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Originally Posted by PepsiFree
If managers get paid the big bucks to have difficult conversations, then how is it you’re struggling with the concept of difficult conversations?
If you don’t think they exist, what exactly are you being paid for?
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Having had a chance to peek behind the curtain of several HR departments in multiple organizations, one thing I often realize is that depending on the organizational structure, conversations are either easier or harder to do. This is because the structure helps to remove emotion from the conversation. Kinda like a, "This isn't personal, the structure and metrics are showing that objectively, you need to be notified of this to avoid potential consequences."
As a manager, I've noticed this as well that structure isn't pure HR fluff stuff. Structure does significantly affect manager employee relationships and how easy or awkward those conversations are.
This is possibly a reason why someone like girlysports might think these talks are easy/not difficult (and I've been in those scenarios and I concur) vs others of us who don't have these structures and thus many of these conversations are not easy and feel difficult (and I've been in these scenarios too and I also concur).
To me, good company structures/metrics help difficult conversations in work place scenarios like firefighting equipment prior to running into a burning building. Bad or lack of structure feels like having to run into that burning building with at best sopping wet t-short and shorts. It doesn't feel good to feel inadequately equipped for that scenario.
Quote:
Originally Posted by lazypucker
To actually add something "intelligent" to this conversation, I always approach my work conversations without involving personal emotions.
I am not afraid to call people out if they are not pulling their weight, or if they are late with their deliverables, without getting mad at them. Doesn't matter if it is some junior staffer or senior executive.
Just lay out the facts and explain how their action/non-action is delaying the projects and costing valuable time and resources for the company. Most people should understand.
I agree with Girly that these shouldn't be "difficult conversations" if you keep things factual and non-emotional.
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Agreed it shouldn't have to feel difficult, but also depends on how well equipped and prepared you are by your company's situation before walking into that situation. The more you can reference objective metrics and materials (ie: employee handbooks), the better.
There's a huge gap in difficulty between the difference of, "These objective metrics collected on everyone is showing you are below the performance of your peers. I am not singling you out." vs "I need to have a conversation with you because it seems that you're not doing as well as the others" (and not having good data or records to back it up)