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“I always found that if you handle a problem in a benevolent way and a transparent way and involve other people, so it’s just not your personal opinion, that people get to the other side of these difficult conversations being more enthusiastic.”
David M. Kelley

The term “difficult conversation” refers to workplace conversations which are potentially highly emotionally charged and where you have to manage both emotions and information in a sensitive way.

 When do difficult conversations arise?

Difficult conversations arise when you have deal with issues such as:

  • Deal with poor performance
  • Deal with conduct issues such as rudeness
  • Deal with personal problems which affect work
  • Deal with confrontational or undermining behaviour
  • Deal with absences and rostering issues
  • Investigate and resolve complaints
  • Deal with grievances
  • Reassure someone
  • Deal with redundancy or cessation of work
  • Give formal warnings on conduct or performance
  • Deal with personality clashes between team members or between

Avoiding difficult conversations

It is important that you deal with these difficult conversations as soon as practical. It is essential to never avoid them or put them off until “later” as the problem is more likely to grow worse if not dealt with. If you put off having the difficult conversation further issues may arise.

Putting off the discussion may cause some of the following:

  • People carry on without realising there is a problem
  • Productivity and/or the standard of work remains low
  • Problems can escalate and get worse
  • People are upset that you are not dealing with issues in your role as team leader
  • Morale and motivation goes down in the team
  • Avoiding dealing with the issue makes you

 Skills required to handle difficult conversations

conversations

It is usually far better to nip problems in the bud rather than allowing them to get worse or become entrenched.

Difficult conversations require careful handling. The skills you need include:

  • Research before the conversation
  • Clear communication
  • Good listening and questioning skills
  • Maintain control of the meeting
  • Use emotional intelligence
  • Focus on solutions rather than personalities

The Frontline Management Institute provide training and coaching in Difficult Conversations. If you would like further details please contact the Frontline Management Institute at fmi@fmi-au.com or phone +61 2 9660 0199. We can help you analyse development needs in your organisation, contact us for a free initial consultation.