How can you navigate difficult conversations with HR consulting clients?

Bring the problem in a direct way. Don't make it seem like something it isn't. Once the problem is out you need to have some 'solution pathways' ready to discuss. I like to offer multiple options to customers WITH an established pro/con list. Having difficult conversations is about how you manage your counterpart and it's crucial that they feel like you're on THEIR side. It's never you against them, it's always you with them.

Maintain professionalism, stay neutral, and focus on facts rather than emotions. Offer constructive feedback and present alternatives to address challenges, fostering a collaborative atmosphere.

The key to this is actively listen without judgment to understand their perspective. When you have a clear understanding of their point of view, work with them to find common ground and reinforce shared goals while acknowledging the discomfort. Present solutions focused on reaching mutual understanding, not "winning" the debate. Though difficult, these conversations build trust and partnership when handled with sincerity. Let the client's interests guide you in navigating challenging yet necessary dialogues. NB: This is a fairly standard approach for any difficult conversation, not just an HR Consulting client

I've learned it's important to research the client's situation thoroughly beforehand - their industry, organisational structure, pain points and goals. This gives you insight into what may be causing contention from their perspective. It's also wise to reflect on the nature of your working relationship. Have there been disagreements before? Is there trust there? This dynamic will impact how open they are to your input. With context, you can tailor your approach to each unique situation and client. Rushing in blind risks misreading cues and further straining the relationship. Do your due diligence to set the conversation up for success.

When having a difficult discussion, remain professional and focus on resolving the issues. As a consultant, you represent your entire firm - stay calm and lead by example. It is helpful to briefly summarise the context and goals for both parties before addressing any problems directly. This aligns everyone on desired outcomes before emotions potentially flare up. Listen carefully, and don't get defensive if the client expresses frustration. Their concerns are valid from their perspective. Seek first to understand, then aim to find mutually agreeable solutions. Above all, remember that this client is a valued business relationship worth preserving. Keep the conversation constructive and future-focused.

Let's talk about an important aspect that often gets overlooked: perspective. When we're dealing with any issue or having a conversation, it's crucial to understand that each person involved sees things differently. First and foremost, we need to grasp that concept. Now, when it comes to tackling any problem, I like to be prepared. That means having all the facts straight and gathering input from everyone involved. If we made a mistake on our side, we should own up to it and make it right with the client. On the other hand, if the issue lies with the other party, we should aim to help them resolve it in a positive manner.

Pick your battles - Not every disagreement is worth an intense discussion. Consider if this issue is mission-critical or just a minor annoyance that can be overlooked. Frame feedback constructively - Rather than criticism, offer input as helpful suggestions to achieve their goals. Discuss off-line if needed - For very tense situations, continue talks in private where the client may open up more without an audience. Involve other team members - If you reach an impasse, bring in colleagues with fresh perspectives to help find solutions. Be willing to compromise - You may need to meet halfway to appease an upset client and maintain trust. Reflect after - Think about what worked well and what you would do differently next time.

Technology to enable you to be that active listener, not a notetaker. Then use technology to organize your digital notes to then present back so both parties can agree upon the intentions and contexts. Creating clear actionable insights. And over time and across customers, pick-up on trends and build an internal library of knowledge to reference back at future dates in times. There is plethora of AI-powered meeting management technologies, with built-in domain specialties. Aa a fractional entrepreneur, I lean on tools like Gong and Avoma cause of their note taking accuracy, strong organizational skills and ability to synthesize.