Handle Tough Conversations Like a Boss
<p>A staggering <a href="https://blog.gitnux.com/workplace-conflict-statistics/" rel="noopener ugc nofollow" target="_blank">85 percent of teams</a> face <a href="https://www.inc.com/debra-roberts/4-steps-to-manage-employee-conflict-improve-morale.html" rel="noopener ugc nofollow" target="_blank">conflict in the workplace</a>. Nearly <a href="https://blog.gitnux.com/workplace-conflict-statistics/" rel="noopener ugc nofollow" target="_blank">30 percent of those conflicts</a> directly result in reduced productivity.</p>
<p>In my consulting practice and from leading teams in the past, I’ve encountered many managers who struggle to initiate<a href="https://www.inc.com/martin-zwilling/how-smart-bosses-manage-workplace-conflict-without-hurting-company-culture.html" rel="noopener ugc nofollow" target="_blank"> difficult conversations with their s</a>taff.</p>
<p>As a result, they put it off or when they do it they feel like they were too tough with the employee or too soft. It can be hard to get it just right.</p>
<p>This often results from one of two scenarios:</p>
<p>First, there’s the guilt-ridden Manager who asks, <em>“How can I deliver honest feedback without crushing this person’s spirits?”</em> On the other hand, there’s the boss who embraces conflict a bit too comfortably. They might say, <em>“I don’t enjoy confrontation, but until we meet our goals I am not going to pull punches”</em></p>
<h2>Tough Talks</h2>
<p>These difficult conversations are high-impact, high-risk conversations. They can have a major impact on future results if you demoralize a top employee or don’t deal with a staff member who is underperforming. There are psychological effects on the employee and you that can trigger unintended emotional responses. They can also get someone on track giving your team a big lift and completing the ideal team to get to the next level with.</p>
<p>In good times or in bad times, these high-risk/reward moments tend to manifest more frequently.</p>
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