Effective Difficult Conversations: A Step-by-Step Guide. By Catherine BSoehner and Ann Darling. Chicago: ALA, 2017. 128 p. Paper $38 (ISBN 978-0-8389-1495-3).

“The difference between a minimally successful manager and a truly successful one is the capacity for having effective difficult conversations,” according to Catherine Soehner and Ann Darling (7). In Effective Difficult Conversations, these authors succinctly define difficult conversations, outline key preparation steps, detail how to manage the conversation, explain the need for documentation, and emphasize how to maintain the professional relationship.

In this well-organized guide, three preparation steps are outlined: 1) getting clear, 2) gathering resources, and 3) clarifying the message. Getting clear focuses on the four key questions that a manager should explore prior to having a difficult conversation: Do you need to have this conversation at all? Why do you need to have this conversation? Why do you need to have this conversation now? How do you schedule this conversation? The next chapter emphasizes the need to seek out background information, gather resources, and consult with others. The final step in preparation is to clarify the message in order to achieve a positive outcome.

In chapter 5, the authors do an excellent job of outlining how to manage the conversation, explaining how to approach the conversation in six steps: state the facts, ask, listen, engage to understand, pay attention, and explore options. This approach is a reasonable and appropriate game plan that is valuable to new managers learning how to develop the managerial skill set as well as to experienced managers seeking to enhance their skills. The next segment illustrates why and how to document such conversations and how to remain supportive of the employee. The authors outline this step-by-step process in a clear and objective manner and elucidate the process using realistic examples and detailed, sound human resources advice.

In addition, the authors have included chapters on having difficult conversations with co-workers, conducting such conversations in relation to change management initiatives and reorganizations, and having difficult conversations with one’s boss.

In ten succinct chapters, Soehner and Darling have produced a well-written, accessible, and valuable guide for library managers at all levels in all types of libraries. They show that the ability to conduct difficult conversations effectively and productively is a skill that contributes to managers’ integrity and compassion. This book will be useful to library human resources professionals seeking to advise and counsel managers, and it could also serve as a tool for training and developing library supervisors and managers.—Pat Hawthorne, Associate Dean for Research and Education, University Libraries, University of Nevada, Las Vegas, Las Vegas, Nevada