Difficult Conversations - Can your team handle the truth?

Striking up a difficult conversation can seem daunting, and managers have a natural tendency to delay action in the hope that the problem will be resolved without their intervention. Difficult conversations, whether you're telling a client that a project is overdue, or leading an unenthusiastic assessment of performance, is an inevitable part of management. Difficult conversations with employees are an inevitable, albeit inconvenient, part of managing people.?

Sometimes, depending on the maturity, colleagues can't handle the real truth but if that is the case we are facing another situation like " In few good men" with Jack Nicklson and Tom cruise where Nicklson hide his testimony about someone as he thought that is the right thing to do. that is exactly what you should not do. you should create an environment where transparency is laid in the foundation of learning, no failures only learnings.

Managers hesitate to engage in difficult conversations because they don't know how to deal with their employees. Leaders often fear that the conversation will go wrong and employees will get angry. They often don’t know how to deal with a situation or emotional co-workers. From time to time, all managers are faced with conversations that they think will be difficult and with which they may feel ill-prepared.?

All leaders have tough conversations at some point, whether it’s telling an employee that he’s not getting a promotion, punishing a bad job, or even firing someone. Here are five steps you can take to make difficult conversation easier. Often the conversation is difficult because we are blocked from our point of view.

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-??????????Prepare the environment:

Some people put off the conversation because they don't know where to start. If there is any hesitation in the conversation, consider asking why it is difficult to discuss, and be prepared to validate any course or disciplinary framework that helps people respond. Consider how a conversation can resolve the situation without building an irreparable wall between you and the person.

It is recommended to have a one-on-one, equal conversation, without any physical obstacles, such as a table, and make eye contact to show the other party that what they are saying is important. Take time to have a respectful and meaningful conversation. Conversation with flexible intentions will help both of you see your eyes faster.

It's important not to make the conversation too personal or emotional. If you come from a state of frustration - which can happen, because we are only human - this will not be a constructive conversation. This is especially important when you are talking to a co-worker you care about or with whom you work closely. This will help you feel empathy as you speak.

-???????Be consistent:

For example, if a person thinks you have a set of rules for that person and a different set for another, you will be perceived as favouritism. If you don't understand other people's point of view, you run the risk of not solving the right problem, which can exacerbate the conflict. By involving the other person in resolving the conflict, you gain their commitment and strengthen the working relationship.

-???????Be flexible in your approach:

Being open to solutions can expand the universe, which can comfort you. Although you often lose control in many situations, you can choose how to respond to others to reduce work conflicts and stress. By properly responding to conflict situations, you are responsible for your actions.

if the conversation gets too hot or off-topic, you can bring the discussion to an immediate conclusion and move the conversation to another lesson for which everyone can prepare. You will need to clearly explain the reason for the conversation, specific criticism, and then suggest suggestions for improvement. Even when it comes to firing an employee, you should still give them advice to help them improve their next job.?

-???????Self-reflect on your coaching style and strengths:

Organizational development requires each leader to understand and manage his own personality and emotions in difficult conversations, to be able to respond effectively to the personality of colleagues, and to help colleagues in the right direction. Personality assessment is the first step in developing leadership, building an organization with high emotional intelligence, and turning challenging conversations into growth.?

Check Mindtools: https://www.mindtools.com/pages/article/newLDR_50.htm

To conclude, a direct and constructive approach to difficult conversations will help us develop into active and sincere people, ready for any obstacles. If we want to create predictable and accurate solutions for difficult conversations, we need to understand the realities our colleagues face, because their perception of the situation is an important factor in the likelihood of success of any decision.

Therefore, first understand what the participants are thinking and feeling, but do not tell each other. By starting a conversation about what's going on with the other person, a story, you can get an idea of the context. You can then jump to influence by triggering different types of responses, such as discussions at work or non-workplace topics. All this information can give you an idea of what is happening to the other person.?

Asking questions helps the other person understand what happened and helps clarify and reinforce the details of the conversation. Approach as if a neutral third party is watching and leading the conversation.

Providing harsh feedback can be challenging for managers, but it is important to provide clear and concrete examples of negative behaviour and explain why it is inappropriate and how it should be changed.