Difficult Conversations: Practical Tactics for Crucial Communication
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The key to handling any difficult conversation successfully is to avoid procrastination. The longer you delay taking action, the harder it becomes.
Step-by-step template on how to have difficult conversations
The Difficult Conversations book provides you with a step-by-step template on how to have difficult conversations. The sooner you begin reading, the sooner you’ll master all the essential strategies this book offers on having difficult and productive conversations in all types of situations.
The hardest thing for a manager
One of the harder things to do as a manager is to have performance improvement conversations. Even great leaders sometimes struggle with this. It’s an unpleasant task that requires a knowing how to have difficult conversation. Joel’s book, Difficult Conversations, provides steps you can take to make it easier.
How to have difficult conversations with employees on performance
If you want to learn how to have a performance improvement conversation with an employee, follow these 4 steps which are outlined in the Difficult Conversations book:
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Act quickly, but be prepared.
If things are not going well, the employee knows it, even if only subconsciously. The longer the situation drags on, the more uncomfortable it becomes. One of the things that makes a good leader great is the ability to make decisions quickly and confidently. Write out a script for the conversation. Rehearse it with a colleague and keep a sheet of bullet points in front of you so that you won’t forget any important points. Schedule a time with the employee and get straight to the point—no small talk.
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State the facts
. Whatever the issues that led to this situation, you should have documentation in writing. You don’t need to recite an entire laundry list of failures, but you do need a written record in case the employee questions your decision now or in the future.
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Show compassion.
Your employee undoubtedly has some positive qualities or you wouldn’t have hired her in the first place. Now is a good time to let her know the things you do value about her performance.
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Be a good listener.
Obviously, this is not going to be a one-way conversation. The employee may have reactions ranging from denial to anger, so be prepared to work through these emotions with her until she can begin to be open to new possibilities.
Conflict is bound to happen in any workplace, even within the healthiest culture. Even coworkers with great working relationships will sometimes find themselves immersed in conflict