Whether it’s addressing underperformance, giving feedback or managing conflict, some workplace conversations are uncomfortable for all parties involved. The way that these discussions are handled can have a significant impact on individual relationships, bringing people closer when situations are handled well and creating friction in those where it is not. Beyond this, these outcomes will also directly impact the wider organisational culture which is why approaching difficult conversations properly is a key skill for creating a harmonious and more productive workplace.
The impact of avoiding difficult conversations
It is important to recognise that it is natural to want to avoid uncomfortable situations, especially difficult performance conversations. Many of us will have delayed or completely sidestepped problems in the past due to fear of confrontation, the potential fallout or simply not knowing how to approach the issue. This may feel beneficial in the short term but can have a range of longer-term consequences:
Eroded Trust
When problems are ignored or not addressed promptly, this can create an atmosphere of mistrust. Employees may feel that problems are not being dealt with or that leaders within your organisation are unwilling to engage in honest dialogue, leading to a breakdown in communication and trust.
2. Decreased Morale
Unresolved issues can develop further and spread throughout the team, leading to increased stress and lower morale. Employees who feel key issues are not being addressed may become disengaged or demotivated.
3. Escalated Conflict
Problems rarely resolve themselves. If difficult conversations are left unspoken there is a real risk that smaller interpersonal challenges grow into larger conflicts that are much more difficult to manage, potentially leading to higher turnover or even legal issues.
4. Reduced Performance
When conversations are avoided, both individual and team performance can suffer. Employees may be prevented from improving in their work and interpersonal conflicts can grow, both of which have an impact on collaboration and productivity.
Handling Difficult Performance Conversations
With the stakes so high, if difficult conversations are avoided, it is clear that they must be approached thoughtfully and effectively. Employees are more likely to trust leadership when they observe and feel that their problems are dealt with promptly and fairly. Addressing problems consistently also upholds the organisation’s values and standards, reinforcing its integrity.
Employees need to know where they stand and what is expected of them. This means difficult conversations are an essential part of growth and development. By approaching these conversations with empathy and clarity, leaders can better guide their teams to success.
In organisations that have the skills needed to handle difficult conversations well, problems are identified and addressed early, allowing for stronger relationships, more innovative solutions and better decision making.
Difficult Conversation Session
If you’d like to explore tips for handling difficult conversations in the workplace, come along to our next espresso session. Hosted by Milda Zinkus, Executive Coach and Consultant, this session will share a model that walks through the best way to approach these conversations as well as sharing hints and tips for how to ensure their success.
Article Authorship - Jordan Bernard
Jordan Bernard, executive coach and OD consultant, is a core part of the D4S team, has supported leaders at some of the most successful organisations in the legal and media sectors. Specialising in creating balance, reframing thoughts and managing challenging personalities, Jordan combines her research and psychology expertise with her passion for building on individual strengths. This blog was written from the extensive knowledge of Jordan and our executive coaches, many of which specialise in difficult conversations and effective communication methods.