Real Talk: Ops Managers & Tough Conversations

I'm Alisha (Ali) Joseph & I've created this newsletter as a "safe space" for contact center customer service professionals. I write about all the nuances & day-to-day chaos, challenges, wins, trends & needed changes with customer-facing teams (customer experience, support & success), specifically in startups. I "grew up" in startup contact center customer service from frontline to leadership, working with different BPOs, tech tiered teams, senior leadership etc. I share my unique experience with the hope that it impacts people in a positive way & continue to strive for excellence in the ever-changing world of customer service!

Operations managers often find themselves in the difficult position of having to initiate and navigate tough conversations. Whether it’s addressing performance issues, implementing organizational changes, or resolving conflicts, these conversations are crucial for maintaining a productive workplace. I've found myself in some really interesting, awkward & completely uncomfortable discussions throughout my career.

The worst conversation I've had? Keeping it short (& of course confidential), I've had an employee lie on me to executive leadership about using certain phrases & derogatory statements towards them in a follow-up performance/behavioral conversation. Ya know, shit you SHOULDN'T say in performance, behavioral or HR-related discussions. Of course I was heated, more so angry because one: these claims require investigation, two: yes, it was my reputation & hearsay at the time (unfortunately I didn't have another manager "witness" in the discussion with me BIG FUCKING MISTAKE). Well, luckily my work-ethic & knowledge of my leadership was taken into account, another follow-up was done WITH a witness & essentially the employee admitted that they lied about certain comments. I was able to handle it better as I've been leading & having tough conversations already but imagine being a new manager/leader handling this & other situations. It's always important to come into these convos with facts but also empathy & understanding where needed.

The Importance of Tough Conversations

Tough conversations are an inevitable part of any leadership role, especially in operations management where efficiency and effectiveness are key. Avoiding these discussions can lead to unresolved issues, decreased morale, and a decline in overall productivity. A study by VitalSmarts showed that companies that encourage open dialogue are more likely to outperform their peers by over 60% in terms of employee engagement and retention.

Guidelines for Effective Tough Conversations

1. Prepare Thoroughly: Research & gather facts before initiating the conversation, ensure you have all relevant information and data. This might include performance reports, specific examples of issues, and potential solutions.
2. Plan the Conversation: Outline the key points you need to address and anticipate possible reactions from the other party.
3. Choose the Right Setting: Private and neutral locations are key for confidentiality. Conduct the conversation in a private, neutral space where both parties can speak openly without distractions or interruptions.
4. Set a Positive Tone: Begin with Positivity: Start the conversation with a positive remark or acknowledgment of the individual’s contributions to the team. This helps set a constructive tone.
5. Stay Calm and Respectful: Maintain a calm demeanor and show respect throughout the discussion, even if the conversation becomes tense.
6. Be Clear and Direct: State the Issue Clearly: Clearly explain the issue or behavior that needs to be addressed. Avoid vague language and be specific about what needs to change. Focus on Facts, Not Feelings. Base the conversation on factual evidence rather than personal feelings or assumptions. Emotional intelligence is key in this area.
7. Listen Actively: Encourage Open Dialogue: Allow the other party to share their perspective and feelings. Listen actively and acknowledge their viewpoint. Ask Open-Ended Questions: Use open-ended questions to facilitate a deeper understanding of the issue and uncover underlying concerns.
8. Collaborate on Solutions: Discuss Potential Solutions: Work together to identify practical solutions or steps for improvement. This collaborative approach fosters a sense of ownership and commitment. Set Clear Expectations: Clearly outline the expectations and goals moving forward. Ensure both parties understand what is required and agree on a timeline for follow-up.
9. Follow Up: Monitor Progress: Regularly check in on the progress and provide feedback. Recognize improvements and offer additional support if needed. Stay Accessible: Make yourself available for further discussions or questions, showing your ongoing commitment to resolving the issue.

Additional Leadership Types/Personalities

These guidelines are not a "one-size fits all" for every leader & some leaders require different ways to prepare & process. Here's some guidelines for some of the different leadership types:

Tips for Introverted Operations Managers

Introverted leaders may find tough conversations particularly challenging due to their preference for less social interaction. Here are some guides that can help:

1. Prepare Extensively: Introverts often excel in preparation/storytelling. Use this strength to gather all necessary information and plan the conversation thoroughly.
2. Practice Ahead: Rehearse the conversation with a trusted colleague or mentor to build confidence.
3. Take Breaks: Allow yourself time to recharge before and after the conversation to manage energy levels.
4. Use Written Communication: If appropriate, follow up with a detailed email summarizing the discussion points and agreed-upon actions.

Tips for Neurodivergent Operations Managers

Neurodivergent leaders, such as those with ADHD, autism, or dyslexia, may face unique challenges in tough conversations. Here are some strategies to support them:

1. Structured Approach: Use structured formats and scripts to keep the conversation on track and reduce anxiety.
2. Visual Aids: Utilize visual aids, such as charts or diagrams, to convey information more clearly.
3. Clear and Simple Language: Communicate in clear and straightforward language to avoid misunderstandings.
4. Seek Support: Consider having a trusted colleague or HR representative present to provide support and ensure the conversation flows smoothly.

Empathetic Leaders

Empathetic leaders may struggle to balance empathy with the need for firmness in tough conversations. Here are some tips:

1. Set Boundaries: Clearly define the boundaries between empathy and enabling poor performance or behavior.
2. Focus on Solutions: While acknowledging emotions, steer the conversation towards practical solutions and actions.
3. Maintain Objectivity: Use objective data and examples to support your points and reduce emotional bias.

Assertive Leaders

Assertive leaders may need to temper their directness to avoid coming across as harsh or insensitive. Here are some tips:

1. Practice Active Listening: Ensure you listen as much as you speak, showing that you value the other person’s perspective.
2. Use Positive Language: Frame feedback in positive, constructive terms to encourage a more receptive response.
3. Show Empathy: Balance assertiveness with empathy to foster a supportive and collaborative atmosphere.

Tough conversations are an integral part of operations management, essential for addressing issues and fostering a productive work environment. By preparing thoroughly, setting a positive tone, and focusing on clear communication and active listening, operations managers can navigate these conversations effectively. Tailored tips for introverted, neurodivergent, empathetic, and assertive leaders provide additional support to ensure all managers can lead with confidence and create a harmonious workplace.

I hope you found this read to be informative & helpful. How have you navigated tough conversations in your role as an operations manager? Share your experiences & best practices in the comments below. Have a great week!

References

1. VitalSmarts. (n.d.). The Costs of Silence: Why Organizations Pay the Price for Unresolved Issues. Retrieved from https://www.vitalsmarts.com.