This document provides guidance for managers on having difficult conversations in the workplace. It discusses: 1) Why difficult conversations are important to resolve issues quickly and improve relationships. 2) How to prepare for a difficult conversation, including deciding the objective, gathering facts, considering perspectives, and planning logistics. 3) Tips for handling the conversation, such as stating the problem, listening, acknowledging perspectives, reassessing positions, and finding solutions. 4) How to manage emotions during the conversation by understanding both parties' emotions and remaining calm and empathetic. 5) Next steps after the conversation like documenting agreements and following up on tasks.

1. 200229
GAMBAR COVER BUKU/
GAMBAR PENDUKUNG LAIN
lia s. Associates
BOOKCLUB
Difficult
Conversation

2. Manager’s guide to difficult conversations
in the workplace
lia s. Associates
+ Why should I have a difficult conversation?
+ How to prepare for a difficult conversation
+ How to handle a difficult conversation
+ How to manage emotions
+ After the conversation
+ Your conversation plan

3. WHY SHOULD I HAVE A
DIFFICULT CONVERSATION?

4. What is a difficult conversation?
lia s. Associates
In the workplace, a difficult conversation is one
in which you have to manage emotions and
information in a sensitive wat, to deal with a
workplace issue.
A difficult conversation may involve:
+ Topics you don’t want to talk about
+ Situations where you’re not sure what to
say
+ Conflicting opinions
+ Circumstances where the outcome is
uncertain
+ Discussions which make you feel
uncomfortable.

5. lia s. Associates
As a manager, it is likely that you will need to have a difficult
conversation from time to time.
For example, you may find it difficult to have a conversation about:
+ Poor employee performance or behaviour
+ Complaints and grievances
+ Giving bad news, such as ending employment or advising
unsuccessful job applicants
+ Addressing conflict
+ Communicating tough business decisions

6. Why are difficult conversations important?
lia s. Associates
Difficult conversations are a
normal part of life. The best way
to handle a difficult issue is to
actually deal with it.
These conversations provide you
an opportunity to:
+ Resolve workplace conflicts
quickly and efficiently
+ Lift employee performance
and engagement
+ Improve relationships within
your team.

7. Recognising when to have the conversation
lia s. Associates
The best communication strategy at work is
to have regular informal one on one
conversations so that issue can be dealt
with as naturally as possible.
+ When a problem arises decided
whether a conversation is needed
+ Decide if you are the best person
initiate the conversation
+ Do so as soon you start to have
concerns about the issue or see
the early signs of conflict

8. HOW TO PREPARE FOR A
DIFFICULT CONVERSATION?

9. Decide what you want to achieve
lia s. Associates
Before you start preparing for the
conversation, ensure that you have a clear
understanding of the problem that you want
to resolve.
Ask yourself:
• why do you want to have the conversation?
• what’s important to you?
• what do you want to achieve?
• is the outcome you’re looking for realistic?

10. Check your facts and gather relevant documents
lia s. Associates
Make sure you know the facts of the
situation before approaching the
employee.
1. Check relevant documents
2. Print copies of any documents
you need to bring to the
meeting
3. Confirm key details and ensure
you have a through
understanding of employee
entitlements.

11. Think about the employee’s perspective
lia s. Associates
After you have gathered the facts, you should think about the situation from
your employee’s perspective.
Participate with an open mind, genuinely seeking to understand the situation
from the employee’s point of view. Don’t be set in your assumptions – you
may have misread the situation.

12. Consider whether you need support
lia s. Associates
If needed, seek support from your manager,
human resources or employer association.
A third party perspective may provide
valuable insight and help you clarify the
issue and be objective.
If you are bringing someone with you, let
your employee know and give them the
option of bringing a support person as well.

13. Consider the logistics
lia s. Associates
The timing of the conversation is
important. Consider the most appropriate
time and place for the conversation.
Think about the logistics of the
conversation:
+ Have the discussion face to face
+ Choose a private location
+ Think about the room layout
+ Make sure you will not be
interrupted
+ Allow sufficient time

14. Prepare what you are going to say
lia s. Associates
When preparing, it is helpful to think about
these questions:
+ What is the purpose of the conversation?
+ What outcome do you want? (for example,
an improvement in performance or a
change in behaviour)
+ What information do you need from the
employee? What questions do you need
to ask to obtain this information?
+ How do you think the employee will react?
+ What solutions can you propose to resolve
the matter?

15. Give the employee time to prepare
lia s. Associates
Make an appointment with the employee
and provide some context to give them
some time to prepare.
Depending upon the subject this may be a
few hours to a few days. Knowing that the
conversation is coming may cause stress
for the employee, so phrase the approach
carefully and don’t leave it too long

16. HOW TO HANDLE A DIFFICULT
CONVERSATION

17. lia s. Associates
Step 1 – State the problem
State the problem and provide examples. State the impact that the
problem is having on the business.
Step 2 – Listen and question
Put aside your view and let the employee explain their side of the
story and motives. Try to understand their point of view
Step 3 – Acknowledge
Acknowledge the employee’s feelings and view of the situation.
Confirm and clarify your understanding of what they have said and
validate them where appropriate.
Steps for a successful conversation

18. lia s. Associates
Step 4 – Reassess your position
+ After the employee has put forward their point of view, it is your
turn to clarify your position without minimising theirs.
+ What can you see from your perspective that they’ve missed?
+ Has your position changed based on the information they
provided?
Step 5 – Look for solutions
+ Work with the employee to develop solutions
+ Agree on a way forward
Step 6 – Close the conversation
+ Clarify and document the agreed actions and next steps
+ Thank the employee
Steps for a successful conversation

19. HOW TO MANAGE EMOTION

20. lia s. Associates
1. Understanding emotions
As a manager, a critical role you can play is to manage not
only your emotions but also those of your employee.
2. Manage your emotions
+ Approach the situation rationally and objectively
+ Think about what your body language is saying
+ Use a low and calm tone of voice
+ Don’t be afraid to be empathetic during the conversation with
your employee
+ Speak slowly and avoid using long complex sentences
+ Focus on the issue not your feelings or the person involved

21. 3. Manage your employee’s emotions
+ Showing genuine interest in what the employee has to say
+ Expressing support and reassurance
+ Remaining calm
+ Apologise, if appropriate
+ Do not make a promise you cannot fulfil
+ Reinforce the behaviour you want
+ How that you are taking account of their emotions and their needs
4. Things to watch out for
+ Reacting to demands or threats
+ Making accusations or laying blame

22. AFTER THE
CONVERSATION

23. lia s. Associates
A. Document the conversation
+ Write down any agreements that
were reached
+ Include the date and time, and who
was present at the meeting
B. Reflect
After the conversation, take some
time to reflect on the matter and
regroup
C. Follow Up
+ Take the steps you agreed to take
+ Allow the employee sufficient time to
take the steps they agreed upon

24. YOUR CONVERSATION PLAN

25. lia s. Associates
Before the conversation
+ What are the issues you want to discuss?
+ What impact is the problem having on your team or business?
+ What information do you need from your employee?
+ What is your idea of a possible solution/s?
During/after the conversation
+ What was the employee’s response to the issue or concern raised?
+ Has any new information come to light?
+ Are there any facts, issues or entitlements that need to be checked?
+ What solutions did your employee suggest?
+ Describe the agreement you reached in the conversation

26. An employer’s guide to resolving workplace
issues
lia s. Associates
Why use this guide? This is a guide for employers dealing with workplace
issues. The Fair Work Ombudsman helps employers and employees to work
together to resolve workplace issues.

27. This guide will take you through a simple five-step process to help
you resolve workplace issues with your employees :
Step 1: Identify the issue
Step 2: Check the law
Step 3: Talk to the employee
Step 4: Resolve the matter
Step 5: Seek further assistance
An employer’s guide to resolving
workplace issues

28. Step 1: Identify the issue
lia s. Associates
Most people enjoy good relationships at work. However, even in the
friendliest workplaces, disagreements can occur. Dealing with workplace
issues can be time consuming and frustrating

29. Step 2: Check the law
lia s. Associates
Once you know what the issue is, you need to check your rights
and responsibilities under the law

30. Step 3: Talk to the employee
lia s. Associates
You can do this by:
+ Summarising the key points
you want to cover
+ Gathering any supporting
documents or information and
considering your options for
resolving the issue.
After the conversation:
make notes about the discussion
you had and any agreement you
have made. Include the date and
time of the meeting and who was
present.

31. Step 4: Resolve the matter
lia s. Associates
Depending on the issue raised, there
may be a number of ways to resolve
it. These may include:
+ Giving an explanation to the
employee about their
entitlements
+ Back paying any unpaid
entitlements
+ Updating the employee’s records
to rectify any mistakes

32. Step 4: Resolve the matter (cont’d)
lia s. Associates
+ Updating any relevant policies
and procedures
+ Providing training
+ Setting a date in the future to
check in with the employee to
ensure the issue has not re-
occurred.

33. Step 5: Seek further assistance
lia s. Associates
If you have followed Steps 1 to 4, and still haven’t been able to resolve
the issue, you may want to ask a third party to help. The approach you
choose will depend on the issue you’re trying to resolve.

34. 1. Mediation
Mediation is a voluntary process, so both you and your employee have to
agree to mediate. Mediators don’t take sides, give advice or make a decision
about who’s right or wrong. They help you to work through the issues and
reach a solution that is fair, reasonable and acceptable to everyone
2. Industry association
Your industry or business association can provide you with tailored advice
and assistance to help you understand your rights and your obligations to
your employees
3. Legal avenues
You or your employee can seek legal advice from a solicitor or community
legal centre at any time. They may be able to assist you with a range of
actions, including providing advice about your rights and responsibilities to
your employees. To find a solicitor, visit the law institute or law society within
your state or territory

35. THANK YOU
lia s. Associates