BusinessTools MANAGEMENT TOOLKIT
Difficult Conversations
The dynamics of a difficult employee conversation can vary greatly. To achieve the best possible outcome, take time to give it the attention it deserves. and measurable language. For example, instead of stating “poor attendance,” state the number of times the employee was absent over a specific period. Likewise, instead of telling the employee he or she is on a “probationary period,” tell the employee that immediate and sustained improvement is expected in a specific area or toward a specific goal. ________
By Chad Stahl
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et’s be honest. Nobody enjoys having to sit down with an employee to start a difficult workplace conversation. As a result, managers often hesitate to engage the employee or end up postponing the conversation. Unfortunately, difficult conversations are inevitable. The more we can learn about how to navigate them the better off everyone will be. Having a difficult conversation requires a thought-out plan prior to engaging the employee. That includes understanding the reason for the conversation. In my experience difficult conversations emanate from three basic categories: 1 Attendance 2 Misconduct 3 Performance
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Identifying the conversation category not only focuses the discussion, it provides an opportunity to become aware of and seek advice on any legal concerns that may be related to the discussion. For example, attendance concerns may involve the Family Medical Leave Act. Performance concerns may lead to disclosure of a disability and a reasonable accommodation request. The next part of the plan is to identify what needs to be achieved during the conversation. I subscribe to the belief that there are three main objectives during every difficult conversation: 1 Plainly describe the conduct or behavior giving rise to the conversation 2 State concise, understandable, and reasonable expectations 3 Communicate the consequences for failing to
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meet those expectations. Following are some tips to achieve those objectives in as positive a way as possible: ________
Do not dance around the issue. Politely, but firmly, state what the employee did or did not do. Note any policy violations as well as past warnings or disciplinary action. However, try to steer the conversations away from blame and toward contribution. How did everyone involved (including the employer) contribute to the problem or conflict? This sets a more collaborative tone that asks those involved to take ownership of any contribution they may have. ________
Give sufficient factual detail. During every part of the conversation, give sufficient factual detail and use objective
Do not jump to conclusions. It is human nature to have preconceived notions. It is a mistake, however, to hold onto those preconceptions. A conversation requires an exchange of information. Take time to consider and reflect on the information provided by the employee. Similarly, it is important to ask questions and then really listen to what the employee has to say. The dynamics of a difficult employee conversation can vary greatly, ranging from low risk verbal reprimands to high risk terminations. Whatever the nature of your next difficult conversation, take time to give it the attention it deserves to achieve as positive an outcome as possible.
contributor
Chad Stahl is an attorney with Quinlivan & Hughes, P.A.