Introducing the Avoidor Problem Monster

Who is Avoidor

Introducing AVOIDOR, a dangerous problem monster that can exist within your organization for a long time before it's recognized. Unfortunately, when we do finally see the impact that AVOIDOR is making, it usually comes at a cost to morale and performance.

The fear of having difficult conversations can cause AVOIDOR to rear its ugly head. Managers may avoid addressing performance or behavior issues because they don't want to deal with the discomfort of a tough conversation.

AVOIDOR can also be triggered by a fear of embarrassment or admitting to one's shortcomings. This can lead to a lack of accountability and a reluctance to take ownership of mistakes.

A lack of strong belief systems and selfconfidence can contribute to AVOIDOR's appearance. Individuals who struggle with self-doubt may avoid taking risks or making decisions for fear of failure.

Lastly, AVOIDOR can be fuelled by a lack of accountability within the organization. When individuals don't feel responsible or accountable for their actions, it can lead to a culture of avoidance and a lack of action.

Avoidor

runs when teams have a strong culture of ownership and accountability.

One way of creating this accountability is to ensure your organization has an effective talent and performance management system in place.

Avoidor

is afraid of candor and difficult conversations.

We can empower our leaders by helping them recognize the importance of providing constructive feedback and equipping them with the skills they need to manage these "tough talks" effectively.

If you are you facing from FEAR of DIFFICULT CONVERSATIONS Avoidor

take action: care & prepare

Recognize that your feedback plays a a critical part of your team member's growth

Plan the conversation in advance: gather specific facts and evidence, clarify your desired outcome, and outline key talking points. Find a suitable location for the conversation: minimize distractions and keep it private.

Be specific and remain objective: focus on behaviours and actions, the impact, and focus on being constructive in your feedback. Do not generalize. Stay calm and listen actively: Breathe and keep your emotions in check, and give them your full attention so you can understand better. Get their commitment, offer support, and be sure to follow up: Aim to reach a mutual agreement on how the employee will take action, be ready to offer them the support they need to succeed, and make it a priority to follow up on your discussion.