having difficult conversations with employees

We usually schedule a 'brainstorming session' with the specific person, with two to three talk points we're open to discussing and finding solutions to. But rather than avoid difficult conversations, we use them as opportunities to provide objective feedback, discover root causes, and foster growth and development.

When treated as mere accountability tools, tough conversations become awkward, confrontational, and unproductive. This process is about protecting everyone and making them feel as comfortable as possible in what is a primarily uncomfortable situation, and making sure that whatever everyone says is protected and heard by more than just the other person.Īlex Mastin, CEO and Founder, Home Grounds This may feel like a small thing, but actually, it can make the entire conversation a lot calmer, and help to ensure that the conversation stays on point, while allowing everything to be heard, and ensuring that there is support for what was actually said after the event if someone thinks something different happened. They are simply there to listen and make sure that the conversation goes as smoothly as possible. This can be anyone from the organization who is not involved with that subject and allows a form of moral support to the team member, while also making sure nothing is misheard or misunderstood.

A strategy we use for difficult conversations with employees is always having a mediator present.

Having difficult conversations with employees