![]() ![]() When possible, schedule the difficult conversation on neutral ground to give the other person a chance to gather his or her thoughts and emotionally prepare to discuss it. Stick to those points and don’t go off topic. Use facts, statistics and documented incidents – not just observations. Do I need a witness, to document the conversation or consider legal issues? If there’s any question, front-line managers want to call in HR.Am I focused on being right? Just because you don’t agree with what someone has said or done doesn’t mean it was wrong.Am I being fair and consistent? Make sure you have the same rules for everyone.Ask yourself 3 questionsīefore leaders go into a tough one-on-one, they want to check intentions. Here’s what Studer says is the right approach. Handled right, difficult conversations can strengthen relationships. “The better the relationships, the better the company.” ![]() “Remember that an organization is simply a network of strong, collaborative, mutually beneficial adult relationships,” says Quint Studer, author of The Busy Leader’s Handbook: How to Lead People and Places That Thrive. That’s why difficult conversations need a double objective: Fix the issue and maintain the relationship. ![]() Will it irreversibly damage the relationship with a good employee? Or will it destroy a solid connection with a colleague? Or could a tough talk with the boss hurt your career? Most leaders dread difficult conversations because they’re uncomfortable and unpredictable in the moment.Įven worse is what can happen after the conversation. ![]()
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