Difficult Conversations Part 3

Difficult Conversations Part 3

This is the third blog on the subject of difficult conversations. You can read the first article here and the second article here.

A manager preparing for a difficult conversation cannot make this a constructive conversation unless they have been prepared to recognise they have been masking their reaction to their own intrapersonal conflict about the upcoming discussion and their perceptions and assumptions about the staff member. They need to firstly recognise what they have been doing and then create a space to explore this intrapersonal conflict and the discomfort they have been feeling.

Once these two steps have been addressed by the manager, they are now able to better able to focus on the procedural fairness aspects of the upcoming conversation. In this ‘third space’ the manager is able to think without the distraction of emotion. They are in a position to properly consider fairness, policy, the organisational approved processes and choosing non-emotional, non-judgemental language. Now the manager, no longer negatively influenced by their emotions or their misplace assumptions and judgements about the staff member, can prepare a completely transparent agenda based on facts and data, policy and process.

If you are looking for tips to better manage a difficult conversation, look out for our next blog on this subject matter and contact us at Workplace Harmony Solutions to find out more about training and 1-1 executive coaching options.

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About the Author

Catherine Gillespie brings a wealth of skill to her clients. With particular expertise in teaching communication and workplace conflict resolution skills, Catherine has made a marked difference to the organisations she has worked with. She empowers teams and managers to adopt constructive styles that support harmony, productivity and progress in the workplace.