798: How to Have Difficult Conversations about Race with Kwame Christian

Pete Mockaitis
Kwame, welcome back to How to be Awesome at Your Job.

Kwame Christian
Hey, Pete, thanks for having me.

Pete Mockaitis
Well, I’m excited to be chatting with you here in this forum, although we go way back with Podcast Movement and mastermind grouping, some hijinx. So, I normally ask guests for a fun fact about them, but I want to ask you for a fun fact about us.

Kwame Christian
Yes. Everybody, I’m going to share some dirty laundry on Pete Mockaitis. So, I remember back at Podcast Movement which is the greatest podcasting conference, or perhaps the greatest conference in the world, we roomed together and, for me, Pete is like my big brother in podcasting, and so I realized that there are a lot of things that we do similarly and I realized something really interesting when we’re together.

When it comes to making decisions, Pete will put more research into that decision than I would ever contemplate in doing. So, whenever I need to make a decision or I need to buy something, first, I’ll go and see if Pete has bought that thing or made that decision, and then I just do whatever he did. That’s my decision-making process because he will research things to a point that I would never consider researching, and I said, “You know what, if it’s good enough for Pete Mockaitis, it’s good enough for Kwame Christian.”

Pete Mockaitis
Well, yeah, I’m honored by that. It’s funny, as we’re talking, I believe we’re using the same chair and same microphone right now.

Kwame Christian
Yup, exactly.

Pete Mockaitis
So, I’m flattered and honored, and I do over-research things and I think you might even call it a hobby at this point. It’s just fun for me as opposed to stressful. So, all right. Well, you’ve done a boatload of research. How’s that for segue? You did a boatload of research in your book How to Have Difficult Conversations About Race: Practical Tools for Necessary Change in the Workplace and Beyond.

And, boy, you’ve been having some really powerful conversations that have been getting a lot of traction here on LinkedIn and elsewhere. So, could you tell us, as you’ve lived this experience recently, engaging more folks about this stuff, any interesting themes or discoveries or surprises been popping up for you?

Kwame Christian
Yeah, Pete, I think that’s one of the most interesting things because, as you know, I do the negotiation and conflict resolution type of work with the American Negotiation Institute, and for me this is just an offshoot of that because we need to understand each other in order to connect on a deeper level. And when I think about difficult conversations about race and other sensitive topics, these are some of the most difficult conversations and negotiations out there. So, I want to create that resource.

And so, one of the things that’s so fascinating to me about this is that people all around the country and all around the world are struggling with this conversation for different reasons that have very core similarities. So, for example, in different countries, you’ll have different race-related issues, but at the core, we have two things that come to mind which trigger high levels of emotionality.

So, first, we have issues of identity, who I am as a person, and what somebody like me is supposed to do in this situation or what I perceive is supposed to do in this situation. And then the other one is morality, what it means to be a good or bad person, what is the right or wrong thing to do. And whenever we have conversations that touch on those two issues, that’s what triggers deeper levels of emotionality.

So, no matter where you are in the world, these conversations come up and they are typified by high levels of emotionality. And so, for me, as a former mediator and a lawyer and somebody who has a background in civil rights, it was really fascinating to take those negotiation and conflict resolution skills that are really familiar to me and bring it to this new space so we can have conversations on the sensitive topic that are constructive not destructive.

Pete Mockaitis
And those are two powerful principles right there – identity and morality. When you start to venture into that territory, yeah, it’s getting really personal. Identity is like who I am, and morality, “Am I good and behaving well and properly? Or am I doing evil?” It doesn’t get much more potentially heated than that when you’ve got those dynamics in play.

Kwame Christian
Absolutely. And, Pete, when you think about it, we all want to feel included, we all want to feel as though we belong. And whenever conversations like this go awry, you feel excluded for a core reason. Like, I can’t change my race, and so the rejection feels a lot more personal. And then I look at the document that you sent and I understand the demographics of your audience, and I was really glad to see that none of the people in your audience are people who get up in the morning, and say, “I’m excited to be evil today.”

Pete Mockaitis
We didn’t ask that question in the survey but maybe for the next one, just to be sure.

Kwame Christian
Listen, that was something that was coming through the data, and so I saw that. And so, that’s the thing, when we have these conversations, that issue of morality is triggered because you want to immediately defend yourself, “I am a good person.” And then that level of defensiveness comes up and it just leads to even more emotionality. So, that helps us to understand why these conversations are just so tough.

Pete Mockaitis
Well, so your book is called How to Have Difficult Conversations About Race and so we’re going to dig into some of the how. But, first, I want to talk a little bit about the why because some folks might just put this category into the no-no zone right next to, “Hey, I don’t talk, especially at work, about money or sex or religion or politics. Let’s just go ahead and put race in there, too, because it feels too risky.”

So, can you comment a little bit on why to have those conversations and maybe when and where, sort of like the contextual landscape that makes this a great idea in time versus a, “Ooh, maybe a slightly different context would be a better time”?

Kwame Christian
Yeah, great question. And so, here’s the thing, you’d love this. I’ll give you a bit of a behind-the-scenes negotiation with my publisher.

Pete Mockaitis
All right.

Kwame Christian
In chapter one, I talk about why we should have these conversations. And chapter one was the only chapter in the book that I did not want to write. That was a specific request from my publisher. So, for me, as a practitioner, I wanted to essentially write the book like this, “Hi, I’m Kwame. Here are some tools and tactics and strategies,” and jump straight into it.

I want to go to where I feel comfortable but my publishers are saying, “Listen, we’re missing an important element. We need to discuss why it’s so important to have these conversations.” And, for me, and I think rooted in my own perception, it seemed obvious to me why we should have these conversations, but even though it seemed obvious, it was hard for me to articulate. And so, it took me a really long time to even begin writing that chapter, Pete, because I didn’t know what the answer was. I didn’t know what the words were. I had a feeling but I didn’t know how to articulate it.

And then I figured it out. It comes down to just one word, and it is the word care. We have these conversations because we care. We care about our colleagues. We care about society. We care about progress. We care about inclusion. We care about respect. That’s why we have these difficult conversations about race because we care at a deep level.

And now, when it comes to when we have these conversations, I’ll answer it in an unsatisfying way initially, like a typical lawyer – it depends. We need to have these conversations when it’s appropriate, when it’s a salient issue. And so, when I think about my legal background, one of the things that is critical for young lawyers to learn is how to issue-spot. What are the issues that are relevant in our problem-solving endeavor? And so, we need to figure out what’s relevant and what is irrelevant. So, let’s use something that’s a little bit more understood or appreciated or respected within the workplace.

So, within a workplace where we’re running a business, we understand that money is an issue. We have budgets, we have payroll, those types of things. And so, as people in the business world are making decisions, money is going to be an issue. It’s not always going to be an issue but it’s often going to be an issue, and sometimes it’s not the whole issue but it’s a partial issue. And sometimes, when it comes to race, race is often not the whole issue but race is a part of the issue.

Kwame Christian
And just like money, sometimes race is going to be an issue. It might not always be the whole issue, the conversation might not be completely about race, but it might be partially about race. And then, Pete, there are going to be some times where to one party in the conversation, race is an issue, and to another party in the conversation, race is not an issue. And then this becomes a difficult conversation about race because we have to talk about race in order to determine whether or not it is a relevant issue in this conversation.

And so, I think one of the things that happens in the business world is that race becomes a factor and people don’t see it coming, and it becomes a surprise. And if we’re not looking for it, we might not find it. And because of our lived experiences, we might not look for it, but somebody who’s a person of color, where that is a very salient part of their identity, it might be easier for them to see it because they are more primed to see it.

But, regardless, I think it’s important to have those conversations in order to make sure that everybody feels respected, and in order to make sure that we’re addressing the issues within the workplace to make sure that people feel respected and feel they are included and, again, just to solve problems and move the company forward.

Pete Mockaitis
All right. So, people feel respected, included – that’s huge. And I’m thinking about research associated with psychological safety and creativity and innovation, and so it’s not all about money. But, while we’re talking about the why, can you share with us some of the research or numbers or connection there is associated with organizations that are able to handle these sorts of conversations and diversity, equity, inclusion stuff well, and results, be they financially or retention or whatever numbers we got?

Kwame Christian
Absolutely. So, McKinsey did a study, I believe, in 2019, where they showed that companies that have greater levels of diversity are able to produce more revenue as it relates to research and development. And there are a number of studies that talk about how companies that foster strong levels of inclusion and belonging have higher retention rates for people of color and other diverse classes of citizens too.

And I think one element that’s often missing in those studies is the fact that this only works if there’s a high level of cultural intelligence associated with the company. And so, think about this, if you have a really diverse organization, and then the people in the organization aren’t trained on how to connect with each other, they don’t understand each other, then you’re going to have retention issues and you’re going to have poor performance. You might as well have a monolithic organization at that point because it would actually be more effective if we don’t invest in, like, the skills that are required to avail ourselves to the true benefits of diversity.

And I think that’s where a lot of organizations fail because they say, “All right. Hey, we have diversity issues, and I see the studies. Diversity is good. Cool. Let me put some brown people in my company,” and then they think that’s going to solve the problem. But if we still have challenges with the culture and inclusion and belonging, it’s going to be a struggle.

Pete Mockaitis
I had a podcast guest who mentioned that it seems like some organizations, his words, felt like they were going for the clipart in terms of they want the stock photos to look awesome but he sort of shocked them when he said, “Okay, you guys have the clipart in terms of everybody being represented but there’s actually not a lick of diversity in this room because every time we came up to an issue where we had a difference of opinion, you said, ‘Oh, let’s table it. Let’s take it offline. Let’s cover that later,’ and we’re never actually able to engage and hear these great diverse perspectives that you’ve all got to hear them hashed out, and then be able to mine the goodness that can come from it.”

Kwame Christian
Exactly. Exactly. And that’s when it becomes performative too, so we have to really embrace these conversations, and not just embrace the conversations, but embrace the diverse perspectives. And I think, again, this is clearly very well related to race and gender, ethnicity, those types of things, but I think, in general, in the business world too, we have to do a better job of managing these difficult conversations because if we don’t, then we’re not able to truly connect and learn from each other and make better decisions, too.

And, for me, as a lawyer and negotiation expert, like I said, I look at everything through the lens of negotiation. And I define a negotiation as any time you’re having a conversation, and somebody in the conversation wants something. And so, that’s why I think it’s really helpful to look at these conversations through that lens because if we do, now we can really elevate the dialogue.

Pete Mockaitis
All right. Well, so I think we’ve built out the why. Let’s do it. Let’s talk about the how. Can you give us a feel for your overall approach or framework?

Kwame Christian
Absolutely. And do you hear the excitement, Pete? Now, we’re getting to where I love to be. And so, when I think about difficult conversations, in general, this is the overarching type of approach. With the American Negotiation Institute, we focus on Defuse, connect, persuade. Defuse, connect, persuade. So, first, in any conversation, there’s probably going to be an emotional element so we need to defuse that emotional challenge so we can have a more productive conversation.

Then we need to invest some time in connecting with the other person, building trust, building rapport, empathizing, those types of things. And then, last step is persuading. And if you handled the first two steps, diffusing the emotionality and connecting with the other person, sometimes persuasion happens organically by the increased level of mutual understanding, but sometimes it doesn’t. But even if it doesn’t, we make persuasion last because we want to avoid unnecessary barriers to success in these conversations. So, I think it’s important to sequence things effectively.

And when it comes to the actual process of how to defuse these conversations, we have the compassionate curiosity framework. And so, it is a three-step framework that’s designed to make your difficult conversations a little bit easier, and it’s all about emotional intelligence, managing those emotions and creating that connection.

So, step number one is, acknowledge and validate emotions. Step number two is get curious with compassion. And step number three is joint problem-solving. And it’s a flexible framework that allows you to know what to say and when to say it for maximum impact because sometimes emotions might not be an issue. Okay, then we’re going to go to number two, getting curious with compassion. I’m going to ask open-ended questions with a compassionate tone.

Then, after I gather that information, I transition to joint problem-solving. But then, during joint problem-solving, the other person might have an emotional response. Okay, I know exactly what to do. I’m going to acknowledge and validate the emotions. So, it’s a flexible approach to help you know what to do and what to say at what time.

Pete Mockaitis
And so, you said validate emotions, I love that stuff. I’m thinking about Michael Sorensen we had on the podcast. I Hear You: The Surprisingly Simple Skill Behind Extraordinary Relationships is his book, and I love it, and my wife is glad I read it. Can you tell us what validating emotions sounds like in practice?

Kwame Christian
Yes. Oh, and I’m glad you said sounds like. So, I like to keep it simple, Pete. I’m a simple man. I don’t want to overcomplicate things here because the reality is that during these difficult conversations, we’re probably going to be emotional too. And so, if I give you a 13-step program to apply during this conversation, you’re not going to be able to use it because you’re under emotional distress.

So, again, what I want to do is I’ll say, “It sounds like…” “It seems like…” or if it’s a really obvious emotional response, “I can tell that…” So, “It sounds like this was a really hurtful situation for you,” or, “It seems like this had a significant impact on you,” or, “I can tell that you really care about this,” and so I’m going to label that emotion and it’s going to help them to calm down, they’ll decompress, they’ll share.

And it’s important to understand that, at this point, when somebody’s emoting in some kind of way, this is not the time for us to try to force our beliefs on them. This is not the time to let them know that you’re right and they’re wrong because we have to understand that there’s a difference between facts and feelings, but in the moment, it might feel the same to the person.

And so, if we start contending with the facts at this time, their emotionality won’t allow them to fully appreciate what you’re trying to say.

So, in these conversations, sometimes we have to make a strategic choice between being right and being persuasive, the difference between being right and being persuasive.

So, they might be factually incorrect, and I might want to correct them because I have the appropriate fact for that situation, but that might not be the most persuasive choice to make in that conversation. And so, sticking to that framework helps us to be a little bit more disciplined during the conversation and steer the conversation in a more productive direction.

Pete Mockaitis
Okay. So, when we label an emotion, I think this was a hang-up for me but I don’t think it actually matters. We don’t actually have to name the emotion perfectly in order for people to appreciate the attempted validation, I’ve learned. So, I’m just going to be a little whacky, like, “Well, it sounds like you were really enraged.” Like, “No, I mean, I was just kind of frustrated.” Even if you’re sort of way off, like enraged is much more intense than frustrated, people still seem to appreciate the attempt to understand where they’re coming from emotionally.

Kwame Christian
Absolutely. And that’s the thing, Pete, because people don’t like being mislabeled, and so they will correct you, thus labeling themselves. So, I’ll give a couple of examples, I’ll give a pretty benign example and then I’ll give a more dramatic example. So, I remember one time, I was in a negotiation when I was practicing law, and the person was really frustrated, it was two CEOs whose relationship devolved into sending aggressive emails to each other. It was really bad.

And so, I heard the person’s complaint, and I said, “Well, hey, correct me if I’m wrong, but it seems like you were pretty offended by what was in the email.” And he stopped and he looked up, and he’s like, “Nah, I wasn’t offended but I was more taken aback.” “Oh, okay, I wasn’t going to shoot my shot at taken aback. Never would’ve thought that one.” But he started to calm down once he labeled it himself and he started to explain.

And then there was another time, I like to use frustrated because it’s a safe guess. And I remember in a mediation one time, there was a woman who was very stoic. It was a really tough situation for her. Everybody knew it wasn’t her fault but she was still stuck with the legal liability, so it was just a really tough situation but she wasn’t giving me the information I needed to try to solve her problems.

And so, I said, “You know what, this is probably an emotional response. She’s stonewalling me. Let me try to break down those barriers by acknowledging and validating the emotion.” So, I said, “Hey, correct me if I’m wrong, but it seems like this situation was pretty frustrating for you.” And then she got quiet, and then she glared at me, and she said, “Oh, no, no, Kwame, I am not frustrated. I’m angry. And I’m angry for this reason, for that reason, and this reason.”

And I said, “Listen, I apologize. It makes sense that you’re angry. Can you tell me a bit more about what’s making you angry?” And then she went on, she decompressed, she gave me a lot more information, and I was able to use that information productively for the rest of the conversation.

And I think one of the things that’s really challenging about this is that when you’re in the face of high-level emotions, like very volatile or strong emotions, it’s scary, and we think we’re doing something wrong and we want to step back, but, really, what we have to do is we have to have the confidence in our skills and confidence in the framework to sit in that emotionality and trust that we have the skills to navigate through it.

Pete Mockaitis
Okay. Cool. So, we talked about defuse and compassionate curiosity. Can we hear about connect?

Kwame Christian
Yeah. And so, this is all about creating connection with the other side. We want to try to create a trusting connection. And one of the things that we need to understand is, “What are those things that destroy connection?” And so, one of the things I talk about in the book is the shame-based strategies. And so, when you think about Brene Brown and vulnerability, she has a lock on the vulnerability market. I have no intention of trying to encroach on her territory, Pete.

But one of the things that she talks about is shame and the impact of shame. It causes people to pull away. They recoil from the interaction. They say, “Listen, I try to be vulnerable and I was attacked. I don’t feel safe. I’m not going to engage.” And, remember, this is a free country. You don’t have to speak if you don’t want to but I can’t have a difficult conversation or a conversation of any sort if the other person is unwilling to engage.

And so, one of the things that we do that breaks connection is use shame-based strategy that vilify people for their beliefs or what they think. And so, my response always has to be using this framework, being curious to get a better understanding of where they’re coming from. And so, one of the things I like to do is try to not vilify other people if we disagree, but use it as an opportunity. I always say conflict is an opportunity. So, what’s the opportunity? We can learn from each other.

So, if somebody says something that I disagree with, or they believe something that I disagree with, I’ll say, “Oh, that’s really interesting. Now, I’m curious. I want to learn more.” And so, I want to give them the space to share, and then after they’ve shared, they’re more likely to reciprocate, and then that gives me an opportunity to share my knowledge with them or my perspective with them.

And so, I think connection really comes from that empathy, being willing to take the time to understand how the other person is seeing the situation, understanding how they feel about the situation, and understanding how they think about the situation, and not judging them for those beliefs.

Pete Mockaitis
Okay. And, tell me, are there any nonverbal indicators that we might be judging, that we should watch out for, or check ourselves out on the video camera?

Kwame Christian
Yes, eyerolls are not helpful, Pete. Keep your eyes locked in. No, I think, really, it is very important to realize those nonverbals, and I think it’s just a good exercise to pay attention to how your body responds under certain circumstances.

And so, we all have our little tells that we have from time to time. And when the conversation gets tough for me, one of the things that I like to do to kind of get a little bit more control of my responses so those tells don’t come through is take some notes. It’s one of the easiest things you can do.

Your vision is now fixed. Your hands are now focused. It controls a little bit more of your body. So, whenever I start to feel a response that might indicate some negative emotionality toward the person. I’d use that as an opportunity to take a few notes and it doesn’t come off as negative. So, that’s a really great question. Paying attention to those nonverbals, your own, that’s really important.

Pete Mockaitis
All right. Now, let’s talk about persuade.

Kwame Christian
Yes. And so, this is where everybody wants to jump to. They want to start the conversation at persuade, and that is often problematic because, again, we are inviting resistance because the way that I see it, Pete, I feel like we have to earn the right to be able to disagree, and here’s what I mean. A lot of times early in the conversation, we are so quick to tell somebody that they’re wrong but it’s inappropriate because we don’t even have a full understanding of where they’re coming from.

Now, they might be wrong, they might be very wrong but I want to make sure that I have a holistic understanding of where they’re coming from before I try to change their perspective. And people are going to be resistant to your attempts to change their perspective if they don’t believe that you have a full understanding of their perspective because they’re going to say to themselves, “How can you say I’m wrong? You don’t even know what I believe. You haven’t heard me.”

And so, it’s important to sequence it this way and have persuasion as the last step. And I talk about the parable of the blind man and the elephant in the book, and it goes like this. There’s an elephant in the room – ha, ha, elephant in the room – and they have five blind men, and they say, “Hey, I want you to feel this elephant, and I want you to describe the elephant.”

And so, one man touches the tusk, and says, “An elephant is like a spear.” Another man touches the leg, and says, “The elephant must be like a big strong column.” Another person touches the elephant’s ear, and says, “The elephant is like a thin fan,” and then they start to argue who’s right, who’s wrong. Well, they’re all right and all wrong at the same time. And a lot of times when we have disagreements, it’s not necessarily that somebody is completely right or completely wrong. It’s that we’re looking at very different parts of the elephant.

And so, I think one of the best ways and most subtle ways to persuade is to help people to see the rest of the elephant. I want to take time to give them the space to describe what it is that they’re feeling, “What is it that they feel? What is it that they think? What do they believe? And where does that come from?” and be genuinely curious about that, not judgmental. And then I want to say, “Okay, now I can understand where you’re coming from. Let me share what I’m seeing. Let me share the piece of the elephant that I’m seeing that you might not see,” and then I share.

And so, we’re really helping each other learn and grow through the interaction. And a lot of times, that might be enough to persuade but, regardless, I think that’s an important first step.

Pete Mockaitis
All right. Thank you. Well, let’s jump into some particulars when it comes to race. As I’ve listened to your stuff, a few things I found super useful, and one of them is you discussed that there are actually two totally different operational definitions or camps or schools of thought when it comes to the very definition of the word racism or racist, and it makes all the difference in terms of understanding where people are coming from. Can you unpack that for us?

Kwame Christian
Yeah. And, again, definitions are so important. I have a whole section in the book called semantic arguments, how people will get stuck on different terms and what they mean. And so, it’s not so much what the dictionary says a term means. It’s more so what the person understands it to mean in that particular interaction.

And one thing that I’ve realized is that the term racism is something that’s thrown around a lot, and a lot of times it’s accurate. And when I think about these conversations, I want to approach these conversations in the most persuasive way possible, and I want to always focus on my goal. What is the goal that I want to achieve and how best should I go about trying to achieve that?

And so, one of the things that we’re going to run into a lot of times in these difficult conversations about race is that people are going to be very defensive if they feel as though they’re being accused of something so terrible as racism because sometimes people say racism is acting with malicious intent. And sometimes, other people say racism is anything that leads to a negative impact that hurts people of color more so than whites, something like that, right?

And, really, what definition matters the most, the definition that the person is using in their mind in the conversation. And so, for me, I very rarely come to the point in a conversation where I accuse the person in front of me or the situation as being racist because I know what’s going to come next, Pete. I know exactly what’s going to come next, “No, I’m not racist,” “No, they’re not racist,” “No, this is not racist.” Now we’re having a semantic argument about what racist, what it means to be racist. I find that to be, a lot of times, unproductive in this conversation.

We might not agree that what it means to be racist, but if I stay very objective on the facts, we might be able to agree on the fact that the behavior, though well-intentioned, had a negative impact to a specific race or group. People could say, “Yes, I do agree with that,” and now we can move forward with solving the problem.

And so, I think just having a very specific and targeted approach with our language can help us to avoid a lot of these unproductive conversations where we get stuck, where somebody is being accused or feeling as though they’re being accused, and then the other person trying to accuse.

Pete Mockaitis
Well, that’s so powerful because I think folks can just wildly misunderstand each other right there in terms of if folks say, “The SAT is racist.” If you have a different version of what that word means, you’re like, “Like, that sounds insane. What are you…? A standardized test is not a human being with emotions. What are you even saying?” So, that just will not connect.

And if you’re operating from the other sort of definition, in which malicious intent is not all necessary, to call someone racist is, in a way, not that severe – tell me if this feels accurate to you – not that severe of a charge in terms of it’s like, “Are you a sinner? Are you a person who makes mistakes? Yes, and yes?” It’s like, “Do you have somewhere in your brain a series of associations that lead you to have a touch of a bias on certain issues about certain groups?” I imagine that we all do even if they’re innocuous, like, “Lithuanian love their ice cubes.”

I’m Lithuanian. My buddy, Connor, always quotes that “Malcolm in the Middle” although I actually do have a portable ice cube machine that I got here for the office because my refrigerator is…it’s not that important but…So, would that be fair to say that if we’re using the broader definition of racist, then everybody is one? Is that fair?

Kwame Christian
One hundred percent. And so, I’ll refer to one of the most popular books out there in the field, and it’s How to Be an Antiracist by Ibram Kendi. And one of the things that he talks about is his definition of racist is pretty ubiquitous. And he says, like, “There was a time where I was racist and there are times where I act in a racist way.” He owns it, and he says and he defines racist as, like I said before, anything that could have a potential negative racist impact.

And I know listeners who are big fans of Kendi, they will say, “That is not precisely what he said,” and I am not citing him precisely. So, I want to be very, very clear on that. But I think the core of what he says is that the term racist for him is merely descriptive. I know I have that part right. He says it’s merely descriptive. It’s not a value judgment. It is just a simple observation.

And now let’s accept that as true. That doesn’t mean that it will not have a predictable emotional response in the minds of the other person, and that’s one of the things that we have to recognize. Emotions don’t play by our rules. And so, whether or not we believe that somebody is entitled to feel the way that they feel, does not change the way that they feel the way that they feel.

And the way that they feel will have an impact on the conversations that we’d try to have with them, so we have to wrestle with the reality of their emotional response. And, for me, as a negotiation expert, as a strategist, I want to be very intentional about the way I navigate through these conversations to avoid that rejection, that reflexive rejection that comes with these types of accusations because there are very few people in the world who would say, “You know what, you called me racist, you’re right. I’m racist,” because that will come with significant social consequences in today’s society.

Pete Mockaitis
Certainly. Although, if we clearly precisely defined the terms, I can imagine a group of heads nodding in a seminar, like, “Okay, yeah, fair enough. I guess, in a way, we are all somewhat, in some regards, racist. Okay.” So, in a way, it defangs it.

Pete Mockaitis
Before you till all that mental soil, such that everyone is ready to understand what we mean by those specific definitions, then, yeah, you’re going to get a strong response to that. I also loved what you had to say, is that sometimes that we should avoid unnecessary barriers, and sometimes semantics do just that.

So, if you use the term white allergies, white fragility, white privilege, systemic racism, there is a subset of the population that will hear those and just, like, shut down or they won’t take kindly to those terms because they have some association and baggage associated with it. Yet, when you explain, what you really mean by those things, they’d say, “Okay, yeah, I understand. That’s a thing that happens. Sure.”

Kwame Christian
Absolutely. And, Pete, in the book, I break that down to I have actual sample conversations. So, we actually talk about the tools or the tactics or the strategies, and then we have sample conversations. And we have sample conversations on each of those terms that you just addressed. And let me tell you a story.

So, I was in Brazil earlier this year, and I started texting some of my Brazilian friends, and I started to get some weird texts because a lot of them kept on sending me the text that said, “KKK.” I said, “Why are you sending me that because, to me, growing up in America, KKK means the Ku Klux Klan, which is one of the most horrendous terrorist organizations in American history, race related? Very racist.” But people kept on sending it to me, so I started Googling what is happening here. And so, for them, KKK is the equivalent of LOL, so it’s the laughing sound, like “KKK.”

Pete Mockaitis
Oh, I get it. “K, K, K.”

Kwame Christian
Yeah, exactly. So, when they’re laughing, they say, “KKK.” Now, I understand that. I definitely understand that but that does not change the fact that it will, essentially, always have a little bit of an abrasive response for me because that is not how I’ve known the word. For the last over three decades, it has been associated with something very bad. I can’t just instantly say, “Oh, now this is playful laughing.”

Pete Mockaitis
Now it’s just humorous.

Kwame Christian
Yeah, I can’t do that. Same thing with these words. There’s always going to be some baggage associated with these words, so that’s why it’s important for me to recognize whether or not there is resistance associated with specific terms. And if there’s specific terms where there’s resistance, then I’m going to use the definition rather than the term.

Pete Mockaitis
Yeah, the way I was trying to remember this tip from you, I’m making mnemonics for myself of other people’s material. It’s like, “Oh, so, if semantics are creating an unnecessary barrier, S, U, B, I can substitute it with a definition.” That’s how I remembered your tip.

Kwame Christian
Wow, second edition.

Pete Mockaitis
I’m going to use that but your stuff is probably way better than mine already, so it’s like, “Thanks, Pete. That was lame. I got way better stuff.”

Kwame Christian
No, that’s going in the second edition. I like that.

Pete Mockaitis
Oh, I’m flattered. Okay. Well, I loved what you had to say about focus on the goal and how to best achieve that, and maybe you do need to substitute some semantics that are creating unnecessary barriers. And I’m thinking about two stories in which I think, so some groups were trying to have some conversations about race, and I’m pretty sure they failed to meet their desired goals based on how they’re being received.

And I’m going to throw some scenarios at you, and you don’t know what went down. But I’m going to ask for you to do your best to speculate as, “When I see that kind of thing, it’s usually because they failed to do this, or they should’ve done that, most likely.” So, here we go.

Scenario one. A buddy of mine said he was at church and they were having a series of dialogues about some race issues to learn how to do better on these matters, pick up some skills, hear about perspectives. And then there was a white girl in her 20s who was chatting with my buddy, and she said, “Boy, after hearing all this stuff, I guess I just realized how bad and racist I am, and how I just totally don’t understand what people from the other side are saying, and I really have no right to discuss it. So, I guess I have nothing to offer and I should just keep my mouth shut.” And she proceeded to not come to any of the other meetings.

And so, my buddy is also a speaker-author dude, and he said, “Wow, never in any of my programming has the goal been to have someone feel totally disempowered and to feel the need to withdraw.” So, that’s a thing that can happen sometimes during the course of engaging in these conversations. Any pro tips on having that not happen for people?

Kwame Christian
Yeah, so let’s approach it from two different perspectives. So, let’s first approach it from the person’s perspective who said, “You know what, I’m out. This is too much.” And so, fear can masquerade in different forms, and oftentimes, it will take the form that is most persuasive to you. And so, I was talking to somebody earlier today, and she was saying, “Listen, I feel overwhelmed, I feel ill-equipped to have these conversations so I’m just not having to have these conversations.”

And I said, “See, you’re an intelligent person, and what you’re doing is you’re overintellectualizing the situation and saying, ‘I need to study more. I need to study more,’ and you keep on moving the goalpost just in order to make sure that you never put yourself in a position where you’re obligated to have the conversation, or you feel worthy of having the conversation.” And so, what this person is probably doing is saying, “Wow, I’m seeing the risks. This is scary. I am going to back out.” And backing out does nothing but protect her from her own emotional discomfort. And so, we have to look into it and see how fear will operate in these situations.

And then for the person who might see this happening, we use compassionate curiosity, and so we might say, “Hey, I noticed you stopped coming to the meetings. What happened?” “Well, I didn’t feel comfortable coming to the meetings.” “Okay, so it sounds like you were a little bit uncomfortable and maybe a little bit afraid of making a mistake?” “Yeah, that’s how I’m feeling,” and then they explain.

And then we move to getting curious with compassion, “Well, what is making you so afraid?” “Well, I’m afraid of making a mistake.” “Okay, tell me more.” “Well, I also feel a little bit overwhelmed because I should’ve been doing more but I haven’t been doing more.” Okay. Now, let’s get joint problem-solving, So, it seems like, based on what you said, you want to do more. Well, what are the things you can do that can make you feel as though you’re doing more?” “Well, I could start coming back to these meetings.”

Right. That’s it. Simple. Exactly how the conversation could go. But I wanted to kind of flow through how the compassionate-curiosity framework could work in that situation.

Pete Mockaitis
Okay. Cool. Thank you. And I guess I’m thinking, so that’s from her perspective. I guess, also, the people coordinating the thing could share some of the comforting words that you’ve been sharing, like, “Hey, this is tricky for people. It’s challenging. There are some risks. It’s going to feel uncomfortable, and that’s just how it’s going to be. We have different associations. There are some complexities.” And they’ll go, “Oh, okay. Huh, this is hard for everybody, and that’s okay.”

Kwame Christian
Exactly.

Pete Mockaitis
Cool. Okay. Well, here’s another scenario. This was at a Fortune 500 company, and they had a huge meeting in which they announced, “Henceforth, the goal is by…” I don’t know, 2027 or some couple years away date, “….X percent of the positions above level five…” I don’t know in their system, like direct duration above, they had sort of a numbering system for sort of executive seniority power. You know what I’m saying?

So, “X percent of these positions will be filled by black people.” And so then, on the chat, there’s a whole lot of muttering going on, and everyone’s saying, “Oh, I see. Well, what percent is going to be Asians, and women, and disabilities, and elderly folks, and LatinX?” “Oh, okay.” So, they’re kind of miffed about this and maybe they didn’t feel included.

There’s just sort of like they felt like this is just being thrown upon them or they don’t understand what’s at it, or they think maybe there’s not, I don’t know, structural fairness. I don’t know precisely what their beef is but that is a response that can happen when there is a fiat, and saying, “This is how it is with regard to race, everybody,” and then the murmuring begins. Any pro tips on dealing with that better?

Kwame Christian
Yeah. So, it’s funny, Pete, when you said that, I had the immediate response, I said, “Oh, okay. Well, we’re opening up Pandora’s box here because there are many other races that are underrepresented there too, right?” And I think this is a really great example of the ubiquitous nature of these conversations because we can talk about the book title in terms of how to have difficult conversations about race, but, really, we could substitute any sensitive topic.

And so, we think about age discrimination, racial discrimination, gender discrimination, all of that type of stuff. The same underlying frameworks can apply to those situations. And so, I think it really comes down to having a conversation about, first of all, “What’s the problem that we want to solve?” And then figuring out, “What other problems do we want to solve at the same time?” because the choice did cause some murmuring. We cannot ignore that murmuring and pretend it doesn’t exist.

And so, it’s important for us to lean into that conversation and have it at a high level and be open and transparent about it just to make sure that everybody feels seen and appreciated.

Pete Mockaitis
Okay. Understood. Well, Kwame, tell me, anything else you really want to make sure to mention before we hear about a few more of your favorite things?

Kwame Christian
At the end of the day, really, what we have to do is we have to have these conversations. If there’s anything that I want your listeners to take from this is that we have to keep this simple. Have the conversations and use the framework, and that’s better than the alternative.

Pete Mockaitis
All right. Thank you. Now, could you share a favorite quote, something you find inspiring?

Kwame Christian
“The best things in life are on the other side of difficult conversations.” That’s the motto of the American Negotiation Institute, and that’s really the ethos that I tried to bring into each of the books, the podcast, and the trainings that we do.

Pete Mockaitis
All right. And could you share a favorite study or experiment or bit of research?

Kwame Christian
One of the things that a lot of communication experts like to talk about is the importance of empathy, and I’m not different. I talk about it, too, but I think one thing that people have to appreciate is the fact that empathy is very, very difficult for some specific reasons.

When you look at the studies related to in-group versus out-group bias, it is much easier for us to empathize with people who are like us. So, think about a non-race-related example. Imagine you’re watching a football game, and somebody gets hurt from your team. Let’s say they hurt their knee. You will reflexively reach down and, like, almost grab your knee. You’ll wince. You’ll feel their pain. That happens automatically.

But if somebody else from the other team gets hurt, you don’t have that type of sympathetic response. You might actually cheer. That’s the tribal nature of humanity. But on a deep subconscious psychological level, it’s easier for us to empathize with people who see us as one of them, as part of their tribe, as part of the group.

And so, I think a couple of things that we need to realize is, number one, empathy takes effort especially when the other person is different from you. And, number two, we can trigger a little bit more automatic empathy in our direction by being mindful of how we can mobilize biases in our favor. So, an example of that is affinity bias, “I like people who are like me.”

So, at the beginning of every conversation, my goal is to approach this rapport-building stage from the perspective of getting the other person to see me as one of them. We are on the same team. We might look different, we might have different perspectives, but when it all comes down to it, we’re on the same team. And just taking the time to really pull that together, helps us to trigger more of that automatic empathy and makes the conversations a lot easier.

Pete Mockaitis
All right. And a favorite book?

Kwame Christian
Well, my favorite book used to be “Finding Confidence in Conflict” and now my favorite book is “How to Have Difficult Conversations About Race.” Is that too self-serving, Pete?

Kwame Christian
But I will say, I did find particular joy in reading “How to Not Lose Your…” stuff, I’ll edit it, How to Not Lose Stuff with Your Kids. So, talking about emotional regulation for parents. And so, it’s hard for me to pick a favorite book because I try to read a book a week, and so, usually, it’s the one that is closer, like most recent to me that registers the most, like recency bias, ha, ha, bias is everywhere. So, I’ll give a shoutout to that book as a recommendation for all the parents out there.

Pete Mockaitis
And a favorite tool, something you use to be awesome at your job?

Kwame Christian
LinkedIn. It has to be LinkedIn. I am addicted to LinkedIn. I post every day, and it’s been really rewarding connecting with people on LinkedIn. So, if you use LinkedIn, make sure to connect with me, follow me. I always try to be really generous with content on that platform.

Pete Mockaitis
And a favorite habit?

Kwame Christian
Going to the gym in the morning, I’d say. I’m realizing more and more that this is, I guess, what Charles Duhigg would call a keystone habit because a lot of good habits come from that because it’s tied to my meditation routine, it’s tied to my gratitude journal in the morning. So, working out in the morning is happening, then I know a lot of other good things are happening too.

Pete Mockaitis
Okay. And if folks want to learn more or get in touch, where would you point them?

Kwame Christian
So, check out the podcast Negotiate Anything, and also our other podcast Negotiate Real Change, which is about diversity, equity, and inclusion in the workplace, but using negotiation and conflict resolution as a tool to promote it. But for general leadership, conflict resolution, negotiation, sales, that type of interpersonal communication, check out Negotiate Anything. And then, also, reach out to me on our website the AmericanNegotiationInstitute.com. And if you’re interested in trainings, workshops, coaching, all of that type of stuff, you can reach out to us there.

Pete Mockaitis
Okay. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Kwame Christian
Yes, everybody, the challenge is this. Use the framework. Use compassionate curiosity. If you have the opportunity to interact with a human being within the next 24 hours, I guarantee you, you’ll have an opportunity to put these skills into action. So, whenever you have that opportunity, remember, acknowledge and validate emotions, get curious with compassion, and use joint problem-solving, and just get into the habit of using that and it’ll be your best friend in those dark times when you’re having those tough conversations.

Pete Mockaitis
All right. Kwame, this has been a treat. I wish you much good things on the other side of difficult conversations.

Kwame Christian
I appreciate it, my friend. Thanks for having me on.