Are you ready for a tough chat?

Being a leader and dealing with difficult conversations.

Being a leader means wearing multiple hats, some of which are more challenging than others. As an employer or manager, you will be required to handle difficult conversations with employees when they arise professionally and sensitively. This includes work-related situations, such as performance, career development and pay rises, to more personal issues, including health concerns, maternity/paternity leave, and personal problems affecting work. It’s vital they are handled correctly to ensure your employee feels heard, understood and respected, ultimately achieving a mutually beneficial goal for all parties. 

So, why is handling these conversations correctly so important? To start with, 92 per cent of highly engaged employees claim they feel heard in the workplace and a byproduct of engaged employees is, usually, a stronger ability to reach company goals whether profit, engagement or customer service. This gives evidence that listening to employee needs supports company success. 

When employees feel heard, they feel empowered to initiate difficult conversations when an issue arises. Although this may be harder than simply brushing issues under the rug, it creates an opportunity for senior staff to discuss and resolve any worries before it becomes a bigger problem and the risk of staff opting to resign increases. It’s better to deal with any concerns as they arise rather than having a more complex situation to resolve later down the line. You want to use your time and resources to help your team achieve performance goals, which leads to higher retention rates. 

If sensitive issues are mishandled, employees are more likely to become demotivated, disloyal and speak negatively about the corporation, all of which can have a detrimental effect on your company’s reputation and success. A common mistake from senior team members is not reacting to situations as seriously as necessary; this is especially true when an employee raises the issue informally. If not reacted to effectively in the first instance, this can quickly lead to a formal grievance which may spiral into an Employee Tribunal if not resolved. Therefore, take all talk of an issue seriously, whether in passing or a formal grievance – this will allow employees to feel supported and as if they’re a part of a team. 

“No matter how brilliant your mind or strategy, if you’re playing a solo game, you’ll always lose out to a team” – Reid Hoffman, Co-Founder of LinkedIn. 

Often a team member will approach you about a sensitive subject with little to no warning. Therefore, it’s vital to be prepared at all times. There are some simple changes you can make to support your employees, and more significant steps necessary to create a fully supported workforce. 

1. Listen more than you speak

During difficult conversations, whether about a pay increase or health worries, there is a potential that employees will feel vulnerable, so it is integral that you allow them to speak and feel heard when talking. Ensure you are in an environment and mindset where you can give your full attention away from potential distractions to understand what they are saying entirely. At this point, empathy is key. Attempt to understand what they are feeling and ask questions for clarification if you don’t feel you’ve fully understood. Your choice of language at this stage is important as a positive response will ensure the employee doesn’t feel judged and will be more likely to bring up issues in the future. Remind them that your sole intention is to help them achieve what they want to in their role. Once this conversation has finished and before any further steps are taken, it is helpful to reflect back to confirm you’ve understood correctly.

2. Discuss goals

During your conversation, discussing each party’s goals and what they aim to gain from the discussion is helpful. This way it makes setting expectations and reaching a compromise that suits everyone easier, as well as supporting decisions on the next suitable steps.

3. Involve the correct people

Occasionally, an issue may require additional people to be involved to support the employees’ needs, and to protect both parties. For example, if the employee has a grievance to raise, then it would be best that an employment solicitor is present. After an initial chat to discuss the issue if you feel it would be beneficial to involve other people, don’t be afraid to reschedule for a time when everyone can be present. 

A company is only successful due to its team and its management. Your senior team members must have these conversations and manage them efficiently, so individuals feel comfortable and prioritised. 

At Loch Associates Group, our highly experienced Solicitors and HR Consultants have designed the highly informative Nip it in the Bud seminar that educates leaders on how to effectively and efficiently handle difficult conversations with their staff. You can see when the next session will be by visiting our website. 

info@lochassociates.co.uk

www.lochassociates.co.uk