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Here's how you can handle difficult conversations as a people manager using assertiveness and confidence.

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Handling difficult conversations is an inevitable part of being a people manager, but with the right approach, you can navigate these situations with assertiveness and confidence. Assertiveness allows you to express your thoughts and feelings honestly while respecting others, and confidence gives you the strength to stay composed under pressure. Together, these skills help you manage conflict effectively, ensuring that you maintain a positive work environment and foster professional growth among your team members.

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Tatiane Bertuchi

HR Business Partner | Human Resources | Gente & Cultura | Gest?o e Desenvolvimento Organizacional |Gest?o Financeira|…
Elói Guimar?es

Coordenador de Planejamento e Estratégia de Vendas
Robert Ferrari

Unlocking Excellence in Leadership and Life | 8x LinkedIn Top Voice | Master's in Leadership | Senior Professional in…

1 Prepare Well

Preparation is key when it comes to managing tough discussions. Before you enter a conversation, take the time to understand the issue at hand thoroughly. Gather all the relevant facts and consider the perspectives of everyone involved. Anticipate potential responses and plan your own accordingly. By being well-prepared, you'll be able to articulate your points clearly and confidently, which will set a constructive tone for the dialogue. Remember, being assertive doesn't mean being aggressive; it's about being direct and honest while maintaining a respectful attitude.

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Tatiane Bertuchi

HR Business Partner | Human Resources | Gente & Cultura | Gest?o e Desenvolvimento Organizacional |Gest?o Financeira| Planejamento Financeiro e Estratégico | Análise de Dados | B2B|
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Para lidar com conversas difíceis como gerente de pessoas usando assertividade e confian?a, prepare-se adequadamente, comunique-se de forma clara e direta, pratique a escuta ativa para entender pontos de vista, foque em solu??es construtivas, gerencie suas emo??es e siga com follow-up claro e responsável. Essas práticas promovem um ambiente de trabalho transparente e colaborativo, essencial para resolver conflitos e alcan?ar objetivos comuns.

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Elói Guimar?es

Coordenador de Planejamento e Estratégia de Vendas
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Lidar com conversas difíceis como gestor de pessoas requer uma abordagem assertiva e confiante. Prepare-se bem, reunindo fatos e exemplos específicos. Escolha um local privado e inicie a conversa com um comentário positivo para criar um clima receptivo. Seja claro e direto, utilizando declara??es "Eu" para expressar suas preocupa??es sem parecer agressivo, evite utilizar "Eu acho" para n?o tornar a situa??o em um duplo sentido. Ou?a ativamente e direcione a conversa para comportamentos ou desempenho específicos, evitando julgamentos pessoais. Proponha solu??es e envolva o colaborador na busca de alternativas. Mantenha a calma, defina próximos passos claros e acompanhe o progresso, oferecendo feedback contínuo e apoio necessário.

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Robert Ferrari

Unlocking Excellence in Leadership and Life | 8x LinkedIn Top Voice | Master's in Leadership | Senior Professional in HR | Retired U.S. Navy Master Chief
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Tough talks as a manager need both firmness and understanding. Here's how to handle them: 1. Get ready: Know the facts and think about how others might react. 2. Be clear but kind: Say what's wrong without being harsh. 3. Really listen: Show you care about what others think. 4. Use "I" words: Talk about what you see, not what they did wrong. 5. Focus on actions, not personal attacks. 6. Suggest fixes: Have ideas ready to solve the problem. 7. Stay calm: This helps keep everyone relaxed. 8. Check in later: Make sure things are getting better. Being firm doesn't mean being bossy. It's about speaking up for what's right while respecting others. The more you practice, the better you'll get at leading your team.

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Fernanda Ramos
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Além de reunir fatos e planejar suas respostas, é essencial abordar as discuss?es difíceis com empatia. Tente se colocar no lugar da outra pessoa e entender suas preocupa??es e motiva??es. Isso n?o só facilita um diálogo mais aberto e honesto, mas também constrói pontes e fortalece relacionamentos. Ao demonstrar empatia, você cria um ambiente onde todos se sentem ouvidos e valorizados, o que é crucial para a resolu??o eficaz de conflitos.

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Aakanksha Tangri

Founder, Re:Set - Helping you reduce employee burnout and attrition and build productive teams | Forbes 30 Under 30 | Young Leaders Circle, Milken Institute | Visiting Fellow, Observer Research Foundation
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Be empathetic. For managers and leaders, assertiveness is a vital skill. Assertive leaders can obtain the results they desire without bullying or demeaning others. It's an expression of personal beliefs & opinions, while also respecting that others are entitled to hold a different point of view. Be empathetic while raising your point of view in a tough conversation. Assertiveness is easily confused for aggression. However, your purpose is not to 'shout down' or impose your own opinion. Your goal is to help your team understand your point of view and to move forward to a mutually acceptable outcome. Maintaining respect for the other person's perspective can help you find solutions faster than locking horns over issues that create conflicts

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2 Set the Tone

The tone of the conversation can significantly influence its outcome. As a manager, it's your responsibility to establish a tone that's open and non-confrontational. Start by expressing your intention to resolve the issue in a manner that's beneficial for everyone involved. Use "I" statements to convey your thoughts without assigning blame, and actively listen to the other person's perspective. This approach demonstrates your assertiveness and confidence without escalating the situation, paving the way for a solution-oriented discussion.

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Stefan Bründl

Führungsstrukturen aufbauen, Kompetenzen entwickeln, Wachstum sichern.
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Eine weitere M?glichkeit ist ein Opener in Form der Giraffensprache (gewaltfreie Kommunikation) anzubringen. Dadurch, dass diese mit ihren vier Schritten der Beobachtung, dem Gefühl, des Bedürfnisses und der Bitte eine gewisse Struktur mitbringt, kann ein Thema sehr strukturiert aus der Ich-Perspektive angebracht werden.

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3 Stay Focused

During a difficult conversation, it's easy to get sidetracked by emotions or irrelevant details. To prevent this, stay focused on the main issue. Keep bringing the discussion back to the core problem if it starts to veer off course. By maintaining focus, you show assertiveness in addressing the issue head-on and confidence in your ability to manage the situation. This also helps ensure that the conversation remains productive and doesn't deteriorate into a personal dispute.

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Stefan Bründl

Führungsstrukturen aufbauen, Kompetenzen entwickeln, Wachstum sichern.
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In kritischen Gespr?chen passiert es oft, dass sich eine Seite durch die Verlagerung des Gespr?chs auf Nebenkriegsschaupl?tze versucht, sich aus der Aff?re zu ziehen. Das bringt mit sich, dass der wesentliche Kernpunkt an Fokus verliert. Hier gilt es, immer den Kern des Gespr?chs zurück zum zentralen Punkt zurückzuführen.

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4 Be Empathetic

Assertiveness should always be balanced with empathy. Understanding and acknowledging the other person's feelings can go a long way in diffusing tension. By showing empathy, you're not compromising your position; rather, you're building trust and showing respect for the other person's experience. This can make them more receptive to your perspective and more willing to collaborate on finding a solution. Confidence in your role as a manager includes being confident enough to show compassion.

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Vijender Yadav

Analyze startup's culture and build thriving, people-first teams
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#EmpathyInLeadership #TrustBuilding Empathy is a powerful tool. Imagine you're a manager facing a tense situation. By understanding and acknowledging the other person's feelings, you build trust and respect. This isn't weakness; it's strength. It makes others more open to your views and ready to work together. Like a bridge, empathy connects us and helps us find solutions together.

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Stefan Bründl

Führungsstrukturen aufbauen, Kompetenzen entwickeln, Wachstum sichern.
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Gespr?che laufen dann gut, wenn sie von Respekt und Vertrauen gepr?gt sind. Ein wesentlicher Punkt dabei ist, wenn man ein gutes Verst?ndnis für die andere Seite aufbaut. Dazu geh?rt ein hohes Ma? an Empathie. Empathie schafft ein hohes Ma? an Vertrauen. Mitgefühl zahlt ebenso auf ein einfühlsames Gespr?ch ein.

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5 Offer Solutions

As a manager, you should not only identify problems but also propose solutions. After discussing the issue, move towards suggesting actionable steps that can address the concerns raised. By doing so, you exhibit assertiveness in your willingness to solve the problem and confidence in your ability to lead change. Ensure that the solutions are realistic and mutually beneficial, and invite the other person to contribute their ideas as well. This collaborative approach can turn a difficult conversation into an opportunity for positive change.

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Stefan Bründl

Führungsstrukturen aufbauen, Kompetenzen entwickeln, Wachstum sichern.
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Wenn Führungskr?fte nur Kritik ?u?ern aber keine m?glichen L?sungen pr?sentieren, kann das oft für Frust auf Mitarbeiterseite sorgen. Durch das eigene Einbringen von Vorschl?gen kann eine Führungskraft aktiv bei der L?sungsfindung mitwirken. Der Mitarbeiter bekommt hierbei eher das Gefühl, dass er die Unterstützung seiner Führungskraft erh?lt.

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Vijender Yadav

Analyze startup's culture and build thriving, people-first teams
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#ProblemSolving #Leadership When you spot a problem, don't just stop there. Offer a way to fix it! As a manager, suggest realistic, win-win solutions and invite others to share their ideas too. This shows you're confident and ready to lead change. Turning tough talks into teamwork moments builds trust and drives positive change.

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6 Follow Up

After the conversation, it's important to follow up to ensure that any agreed-upon actions are being taken and to offer support where needed. This shows your commitment to resolving the issue and your confidence in your team's ability to improve. It also reinforces your assertiveness as a manager who takes conversations seriously and sees them through to a resolution. Regular follow-ups help maintain open lines of communication and demonstrate that you are a supportive and proactive leader.

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Vijender Yadav

Analyze startup's culture and build thriving, people-first teams
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#Leadership #FollowUp Don't let conversations end after the talk. Follow up to ensure actions are taken and offer support where needed. This shows you care about resolving issues and believe in your team's ability to improve. It reinforces your role as a proactive leader who sees things through. Regular check-ins keep communication open and build a stronger team.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Olivia Haselwood

Marketer | Proposal Pro | Freelancer | Chaos Coordinator | Agriculture Advocate | APMP 40 Under 40 Honoree | Horse Enthusiast | Keeper of Many Animals
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As a leader it's important that you can have these hard conversations. If you can't than you shouldn't be in a leadership position. There's nothing that shows lack of leadership more than when you pawn those responsibilities on to HR. It not only erodes trust in your leadership, but in the company and it's culture or lack thereof as a whole. If you can't have those conversations than how do you expect your employees to come to you when they have something difficult to discuss? Not taking that leadership responsibility firmly shuts doors.

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Here's how you can handle difficult conversations as a people manager using assertiveness and confidence.

1

2

3

4

5

6

7

1 Prepare Well

2 Set the Tone

3 Stay Focused

4 Be Empathetic

5 Offer Solutions

6 Follow Up

7 Here’s what else to consider

People Management

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Here's how you can handle difficult conversations as a people manager using assertiveness and confidence.

1

2

3

4

5

6

7

1 Prepare Well

2 Set the Tone

3 Stay Focused

4 Be Empathetic

5 Offer Solutions

6 Follow Up

7 Here’s what else to consider

People Management

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