BY C. Lee Smith
Do your managers know how to have difficult conversations with employees? Navigating difficult conversations is an essential skill for effective management. Whether addressing performance issues, behavioral concerns or sensitive topics, managers must approach these discussions with empathy, clarity and careful planning. Recent studies underscore the importance of equipping managers with the tools and training necessary to engage in these conversations.
The Importance of Difficult Conversations
If you are regularly faced with the need to have difficult conversations with employees, you’re not alone. Around 20% of management time goes to resolving employee issues. Up to 50% of managers find these conversations hard.
But the need for these conversations isn’t something you can ignore. Allowing employee problems to go unchecked results in a negative organizational impact. Our research shows that a delay in dealing with an employee’s toxic behavior drives up turnover. Managers do not get to hope that the problem will fix itself. They’ll need to take action.
How to Prepare for Effective Difficult Conversations
Continuously monitoring employee performance and workplace behavior is a good way to proactively manage potential trouble spots. Managers should make a habit of addressing small problems before they grow into bigger ones. They should also regularly engage with the members of their team.
Build Trust Through Daily Interactions
Establishing trust isn't reserved for challenging times. Managers can cultivate trust with their team members by engaging in consistent, genuine interactions. Demonstrating emotional intelligence and showing concern for your team members from the start will help you lay the groundwork for more open and honest dialogue when it’s necessary.
Prepare and Practice
Regardless of how much coaching and encouragement you provide, at some point you’ll need to know how to have difficult conversations with employees. Each situation may be unique, but you’ll succeed if you prepare properly.
Managers should identify the core issues, gather relevant facts and anticipate potential reactions. You don’t have to guess at the reaction when you need to provide constructive feedback. For example, you may have to tell a team member to work at a faster pace.
Start by reviewing the reports of the psychometric assessments they’ve taken. With a platform like TeamTrait, you’ll have insight into how a team member responds when receiving feedback. The assessment results also suggest how to approach these conversations. To get your phrasing right and to build confidence, practice the conversation in advance with a trusted colleague.
Approach with Empathy
Understanding and acknowledging an employee's perspective fosters a more constructive atmosphere. Use "I" statements, such as "I noticed…" instead of "You always…" This approach can prevent the conversation from becoming accusatory. Because the bottom line is that you want to see their behavior change. You’re not engaging in the conversation to find fault.
Focus on Specific Behaviors
Addressing specific actions rather than general traits helps in providing clear feedback. When it comes to knowing how to have difficult conversations with employees, focus on specifics. For instance, instead of saying "You’re not getting work done quickly enough," you could say, "I observed that you didn't finish your CRM updates by end of day…” Then you can add. “That resulted in other team members not being able to get their work done on time.”
Collaborate on Solutions and Track Progress
It’s typically not sufficient to end the conversation at that point and hope the employee’s behavior will change. Managers should work with their team member to develop a plan for improvement. In this way, you ensure buy-in.
This collaborative approach can lead to more sustainable outcomes. To be sure that behavior is changing in a meaningful way, set regular meetings to discuss the employee’s progress and the challenges they are encountering.
Enhancing Managerial Skills
Given the challenges that managers face in learning how to have difficult conversations with employees, investing in training programs can be beneficial. In addition to training, reach out to your manager or a trusted colleague to review the high and low points of your most recent challenging conversation. Discuss which aspects were helpful in prompting change in your employee.
Conclusion
In conclusion, while difficult conversations are inherently challenging, they are pivotal for organizational growth and employee development. By building trust, preparing adequately, approaching discussions with empathy, focusing on specific behaviors, and collaborating on solutions, managers can navigate these conversations effectively.
Knowing how to have difficult conversations with employees is a key skill for every manager. Continuous training and accessing available resources will help you lead with confidence and integrity.
