“A leader’s influence comes from his words.”
Kim Yun-na, author of the 500,000-copy bestseller “The Bowl of Words,” speaks
The communication skills of a true leader that dramatically increases growth and performance.

Everyone lives with a vessel that holds words.
Use 'words' to match the size and depth.
Kim Yun-na, the author of “The Bowl of Words,” has returned after three years with “The Leader’s Bowl of Words.”
During that time, I met with so many leaders that I didn't miss a single lecture and conducted 1:1 coaching sessions for 3 to 6 months.
This book, based on fundamental reflections on words gained through numerous trainings and coaching experiences, explains the language skills of leaders that help people grow and achieve results.
It has been made more practical by including a leader's questioning skills, 3F feedback skills, the 3C formula for requests and praise, and even an action sheet before an interview, so that it can be applied immediately in the field through specific and diverse examples.
The term “leader” in this book does not refer to a specific occupation, seniority, or position.
If you have at least one partner and follower, you are a 'leader', and if you are a person who thinks about 'relationships' and 'performance' among people, then you are a 'leader'.
The potential for growth and the magnitude of your achievements depend on the type of leader you work with.
It contains methods to develop people and increase performance by developing a leader's speaking skills.

The essence of leadership is creating results through people.
At this time, what makes connection with people possible is the ‘heart.’
Because we recognize our mind as our own self, as our own being, we open our hearts to those who understand our mind and willingly cooperate with them.
But we have been pretending not to know this golden key even though it is right in front of us.
Instead, we have been trying to open closed doors with power and money.
As a result, many leaders continued their conversations without even realizing their own feelings and ignoring the feelings of the other person, ultimately leaving everyone speechless.
In the future, dealing with this ‘heart’ will become even more important.

--- p.9, from “Why is it called ‘the leader’s speaking bowl’?”

It's easy to do well when things are going well.
When the results exceed expectations, the budget is sufficient, and the staff is available, the difference in conversational skills is not noticeable.
When the 'leader's words' come into play, it's when things get bad.
When conflicts of interest arise, when accountability must be determined, when an hour-long meeting yields a misleading report... it's difficult for anyone to escape the urge to defend and attack and find the right path.
A leader who can pay attention to people's hearts at that time can lead the conversation in a new direction.
A leader who knows how to use his heart can control his emotions that boil over in a moment and say what he wants without hurting others.
--- p.24, from “To a Leader at a Crossroads in Conversation”

When having a conversation, it takes practice to acknowledge your needs.
Instead of responding to someone who says, "Company life is boring," by saying, "Are you going to work to have fun?", acknowledge their desire by saying, "It would be better if you could have fun at work."
If someone says, "I want to do meaningful work," instead of being stern and saying, "You create meaning," you can say, "I see you want meaningful work."
But to be able to acknowledge these needs, the leader must recognize his own needs.
If you can't perceive your own needs, you can't observe the needs of others.
--- p.141, from “Confirming and Accurately Conveying Needs”

Conversations that indirectly ignore conflict in order to avoid escalating it are called "avoidance conversations."
There's something missing here.
My feelings and specific expectations are gone, and at the same time, there is no confirmation or acknowledgement of the other person's situation.
As a team, we can't sharpen our thinking about what we need to fix and how to align.
People who use avoidance communication lack the trust that "we can work together as partners to find solutions" when their perspectives differ.
I feel like there's no point in expressing my feelings, thoughts, and desires, and at the same time, I don't feel the need to consider the other person's.

--- p.176, from “Dialogue of Avoidance”

There is an inevitable gap between leaders and team members.
Because the roles and perspectives are different.
Therefore, you cannot ignore necessary feedback just because you don't want to hear the word "upset" or because you don't want to make your employees feel uncomfortable.
'Requesting feedback' inevitably causes a negative emotional state.
You have to admit it.
The goal here is not to hurt the other person's feelings, but rather, 'What will be left after this conversation?'
Why do we learn the language of feedback? One is to avoid blurring the point by being overly circumlocutionary, fearing hurtful words. The other is to avoid teaching in a way that harms relationships while focusing too much on enlightenment.

--- p.257, from “Can I Give Feedback Without Feeling Offended?”