Difficult Conversations for Difficult Employee Behaviors
Getting people to do what you need them to do may require difficult conversations, and attending those conversations could be one more stress that you really wish you didn’t have to deal with; especially now in a global pandemic where we are going through such a perfect storm of change, uncertainty and fear.
In the past few weeks, I shared a 4-step approach to dealing with difficult behavior to help managers and supervisors understand what employees want and need the most. I mentioned that the cycle steps can be entered at any time, but they all need to be completed:
Steps:
- Give and receive effective feedback
- Set limits?
- Difficult conversations, 5-step model
- Follow up and follow up
This
Leadership Council It will help you set up and tackle those difficult conversations with a 5-step guide. I learned it from Tammy Dunnett of Sherwood Park, AB and it is written in my upcoming book Workplace Sandbox Strategies.
- Affair – Decide whether or not the problem is worth addressing.
- Intent – What is your intention or goal for the conversation?
- Why does that matter? – Go to your WHY. Why do you care?
- What could happen if it doesn’t go as planned? – Be aware of the worst case scenario.
- Write your opening – Use “I” statements and express behavior based on facts.
Having those tough conversations is just as important as having noise swaths on our roads to keep your team heading in the right direction, fast, without causing collisions or collateral damage. If you are a leader, you are the rumble band. Deal with things immediately to avoid collisions. Those you lead expect you to enforce limits.