The STREETCREDS® Model For Savvy Conversations®

Does the idea of having a difficult conversation fill you with fear? Do some exchanges leave you feeling frustrated, upset or angry? Have you ever avoided talking about something important because you simply couldn't face it?

Now imagine having effective conversations every time that you engage with someone, regardless of the subject. That is, communication in which everyone is involved, aware of themselves and others, and committed to a positive outcome.

Such open, honest and effective conversations are the aim of the STREETCREDS® framework. [1] In this article, we'll explore the model and the underlying concept of Savvy Conversations®. And we'll examine how applying the model can promote a sense of harmony and purpose in your team's communications.

Sarah Harvey, a U.K.-based communications specialist, first developed STREETCREDS in 2013 to improve communications and relationships in the workplace. The model is designed to enable what Harvey calls, "Savvy Conversations."

The word "savvy" means well-informed, perceptive and shrewd. It has its origins in the French term, savoir faire, which means "know-how." Unlike "difficult" conversations, savvy conversations give you clarity and action, without conflict.

Conversations are how we connect with others, how we learn, how we share information, how we inspire others, and how we deliver results. Examples include resolving differences of opinion with colleagues, and dealing appropriately with poor performance issues during one-to-ones and appraisals.

In a post-COVID world, where people are often working virtually, clear and effective conversations are more important than ever. But they also need to be sensitive to people working under stress, and respectful of individual circumstances. The STREETCREDS model takes these factors into account.

You can find out more about the Savvy Conversations concept in Sarah Harvey's 2020 book: "Savvy Conversations: A practical framework for effective workplace relationships."

A STREET Culture

The acronym STREET is the first part of the framework, designed to highlight the six key factors that create a savvy conversational culture.

In other words, what do we need to do to create a positive culture that encourages great conversations every day? You'll need to ensure all six factors are in place during your conversations to get the results that you want, while maintaining positive relationships. STREET stands for a conversational culture that is:

• Safe. Ensure everyone in the conversation feels psychologically safe. We feel unsafe when we fear we may be harmed. This does not mean being harmed physically but in more subtle ways, such as being put under pressure by tough questioning. Try to notice when a participant feels threatened, and clarify your intent before moving the discussion on. A safe culture should enable everyone to talk to each other about anything they need to.
• Trusting. As trust develops, people are more likely to be open with one another, and difficult conversations get easier. So, take time to get to know people and build rapport with them. A trusting culture encourages people to be more open and helps to build trusting relationships.
• Relational. Simply put, this is about how we relate to each other on a day-to-day basis, through what we talk about and how we have different types of conversations. A relational culture enables everyone to work in a more interconnected way. Try to demonstrate your positive intent towards others, as this will promote greater collaboration and more effective relationships.
• Emotionally Intelligent. Tune in to your emotions. An emotionally intelligent culture is one where people recognize their emotions and manage them appropriately. Work on your Emotional Intelligence: it's a crucial skill if you are to have savvy conversations.
• Expressive. An expressive conversational culture allows thoughts and ideas to be communicated in ways that are healthy for all. Think about clearly articulating your messages to avoid misunderstandings. Always aim to avoid the Cycle of Conflict.
• Truthful. Think about the conversation you really need to have, even if the truth is uncomfortable. Truthful conversations explore things as they really are, encourage learning, and allow you to face, and deal with, tough challenges. Truthful conversational cultures embrace honesty and openness.

The CREDS Cogs

Once you've considered how the six STREET conditions can help you to create a savvy conversational culture, you can apply these to all of your workplace conversations by using the five elements of CREDS. These are all essential ingredients for success, and each affects the others. So Harvey represents them as interlocking cogs, rather than a step-by-step list. This is shown in figure 1, below.

Reproduced with permission of Sarah Harvey of Savvy People Management.

The five cogs are Candid, Respectful, Engaging, Directional, and Sensitive. This is a situational model, so be sure to adjust the "volume" or emphasis of each cog according to the requirements of your conversation.

Your intended outcome may be compromised, and the relationship between participants damaged, if one of the CREDS cogs is missing from the conversation or is not applied at the right volume.

Let's look at each aspect of CREDS in more detail:

Candid

A conversation should be frank and truthful, especially if the subject is difficult or sensitive. Being aggressive or self-righteous will not make it Safe (above). But, Harvey says, don't tiptoe around the truth or you may damage the condition of Trust.

For example, let's say a team member, Robert, is performing poorly. His work is sloppy, he misses deadlines, and he's unprepared for meetings. A Candid conversation needs to address these issues openly (don't just drop hints), but without being aggressive.

Respectful

You will seem rude if you are Candid without being Respectful. So, politeness, kindness and consideration for the person you're speaking to are important. Speak to others as you'd like them to speak to you, and create an atmosphere of trust and professionalism. In the case of Robert, let him know that there are parts of what he does that you greatly value, and speak to him in a pleasant tone of voice that demonstrates your respect.

Engaging

A conversation should be worthwhile for all concerned, so invite buy-in and commitment from everyone involved. Create a two-way conversation and show that you are listening. A savvy conversation is a dialogue, not a monologue!

Robert will likely not want to open up if he feels talked at. To avoid this, make sure that you're friendly and collaborative. Be clear that you want him to improve his performance for his own good and for the sake of the team – not just to hit targets. And ask him how you can work together to achieve this.

Directional

Help everyone to value the conversation by moving it toward a goal or resolution that you can agree on. If the conversation is about a difficult subject, steer it towards solving a problem, and away from apportioning blame.

Avoid wasting time and getting stuck in a negative exchange. Being Directional will keep your exchange Candid, and you'll show Respect for people's time if you can agree on a way forward with a clear outcome.

For example, be clear with Robert that his approach needs to improve, and agree on goals for achieving that. But emphasize that no bad feeling will result from his previous poor performance if he succeeds in turning things around. At the same time, beware of focusing so much on being Directional that you lose sight of the need to remain Respectful and Engaging. Remember, all elements of the CREDS need to be present for a successful outcome.

Sensitive

Balance the Candid and Directional nature of your conversation with being Sensitive. For example, take a moment to consider whether this is the right time for you both to have this discussion. Is this the right place, or do you need to find a more private setting? And how can you make the tone of the dialogue responsive to the feelings and reactions of the person involved? Being Sensitive to what the other person needs will help the conversation move forward positively.

In our example, Robert might be edgy and nervous, and primed for the "fight, flight or freeze" response. So, show empathy, and listen mindfully to what he has to say, even if he is being critical of you.