Diamond Tree catalog
Difficult Conversations
For the HR partner, coach or senior leader whose managers keep putting off the hard conversation: the behavior that keeps happening, the performance problem, the answer about pay, the no to their own boss. Send the diagnostic first; its read names which of seven conversations it is. Then send that folder: a playbook to prepare with, a rehearsal with an AI coach, and a follow-up for the day after.
Start here
Send these first: five questions that name the conversation a manager is putting off, and the five moves under every one of them. The diagnostic’s read comes back to you and names the folder to send next.
Pick the conversation
Seven conversations, one folder each, and every folder runs the same way: the manager prepares with the playbook, rehearses with the practice lab, has the conversation that week, then follows up. Add the folder whole and send it to the manager putting that conversation off.
When it keeps happening
For the habit a manager has hinted at, softened or let go at least once: the four sentences said properly the second time, rehearsed the evening before, and the morning after.
Someone is underperforming
For a report who keeps missing the standard after hints have not worked: the conversation in five steps, the ninety seconds after it rehearsed, and an honest look at the setup before the four weeks are up.
Disagreeing with a boss or a peer
A no, a not-yet or a smaller yes, said to their boss or a peer and rehearsed, and what to do after the meeting where they said nothing, or said it and lost.
Delivering bad news
The news in three sentences, then stop: rehearsed the day before the manager faces the room, and followed up two days after, once it has gone quiet.
Money and promotion
Yes, not yet or no to a raise or a promotion, and the case to make when the manager is the one asking; a not-yet rehearsed, then whether their answer was fair.
Repairing after it went badly
For the conversation that already went wrong. Send the folder whole: What Went Wrong, Honestly first, then the ninety seconds that reopen the conversation, and the apology rehearsed.
Two people who cannot work together
Two talks alone, then one together that ends with three written lines; the moment the manager is asked to rule, rehearsed, and an honest check two days after on whether they took a side.
In the room
Two lessons to send with any folder, for once the conversation has started: listening when they would rather talk, and what to say when tears, anger, silence or their own emotion arrive.