8. 8
PRIDE
A feeling of pleasure from one's own
achievements, the achievements of those with
whom one is associated, or from qualities or
possessions
October 31, 2012
Lethbridge, Alberta
10. 10
FEAR
An unpleasant emotion caused by the belief that
someone or something is dangerous, likely to cause
pain, or a threat.
October 31, 2012
Lethbridge, Alberta
19. 19
What Else Is Going On?
October 31, 2012
Lethbridge, Alberta
Editor's Notes
Just a title slide....
What are difficult conversations? How would you define a “difficult conversation?” What emotions do you have around participating in one?
What are the circumstances that are making these conversations needed? Performance? Insubordination? Challenging policies and procedures? Personality conflicts?
What are the pros and cons of having these conversations? Have the group make a list...
What ways have you tried to have these conversations? What were the things that worked and what didn’t? Why do you think these things haven’t worked?
What specifically do you want to have happen as a result of these conversations?
What do you want the relationship to look like after you’re done?
How do pride, ego and fear come into play when youre having these conversations? Not only yours, but the employee’s...
We need to prepare the other person for the talk....
Make an appointment...Start with something like ”This is a difficult thing that I have to talk to you about, but we have to have this conversation...”
Don’t wait to have the conversation!
We need to get to the point...describe the specific behaviour that needs to change. Dont need to sugar coat or create a long build up
How does the change in behaviour link to the success of the company? In terms of better production, better teamwork, more efficiency, adherance to policies and procedures
Once there is a buy-in on behalf of the other staff, there needs to be a plan mutually agreed upon. The supervisor should be prepared to help the staff member be successful in that plan. “What can I do to help?”
You may have to have this conversation a number of times before the behaviour actually changes, and you may have to “turn up the heat!”
Let’s develop some scenarios to practice with....some actual examples of difficult conversations that you need to have
Let’s develop some scenarios to practice with....some actual examples of difficult conversations that you need to have
Let’s develop some scenarios to practice with....some actual examples of difficult conversations that you need to have
Are there other issues going on in the organization that need to be addressed? Team building? Morale? Performance Management? Career Development? Opportunities to advance? Opportunities to have a say? Fun? Trust level? Level of honesty and transparency?
