complaints are related to slow response times and crashes.

Bob: What do you think our options are?

Alice: We could either optimize the existing code, allocate more server resources, or a combination of both. I've consulted with our developers, and they believe that a mix of both options would yield the best results.

Bob: That sounds like a plan. What are the next steps?

Alice: The development team will start optimizing the codebase next week. In parallel, our IT team will assess our server resources and make necessary adjustments. We'll reconvene in two weeks to evaluate the results and decide if further action is needed.

Bob: Great. I appreciate you raising this with me, Alice. I'm glad you've already been thinking about solving this problem.

Alice: No problem. I'll send you an email capturing what we discussed, and outlining next steps, just to make sure we're on the same page.

The wrap up

The SECOND conversation model is a simple and effective tool for addressing challenging situations in a professional and structured manner. By breaking down the conversation into clear steps, you can ensure that you're addressing the problem head-on while also considering various options and next steps. This approach fosters open communication, collaboration, and effective problem-solving, ultimately leading to better outcomes for your team and your organisation.

Give the SECOND conversation model a try the next time you face a difficult conversation or a challenging situation. You might just find that it becomes your go-to strategy for navigating tough discussions and achieving positive results.