Tried & Trusted Strategies for Acing High-Stake Conversations

This pandemic phase brings with itself a new normal life that is an outcome of not just following the guidelines set by the government and healthcare professionals but also, how the hit to the economy has impacted all our lives – whether directly or indirectly. 

Organizations continue to make difficult decisions such as laying off employees, salary cuts, leave without pay, among others. Amidst all these decisions made by senior management and shareholders, Human Resource professionals and People Managers are in the spotlight – struggling with the ambivalence of being an employee advocate versus the management’s advocate. The challenge is of communicating the decision made without damaging the reputation and brand of the organization. 

If you are reading this article, I am sure you relate with this situation and want to know more.  

There have been many models, tips, and strategies to help us strike these critical conversations.  Having read and applied those techniques myself, I am in a better position to share with you the top 4 strategies that have worked for me when having these critical conversations.  

Tip 1: Convince yourself first.  

Preparation is key in such conversations. We need to be clear about the rationale behind the decision. It is proven that when the decision is sound and just, buy-in and acceptance is smooth. Ask yourself - What process was taken to arrive at the decision? Was the process fair and just? What are different data and facts I should know? 

Start the conversation by first setting the context and laying down the facts. Knit it into a story but a non-fictitious one, that concludes with the decision. Be direct and leave no room for misinterpretation. 

Tip 2: Allow time and space. 

We cannot expect a matured response to a negative communication, especially when for the receiver, the ability to process information may be affected by negative emotions. In such circumstances, allow both yourself and the receiver to be a bit human – being aware of and letting oneself experience and manage those emotions. If the person starts crying, give that space for catharsis. Give time, may be few hours or even few days, to absorb the information.  

Tip 3: Be a partner, not a villain. 

You might have to do the dirty job and be the bad cop but that should not stop you from being a partner that shows the way. Have a plan to discuss about the future – what they can do and how their needs can be met. Also, make yourself available to help. Sometimes, just saying, “I am right here whenever you need” can do a great deal of work. 

Tip 4: Focus on your non-verbal communication. 

Our body language can give away information that we may not be communicating through words. Slouching shoulders, not maintaining eye contact, or fidgeting with an object when talking indicates you are not comfortable. We cannot let our opinion of the decision come in the way. In a virtual set-up, focus on your tone (paraverbal communication) and prefer using a medium that at least has a video facility. 

Those are some techniques that I follow. What are you doing to have these critical conversations right?