Conversations (still) matter
In the modern world of work, how we communicate with each other matters more than ever. Technology can act as an efficient intermediary between colleagues – but not always an effective one.
Conversation still has a place in the workplace and the research is clear: it supports trust, collaboration, connection and wellbeing. Yet we also know that some of the most important conversations are those that are also the most challenging. The temptation to delay and procrastinate when it comes to difficult conversations is entirely understandable, but rarely helpful. We help our clients have more of the conversations that matter, regardless of how difficult they may be,.
How do you handle difficult conversations at work?
This topic represents one of the most commonly raised questions when we work with team leaders and managers. There is no one-size-fits-all answer to this question, but we know it’s important that the following are in place:
- Getting the practicalities right: ensuring appropriate levels of privacy, confidentiality and time.
- The role of psychological discomfort: not seeing it as a barrier, but rather a sign that the conversation is an important and meaningful one.
- Avoiding delays and procrastination: difficult conversations are only made more difficult, and less accurate, with the passing of time.
- Bringing values to life to guide behaviour: reflecting personal or organisational values in how the conversations take place.
How can managers give difficult feedback at work?
It’s crucial that managers see feedback as a key part of their job, not an additional chore, or optional extra. Feedback can make all the difference for employees, providing them with the context, detail and direction that enables them to improve performance and adjust their approach. And of course, feedback also enable employees to know when they’ve done a great job! But that’s often the easier kind of feedback to deliver.
Managers who need to deliver some difficult feedback can bear the following principles in mind:
- The importance of delivering the feedback in a timely manner, while the details are still fresh
- Giving the feedback conversation the time it deserves, not rushing through it to get it over with
- Being honest about the nature of the discomfort they're experience, while seeing it as just a part of doing meaningful things
- Discomfort can come with uncomfortable thoughts and feelings, which aren't always a great guide for behaviour. Instead, managers can use their values to guide them
How can teams discuss sensitive issues constructively?
Difficult or uncomfortable conversations aren’t just between a manager and their reports. They frequently need to take place between team members. And like most difficult conversations, they’d don’t get easier if left for longer. The team climate is crucial here, and the appropriate discussion of sensitive issues is made easier when:
- The team members enjoy ongoing connection and conversation, including social chats, so that existing communications channels and relationships can be used.
- Team members experience a sense of psychological safety, believing that their team is a safe place to take interpersonal risks like speaking up, highlighting errors, or holding a minority opinion.
- The team members experience high levels of interpersonal trust, so they can engage in difficult conversations with openness and honesty.
How we can help
Coaching for manages and leaders to enable then to have more of the conversations that matter.
Training for managers and leaders in how to create a work environment where psychological safety - and its many benefits - can blossom.
Training for managers in how to discuss wellbeing at work, including illness, ageing, neurodiversity and a host of other topics people can find difficult.
Training for team leaders, manager and leaders to give them the skills to give clear, appropriate and actionable performance feedback.
Coaching and training for graduates, to help them learn how and when to speak up, ask for help, contribute their ideas, and address uncomfortable topics and contexts.