The best approach for these difficult conversations with employees is to address specific issues in a constructive, nonhostile manner. The good news is, when han­dled prop­er­ly, and when man­agers are armed with the appro­pri­ate train­ing, dif­fi­cult work con­ver­sa­tions can actu­al­ly be huge­ly ben­e­fi­cial with regards to an employee’s career and per­son­al devel­op­ment. Your employ­ee might not be per­form­ing to your stan­dards or achiev­ing their SMART objec­tives as expect­ed, but is this all their fault? “Difficult Conversations” and to practice the skills it introduces key points Discuss the key takeaways from the lecture 10 mins personAl inventory Reflect on a difficult conversation you had recently 15 mins 3 5 prACtiCing skills In pairs, evaluate your performance against the seven steps of an effective conversation. This post originally appeared in my newsletter. Tough Conversations at Work: Scripts for When It’s Time for Change Step 1: Decide to Start Talking (& Start With Your Boss) For many of us, the first tough conversation we need to have when we’re ready for change is with our direct boss or leader. If, on the oth­er hand, dif­fi­cult work­place con­ver­sa­tions are han­dled poor­ly, the impact on employ­ee morale and vol­un­tary turnover can be dev­as­tat­ing. Surprisingly, the research found that Brits find it harder to ask their boss for a pay rise than dump a partner, and also revealed some interesting insights into the psychological impact of an impending difficult conversation. In the good old USA we find a lot of things difficult to have conversations about. © 2020 Clear Review. It helps ensure you are jus­ti­fied in your actions and that you are engag­ing the prob­lem in the most ben­e­fi­cial way. The more you get into the habit of facing these issues squarely, the more adept you will become at it. Encouraging your employees or coworkers to own difficult work conversations is challenging. Your employ­ees deserve straight­for­ward talk with hon­esty. A sec­ond opin­ion is always help­ful in a sit­u­a­tion like this. When asked about what they found it hardest to talk about, 33% said talking about pay at work made it onto their list, while only 17% included relationship break-ups on their list of most difficult conversations. All rights reserved, Inappropriate behaviour in the workplace – 31%. Handling the difficult conversation requires skill and empathy, but ultimately, it requires the courage to go ahead and do it. Subscribe to receive it! Fur­ther­more, if you take weeks or months to get back to an employ­ee with neg­a­tive feed­back, the employ­ee might think the cri­tique isn’t all that impor­tant — after all, how impor­tant could it be if it could wait this long to be addressed? The result is that when a dif­fi­cult con­ver­sa­tion does occur, the employ­ee can under­stand that this feed­back is designed to help them to con­tin­u­ous­ly improve, and they will be more like­ly to engage with the feed­back and take it on board. Keep the topic limited to one example. Roleplaying Difficult Conversations. As a manager or supervisor, being able to talk about sensitive and emotive issues is an important part of the job but it's also one of the toughest. This can give employ­ees the con­fi­dence to voice their own opin­ions, ask ques­tions and pro­vide answers, while giv­ing man­age­ment an oppor­tu­ni­ty to lis­ten to what their staff have to say. Speaking to Insights, Martin Leuw, chairman of Incube8it and Clearswift and non-executive chairman of Leathwaite, said that middle managers are often the worst affected by the lack of training in handling difficult conversations, as austere times have led to an increase in the work they are expected to handle. 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