Many managers, including me, procrastinate when faced with a difficult conversation. The end result is that it becomes even more awkward, the longer it is left.
I have found that long delays have all sorts of potential results, eg:
So how do you manage those difficult conversations?
Awkward conversations do occur and form part of the natural order of events within a workplace. People are all different and we all have our own ways of dealing with pressure. Effective management is a matter of enabling colleagues to sort out any problems without interference and only step in when the communication threatens to destabilise or upset balance within the business.
http://accsys.co.za/news-category/teryl-work
I have found that long delays have all sorts of potential results, eg:
- the situation improves on the surface, so the impact of the conversation is lost, and the learning opportunity is gone or
- the frustration builds and the problem grows and the situation spirals out of control and causes real problems
So how do you manage those difficult conversations?
- Appoint a facilitator (line manager or HR official)
- Create a safe, quiet space for the meeting.
- Agree whether it is going to be formally documented or not
- Agree on a preferred outcome before you start the conversation, even if it is just to have another meeting
- Set firm ground rules that everybody agrees with before you start eg no swearing, no shouting, no "you always", or whatever is appropriate in your environment
- Ensure the facilitator has the authority to ensure the rules don't get broken
- The facilitator needs to be comfortable asking tough questions, while remaining objective
- Steer the conversation toward facts, not opinions and assumptions
- Allow a definite time for the conversation, rather than going with the "we are not leaving this room until the matter is resolved" approach
- Conclude the meeting with a clear action plan that is deadline driven.
- Follow up
http://accsys.co.za/news-category/teryl-work
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