Pocketblog has gone back to basics. This is part of an extended management course.
As a manager, you will sometimes have to set up and have conversations you would really rather leave to someone else. These challenging conversations can be about:
- performance issues
- personal issues
- employment issues
- terms and conditions
- giving bad news
- conduct issues
This is one of the least pleasant parts of your job, so it pays to prepare well and follow a process.
Exercise 1: Before You Go any Further
Take a moment to review the last module, Transactional Analysis for Managers. How does this apply to challenging conversations? You know that an Adult state is ideal, but….
How would your being in Child state affect the way you manage a challenging conversation?
How would your being in Parent state affect the way you manage a challenging conversation?
What body language betrays Parent and Child state? How can you adjust your posture to support an Adult ego state?
Let’s look at the Seven Steps for handling a challenging conversation.
Think through in advance how you want to conduct the conversation. Review the things you want to raise and identify those that are most important. Your conversation will be easier and more effective if you can focus it on the most substantive matters. Continually saying ‘and another thing’ can only make it harder.
Look for the right time and place to conduct the conversation and give the other person notice of what you want to talk about, so they can prepare, rather than react against you if they feel hijacked. Acknowledge that you and they may find the conversation difficult but express your desire to work through it openly and constructively. Demonstrate a relentless commitment to being respectful and maintain that even if the other person does not. If the emotional temperature rises to a level where you not feel emotionally or physically safe, call for a recess.
Setting-up the Conversation
If the relationship renders it appropriate to start with a short rapport building chat do so – otherwise stick to the courtesies that are standard in your culture. Too much pleasantry can come across as evasive – even manipulative.
So be honest without being blunt. Start by stating the nature of the conversation and what you want to achieve as a result.
Saying your Piece
Now say your prepared piece. Be clear, explicit and follow the facts concerned. Check understanding frequently and respond openly to questions and challenges.
If you are interrupted, listen to the interruption respectfully, deal with it and then resume where you left off – clarifying where you had got to if there was a long gap.
Listening to the Response
Listen carefully to the response, without interrupting. Note any misunderstandings and make the assumption that they are all inadvertent. Take responsibility for not explaining clearly enough and explain again, differently if possible.
Take responsibility for the structure and process of the dialogue, but do not try to control the other person’s responses. Listen hard when they are speaking and pause to consider your responses even if you think you know the answer immediately.
Ending the Conversation
Close the conversation by emphasising the next steps that either you have both agreed or that you can reasonably require of the other person.