In the movie, Up in the Air, Ryan Bingham (played by George Clooney) makes a living as a corporate axe man, doing the deed that local managers don’t want to do. He thrives off of the lack of connection to anyone or any place, jets from city to city as a “career transition counsellor” and seemingly heartless when fired employees cry, get angry or even threaten to harm themselves.
As a manager, you don’t want to be in the role of Ryan Bingham – ever.
Many of us as managers and leaders have had to do the uncomfortable work of giving negative feedback, rejecting an idea – or, in the worse cases, dismissal.
Difficult conversations are a reality in the workplace and it’s a skill you can hone. You might even find the tactics you learn useful elsewhere in your life, as a parent guiding social media-entranced teenagers or dealing with a cranky neighbour.
My philosophy is that it doesn’t have to be painful for you or the person you’re talking to, if you follow some simple advice and use the tips I’ve learned from years of experience as a professional facilitator.
Getting mentally prepared is the first step. The last thing you want is to be tossing and turning all night in the days leading up to the conversation, ruminating on what you’re going to say. (Although, you may still anyway.) But take the time to get your head into a place and be clear about what is important to you and what you would like to accomplish. Put yourself in the position of the employee. Think about what may be going on with them, what are their perspectives, values and intentions?
This involves casting off your defensive emotional armour that helps us justify our actions. If you go in like an armadillo, it is not a constructive starting position.
Your job as a leader is to be compassionate and generous and walk into that meeting with an open mind and a real sense of curiosity. You may think you have all the answers, but you don’t. What does it mean to go in curious? It means you will have to challenge your assumptions and biases – something all of us have. Your job is to be non-judgmental and impartial.
Like the author Stephen R. Covey said, “We judge ourselves by our intentions – and others by their actions.”
Writing down your observations but not characterizing them is a good first step for preparing yourself to be judgment-free. A statement like this, “I noticed you were on your phone a lot in the meeting yesterday and left the room twice,” is preferable to “You were disengaged at the meeting yesterday…” In the second scenario you are issuing a judgement (disengaged) of what you observed vs. sharing objective facts (you were on your phone, you left the room twice).
If you can remove the blame-game language, it will go a long way towards diffusing emotions and ‘judge-iness.’ The goal is to give the person a sense of safety by laying out why you’re having the conversation and what you hope to achieve from it.
When I’m in facilitator mode with a room full of people, you might hear “ I am hearing more conversations, I notice that you are no longer writing.” I am sharing what I see and hear, but not my internal assessment of those behaviours and so the room remains judgment free.
Pay attention to the safety of the conversation. As a facilitator, I am very aware of ‘room safety.’ By that, I don’t mean physical space, but rather the degree to which participants feel that what they say is received with compassion and consideration. Your job is not to admonish and criticize and, if it is, don’t bother. Your goal is to allow the person to have influence over the conversation, by saying, “I really want to understand your perspective.”
There are myriad of hard conversations you might find yourself in, including the performance review, or having to give negative or uncomfortable feedback. Yes, any of these tete-a-tetes can go sideways. But that’s usually because the situation has been allowed to go on for too long without being addressed. The employee probably already feels alienated, unheard, frustrated or apathetic.
In these cases, you really have to spend time unpacking emotional responses, which frankly terrifies most people in the workplace.
But learning how to ask the right questions, without judgment, is the place to start. How you ask the questions are key: What about this frustrates you? or What makes you angry? And then let the response come to the surface.
When they don’t feel heard they can become angry or disengaged. Oddly, the person who talks all the time often feels unheard. Acknowledge the emotion by repeating back to them what you’ve heard them say. They need to know that you are hearing what they are upset about. They need to know you understand their pain, frustration and anger, by giving them their words back to them. This is when people become their real selves, and allows them to release their emotions.
If issues have been left unattended for awhile – be prepared to sit in the goo for awhile. Avoid justifying a circumstance – just listen. Then you can shift to the question: What do you need, what would help this?
Phew, that wasn’t hard at all.
Then you can get unstuck and move on to the possibilities for resolution.
It’s at this point that leaders make the common mistake of having the ready solution. Stop yourself right there. Rather, you should be asking the person, what does success look like for you or what do you want to happen next? This gives them the opportunity to process and interpret their own needs – not having you hand them the answers in a giftbox with a bow on top.
But, keep in mind once you have the solutions, your job still isn’t over.
Wrap up the conversation with an agreement on follow-up steps. Again, this is about you asking decisional questions : What steps can you take, what support do you need and when should we meet next? This makes the person part of the solution, restoring agency to them to design the right solution. Let them figure it out.
Don’t be a Ryan Bingham, armoured up. When we take a more open tack, we can be pleasantly surprised how things can turn out. Just listening to someone is a tremendous act of civility and kindness.
I really like that leading role.
Have you got a difficult conversation with a group that you need to have? Contact me here.
Here’s a link to a recent interview on this topic.
I am loving this book! Susan Porath outlines what incivility is costing leaders and organizations and what to do about it. Along with being a super interesting read, it offers suggestions for a healthier, happier, more productive workplace, better relationships and results. It’s fun to take the ‘how civil are you’ self assessment!
This is an interesting listen (I love audible)
It has been assumed that the individual drivers of success and passion, hard work, talent, and luck are unquestionable. In our modern context, success is increasingly dependent on how we interact with others. It turns out that at work, most people operate as either takers, matchers, or givers. Takers strive to get as much as possible from others and matchers aim to trade evenly. Givers are the rare breed of people who contribute to others without expecting anything in return. While this might sound debilitating – it is fascinating to discover how givers are so successful, and what it means to be a giver. If nothing else – you’ll think about pro-bono work, volunteer time and lending ‘your stuff’ differently.
I recommend this book often and refer to it frequently. The nonviolent communication model, at its core, is the model I use as a facilitator. It is simple and incredibly effective in tense and difficult situations. Absolutely worth the time.