An effective manager must be able to discuss with their subordinates even the problems that remain beneath the surface but require open discussion. A team leader must therefore be able not only to motivate and conduct positive conversations but also to lead discussions about uncomfortable topics when the situation requires it. Do you need to discuss with a subordinate matters such as the termination of cooperation, negative changes within the company, complaints about a particular subordinate or anything else? Here are several recommendations on how to conduct these uncomfortable and complex discussions.
Finding a constructive solution
Harvard Business Review advises that you must not perceive your conversation with a subordinate as a confrontation or a contest in which one person wins and the other loses. Your objective is to reach a constructive solution, and if one of you clearly loses, it will have negative consequences for both parties.
Avoid being carried away by emotions
Deliberately try to put emotions aside. Whatever your feelings about the matter may be, try to remain as neutral and professional as possible.
Clearly defined objective
In unpleasant conversations it is necessary to have a clear objective and to move toward it. Define what you want to achieve through the conversation and remain focused on this objective. Otherwise the discussion may end in endless debates or arguments that lead nowhere.
Empathy toward the subordinate
Try to understand the employee or colleague as much as possible. You must show them that you are on their side, and only once you convince them of this will it be possible to conduct a constructive and transparent discussion.
Identifying positive aspects
Do not focus exclusively on the negative aspects of the topic you are discussing. Otherwise the conversation may sound like pure criticism or may become unnecessarily emotionally destructive for the other person. Focus on positive aspects as well.
Future plans
As with any meeting, the outcome of your conversation should be some form of plan. There should be a further course of action on which both of you agree, even if that step is simply scheduling another meeting.
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