Tough Conversations with Employees Are Helpful

From the Wall Street Journal:

The Leaner, Meaner Chevron
Leaders need to be more decisive, take accountability for failures, and have uncomfortable conversations about poor performance.

Changing Their Perspective

Ahh, yes, the uncomfortable conversation. Often, I coach executives on how to initiate and manage difficult conversations. People feel a sense of dread when approaching such talks and have a strong desire to avoid confrontation. I start by guiding them to a different way of looking at the situation as a leader.

First, it requires an understanding that there is a great impact in NOT helping transform detrimental behavior. Letting someone know that the way they are currently acting and performing is hurting their professional development is a good thing. Often, the direct report is unconscious of the inappropriate behavior. Furthermore, they are unaware of the impact on themselves, their supervisor, and the ecosystem in which they work. In my experience, when you present these facts, most direct reports realize that they must evolve and appreciate the observations as a contribution, not a criticism.

Bigger Than Themselves

Second, these types of conversations are a good time to remind someone that they are part of something bigger. To that, I was moved by an article written by Peggy Noonan of the Wall Street Journal. In it, she wrote:

America is about work, and we respect it.
Hard work means good America
We work to belong to something
To not be alone
Work is an act of stewardship; it helps things continue

It’s quite poignant to realize you are part of something…that you are relied upon…and that you matter.

As we face these turbulent times, it’s essential to strengthen our relationships with our peers and then present our idea. Developing trust with your direct reports is key. They must trust that you will tell them the good and bad equally and with a goal of enhancing their role, not diminishing it. When they see value in what you’re communicating, they will be open to your input.

As an example, I’m working with a client now who has been put off by the complicated conversation he needs to have with his CEO. We walked through the value of his idea to the CEO. It was strong but needed to state more clearly the benefit to the CEO so that he could collaborate on the solution. We also focused on what impact inaction would have, which could have ripple effects. The good news is that the CEO appreciated the heads-up and is now following up with his direct report to resolve it.

So, whether you are planning a tough conversation with a direct report, a client or your supervisor, tailor it so that the message clearly get through by relating it to their situation. That will open their minds to being receptive to your recommendations and have them feel they “belong to something.”