Some issues are so tough to tackle that we’ll do anything to put off addressing them. It may be conflict between staff members that is causing disruption in your operation. Or maybe you’re concerned about poor performance or some other unacceptable behaviour.
It can be difficult to find effective ways of addressing such issues. And let’s face it. It can be downright uncomfortable to talk personal performance with an employee, especially when it’s bad news. But this is a situation where time does not heal all wounds.
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The reasons for tough conversations are many, but a few key topics continue to pop up. Dealing with issues of performance is a touchy topic. So is raising the bar for those who are performing well but who could be doing even better, and then there’s the entire sphere of how you assign responsibilities.
However, working on issues related to money can often be the most difficult of all. Raises, bonuses and reward distribution are all potential landmines when not addressed in a direct yet delicate manner.
When I discuss tough conversations at Syngenta Grower University, it literally has the growers squirming in their seats. Even the thought of a tough conversation with an employee or supplier can be a major cause for stress. There are countless reasons to procrastinate. Each farm has its own unique mix. For instance, an employee may have good overall performance but lack in one key area. Or you may not want to upset or distract an employee from getting their current job done. Or the issue at hand may seem important, but not urgent.
There may also be “soft” variables involved, including sensitive issues such as personal values, family situations or different personality dimensions.
Whatever the roadblock may be, don’t put the resolution off any longer. If you take the right steps through the discussion, tough conversations can be incredibly effective.
THE SEVEN Cs
There are seven key building blocks to effectively take on a tough conversation. When an issue arises with staff on the farm, take a few minutes to consider these methods of approach before calling a meeting. If you do, you’ll find these difficult communications become far more effective.
Contemporary.When an issue arises, it’s important to address it right away. Much like pests in a field, these issues can spread like wildfire. Taking a contemporary approach involves the recognition that annual performance reviews are no substitute for real-time feedback. Staff need this coaching and mentoring to grow and develop. Take some time to gain distance from the event in question, ensuring there is no initial anger or emotion hanging over the discussion. Then, discuss both facts and feelings — yours and theirs — to get all the factors out on the table.
Candid.Candour means being open, sincere and free of prejudice. A culture of candour is a source of sustainable competitive advantage because it allows for continuous growth and frank discussion amongst the team. Some people react differently to a candid work environment — some resent it, while others re-gift it — but not allowing candour over their performance always means their potential will be unrealized.
Constructive.To be constructive, it’s crucial to focus on practical ways to improve the situation. Look for “win-win” solutions to any conflicts at hand. Once everything is out on the table, leave it there and move on. Sometimes employees simply don’t know what they don’t know, so they need a nudge in the right direction.
Consequential.If the offence is severe, it may warrant a discussion of consequences. What will the implications be if the behaviour continues? Alternately, what outcome can be expected should the behaviour change? Set some guidelines for the employee to follow and make it clear that these actions are unacceptable. Employees need to know that there are immediate consequences for bad behaviour.
Collaborative.Put simply, solve the problem together. Working collaboratively means having a joint stake in successful outcomes and working together to find the way there.
Consensual.To come to a consensual conclusion to a tough conversation, everyone has to agree. The issues, diagnostics, consequences, actions required and commitment to taking action — these are all topics that should be agreed upon. Ensuring you both agree to all the factors involved builds the conversation toward a long-term resolution that everyone involved can agree on.
Committing.Bottom line — get a commitment. People tend to do what they personally and publicly commit to do. Once all the issues are on the table and everyone is in agreement on the plan for change, make sure the staff member makes a commitment to follow through. Tough conversations are not complete until a commitment to change has been established.
It can certainly be a balancing act to put tough conversations to work for you. While it can be quite uncomfortable to approach issues of personal performance with employees, the value lies in the power they have to create positive change for your business. Addressing these issues quickly not only mitigates the impact on the rest of the operation, but keeps the business moving in the right direction. So don’t wait another moment — identify the issues and nip them in the bud. There’s no time like the present.CG
Lyn Purdy is associate professor of organizational behaviour at Richard Ivey School of Business at the University of Western Ontario in London, Ont. She teaches leadership as part of the Syngenta Grower University, designed to help Canada’s top producers run their operations with increased confidence and profitability by adopting the most effective business management skills and techniques.
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Let’s face it… this is a situation where time does not heal all wounds
