Having tough conversations
- You see an employee repeat the same mistake and get into deeper trouble.
- Your coaching could be more successful, and the bad behavior could continue.
- An employee has the best interests at heart, and you want them to tell you the truth, even if it is painful.
- You do not wish to threaten but do want to let them know that there will be consequences.
These are some situations when you need to have a serious discussion. But you keep delaying it because you worry about how the other side will receive it.
One of the most honorable things you can do is help others recognize the facts. Feedback with care while discussing the necessary change is a gift. Try the following steps:
Initiate the conversation
Begin respectfully. For example, it is seeking permission to discuss an issue. Most of the time, it is an excellent start. Sometimes, the conversation is not optional, and you need to be more direct. “We must talk. Is this a good time for you?”
Share your “Observation.”
Have you heard the announcement when calling a phone number, “This call may be recorded for training purposes?” Some companies do listen to the conversations, albeit at a later time.
A senior manager in an auto insurance company shared her observation with a claims consultant. ” I have listened to your calls. It appears you need to connect with customers more.”
In another instance, the senior manager shared her observation with a new employee, “It would be best to be more discrete at the industry trade shows.”
Present Supporting Evidence.
“Customer called to cancel insurance for a second car. His spouse, after the accident, could not drive. They do not need the second car anymore. You did not empathize with the customer and offered to cancel it immediately.”
In the second instance, “You share company’s new products and services-related information with everyone you meet at the industry trade show.”
Make specific suggestions for improvement.
“I suggest you listen to the customer entirely. Acknowledge and summarize what they are saying. And empathize before jumping right into the action.”
In the second instance, “Again, I suggest you attentively listen to people you meet. Who are they? Are they customers or competitors? Share information on the company’s new products and services accordingly.”
Ask questions to confirm understanding.
Ask open-ended questions to ensure they understand what you are saying. Open-ended questions allow them to express their understanding in detail.
Follow it with a closed-ended question to gain commitment to follow the suggestions.
Ask them to summarize their commitment.
Summarize what you have suggested and ask them to repeat it. Ask them to summarize what they are going to do differently next time.
Monitor and enforce
Continue to monitor the employee’s behavior. Require the change. Have confidence that they can do it.
“I’m going to monitor next few calls and ensure you connect with the customers.”
In the second instance, “At the next trade show, I expect you to be curious about who you are meeting, before you signal the company’s new product plans.”
Often when employee behavior stays the same, the feedback needs to be more specific, or the conversation goes so long that the employee needs to remember what to do.
I would love to hear about your experiences! Please share your stories at satishmehtausa@gmail.com. Please forward this knowledge letter to those who could benefit from it. They can subscribe to it here or by clicking on the link below.
Thank you,
