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By Pernille Yde Planck, updated 2024
As a manager, it is important that you take on all the tasks inherent in the leadership role – including the difficult conversations.
It can be both challenging and uncomfortable to have a difficult conversation with one of your employees. Sometimes these difficult conversations are therefore postponed.
As a manager, you might fear your employee's reaction, but it is important for the employee, the organization, you as a manager, and the team that these conversations are held continuously – because by having the conversation you correct the unwanted behavior and get everyone back on track.
The longer you wait, the more you turn a blind eye to inappropriate behavior – and the more that behavior becomes the new norm.
When you, as a manager, issue a warning or have a critical conversation, you simultaneously have the opportunity to explain and help the employee understand what is needed for them to succeed. This makes it much easier for the employee to live up to the expectations.
Therefore, a successfully conducted critical conversation can have a positive influence on the employee's motivation, well-being, and efficiency.
For other employees, it is important that difficult conversations are held. When these conversations take place and behavior is corrected, it becomes clear that you, as a manager, are taking charge of difficult issues. For example, in a situation with a bullying employee, if you address the issue through a difficult conversation, the behavior stops and the psychological work environment improves significantly.
When you, as a leader, issue a warning or engage in a critical conversation, you also have the opportunity to clarify what it takes for the employee to succeed—and to help them get there. This makes it much easier for the employee to meet expectations. That’s why a well-executed difficult conversation can have a positive impact on the employee’s motivation, well-being, and effectiveness.
For the rest of the team, it’s important that the difficult conversations are actually held. When they are—and problematic behaviour is addressed—it becomes clear that you, as a leader, take action when challenges arise. For example, if an employee is exhibiting bullying behaviour and you initiate the difficult conversation, the behaviour stops, and the psychological work environment improves significantly.
We've gathered five practical tips for handling the difficult conversation.
Det er vigtigt, at du forbereder dig grundigt inden samtalen. Både på det du vil sige og medarbejderens eventuelle reaktion.
Hvis der er noget i ansættelsesforholdet, der fungerer godt, så husk at anerkende det i samtalen. I forhold til det, der ikke fungerer, og som er grunden til, at du har indkaldt til samtalen, gælder det om at være specifik. Hvis du har nogle konkrete eksempler, kan det være lettere for medarbejderen at forstå, hvad kritikken går på og forholde sig til den.
Remember, you can only criticize aspects that the employee actually has the ability to change – that is, behavior. For example, this might be an employee who has sub-deliveries on a larger project and does not meet the agreed deadlines, or an employee who consistently works fewer hours than agreed.
When you have to hold a difficult conversation, it is important that you do not come across as overly forceful or "hammering" the employee. Sometimes, if the lead-up to the conversation has been long, you as a manager might rush to get everything said. If you do so, you will likely appear overly aggressive, and communication will become skewed.
Communication can also become distorted if the employee is caught off guard – perhaps even shocked because they were not given any prior warning. This may result in the employee not fully grasping the message. Avoid such skewed communication by considering and preparing for all aspects of the situation before the conversation.
During the conversation itself, it is important that you maintain an appropriately serious and professional tone. In other words, avoid using irony, sarcasm, joking, or humor as a cover-up for issues. Be professional. It is a good idea to start by stating that this is a difficult conversation and that there are things you believe are not working and that you would like to discuss.
It is important that you adhere to what you have planned and communicate it in a clear and factual manner. Naturally, you should listen to the employee and allow them to process the message and ask questions. Be prepared for the possibility that the employee may need you to explain the issue in several different ways with various examples.
If you consistently hold difficult conversations, it will benefit you, your leadership, the collaboration within your team, and your organization. You will likely experience a better atmosphere, an improved psychological work environment, and better results.
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Difficult conversations are important for correcting unwanted behaviour, getting employees and the team back on track, and demonstrating visible leadership. This can improve morale, the psychological work environment, and overall results within the organisation.
Examples include lack of professionalism, low engagement or effort, poor collaboration skills, disloyalty, alcohol-related issues, personal hygiene problems, bullying, and inappropriate prioritisation.
A successful critical conversation can have a positive impact on an employee’s motivation, well-being, and effectiveness, as it helps them understand what is required to meet expectations.
Prepare thoroughly by considering what you want to say and how the employee might react. Be specific about the issue, and acknowledge any positive aspects of the employment relationship.
During the conversation, you should avoid unclear communication, maintain a professional tone, listen to the employee, and stick to what you’ve prepared. Avoid irony and sarcasm, and be aware that the employee may need different examples or explanations to fully understand the message.
By having difficult conversations on an ongoing basis, you can strengthen your leadership, improve teamwork, and enhance the overall organisation. It can also contribute to a better atmosphere, a healthier psychological work environment, and improved results.
