We Have to Talk.....

We Have to Talk….

As an employer, from time to time in the workplace you will have to have a conversation that will need managing in a sensitive way.

How do leaders equip themselves to handle difficult conversations?

Dealing well with a sensitive conversation is a key management skill. Leaders need to develop the skills to handle such situations.

The best way to deal with these types of conversations is to plan, know the facts, be aware of any relevant HR policies and have the confidence in your own abilities.

It is important to use different styles of question in the conversation; open questions to promote discussion, probing questions to find out where the employee is coming from and closed questions to check facts.

Active listening shows that you believe the employee has something worthwhile to say. Don’t interrupt even if provoked!

Are you the right person to have the conversation?

Is there a complaint about you? One of your colleagues should deal with the issue especially if a formal grievance is raised.

Where should you hold the meeting?

A face-to-face is meeting will help to avoid misunderstandings. Use a location that is private and free from interruptions. Avoid sitting opposite one another across a desk – sitting next to someone is less threatening.

Before the conversation

Be sure to prepare before a difficult conversation. Make sure that you are clear about what you think the problem is and that you know the outcome you want. Plan to keep the relationship with your employee. Be aware of any relevant HR policies and ensure that you are consistent in the way that you handle the situation.

How to begin

To try to avoid conflict start with something such as, “I need your help to find out what happened, do you have a spare moment to talk?”

What are the facts?

Be open-minded and, most importantly, listen to what the employee has to say. Acknowledge problems and be honest with yourself.

What to do if there are long silences during the conversation

Accept that this may happen. If you are uncomfortable with the silence and feel you have to comment, this can seem overbearing.

Keep the relationship with your employee

Creating good relationships with your employees can take years to build and minutes to break. Try your best to be diplomatic and keep the best relationship you can with your employee.

Stay in control

It’s up to you and not the employee how the meeting progresses. You may have a friendly relationship with the employee but it is vital to remember to focus on the evidence and remain professional.

If an employee becomes emotional or angry it is important for you to remain calm. Remember the structure of the meeting you have planned, and use your abilities to agree the next step.

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