Recognize that conflicts are essential for great relationships because they are how people determine whether their principles are aligned and resolve their differences.

Spend lavishly on the time and energy you devote to getting in sync, because it’s the best investment you can make.

Know how to get in sync and disagree well.

Surface areas of possible out-of-syncness.

Distinguish between idle complaints and complaints meant to lead to improvement.

Remember that every story has another side.

Be open-minded and assertive at the same time.

Distinguish open-minded people from closed-minded people.

Don’t have anything to do with closed-minded people.

Watch out for people who think it’s embarrassing not to know.

Make sure that those in charge are open-minded about the questions and comments of others.

Recognize that getting in sync is a two-way responsibility.

Worry more about substance than style.

Be reasonable and expect others to be reasonable.

Making suggestions and questioning are not the same as criticizing, so don’t treat them as if they are.

If it is your meeting to run, manage the conversation.

Make it clear who is directing the meeting and whom it is meant to serve.

Be precise in what you’re talking about to avoid confusion.

Make clear what type of communication you are going to have in light of the objectives and priorities.

Lead the discussion by being assertive and open-minded.

Navigate between the different levels of the conversation.

Watch out for “topic slip.”

Enforce the logic of conversations.

Be careful not to lose personal responsibility via group decision making.

Utilize the “two-minute rule” to avoid persistent interruptions.

Watch out for assertive “fast talkers.”

Achieve completion in conversations.

Leverage your communication.

Great collaboration feels like playing jazz.

1+1=3.

3 to 5 is more than 20.

When you have alignment, cherish it.
