Meeting/Event Information

BH SHRM Membership Meeting – July/August Workshop (12 SHRM PDC)*

July 7, 14, 21, 28 & August 4, 2026

8:30-11 am

Black Hills Visitor Information Center – 1851 Discovery Cir, Rapid City, SD 57701

*Because space is limited and the sessions build upon one another, we ask that registrants commit to attending all five sessions before registering.*

Presentation Title: Crucial Conversations Workshop Series

Presented by: Highmark Federal Credit Union

Session Summary
This workshop series highlights key principles from Crucial Conversations and provides practical tools for handling high-stakes discussions with confidence, clarity, and respect.

What you learn in Crucial Conversations does not require a PhD or years of schooling. In fact, most people already know many of these ideas. The program simply organizes them and provides a practical structure for remembering when and how to use them.

Some conversations feel like landmines, and avoiding them can keep you stuck, both personally and professionally. These workshops explores how to identify when a conversation needs to happen and what makes it crucial. You will also learn practical strategies for preparing yourself, so emotions do not hijack the moment. Think of it as the emotional version of rocket science — with real-world tools you can actually use.

What makes a conversation crucial
A conversation becomes crucial when three things are true:

• Opinions differ
• Stakes are high
• Emotions are strong

These are the moments that test leadership the most. Handled well, they do more than solve problems — they build trust, credibility, and stronger relationships.

Create safety
When people feel unsafe, they often respond with silence or aggression. The key to productive dialogue is restoring safety by building:

• Mutual Purpose — a shared understanding of what everyone wants
• Mutual Respect — confidence that each person is valued

When people feel safe, they become more honest, more open, and more willing to work toward a solution. Safety is not soft; it is the foundation of real progress.

Start with heart
Before jumping into a difficult conversation, get clear on your intent. Ask yourself:

• What do I really want for myself?
• What do I really want for the other person?
• What do I really want for the relationship?

Strong conversations begin with self-awareness. The more disciplined you are about your purpose, the more likely you are to lead the conversation instead of simply reacting to it.

State your path
Speak in a way that lowers defensiveness and invites dialogue:

• Share your facts — begin with the least controversial, most observable facts
• Tell your story — explain the meaning or concern you are drawing from those facts
• Ask for others’ paths — invite their perspective
• Talk tentatively — use language such as “I think” or “I may be wrong, but…”
• Encourage testing — welcome different views and correction

This approach creates clarity without creating conflict. It shows confidence, humility, and leadership all at once.

Master your stories
Do not confuse your interpretation with reality. Separate facts from the story you are telling yourself, and avoid assuming negative intent.

The story in your head can either fuel the problem or help solve it. Great communicators slow down, check their assumptions, and choose curiosity over judgment.

Focus on facts
Ground the conversation in what can actually be observed or verified. Facts reduce defensiveness and keep the discussion productive.

Facts create a solid starting point. They help people move from emotion to understanding and from conflict to resolution.

Handle strong emotions
When emotions rise:

• Apologize if needed
• Use contrast to clear up misunderstandings
  Example: “I’m not saying X. I am saying Y.”
• Return to shared purpose

The goal is not to avoid emotion. The goal is to lead through it. Difficult moments are where calm, steady leadership stands out most.

End with a clear action plan
Good conversations lead to clear next steps:

• Who will do what
• By when
• How follow-up will happen

A strong conversation does not end with good intentions. It ends with accountability, clarity, and momentum.

Bottom line
Crucial conversations are not obstacles to leadership, they are opportunities to demonstrate it. When people feel safe, stay grounded in facts, speak honestly and respectfully, and leave with clear commitments, hard conversations become turning points for trust, growth, and results.

Primary Learning Objectives

1. Recognize when a conversation needs to happen and identify the moment it becomes crucial.
2. Learn how to be honest with yourself and the other person in a way that builds relationships, creates safety, and produces lasting results.
3. Create a safe space for family, coworkers, and friends to talk with you about almost anything at almost any time. 

About the Speaker
Tony Pannone is the Chief Information Officer for Highmark Federal Credit Union. He has more than 20 years of experience in technology and team development. He works closely with training and HR to help develop staff across all areas of the credit union and oversees strategic objectives and planning. He holds two Cisco certifications and two Microsoft Systems Engineer certifications. Tony is also a certified instructor for Crucial Conversations and Crucial Accountability. He serves on the SavvyMoney Partner Advisory Board, the Black Hills Works Foundation, and the Spearfish Area Chamber of Commerce Board of Directors.

*This workshop series has been approved for 12 SHRM PDCs.

BHSHRM is not applying for HRCI credits.