Kay Gimmestad - NYC Area Workplace Performance Issues
 
  • Home
  • Biography
  • Workplace Performance
  • Short-Term Solution Focused Counseling
  • Organizational and Community Trauma
  • Substance Abuse & Addictions
  • Blog
  • Client Profiles
  • Contact
  • Resources

Preparing for Difficult Conversations

11/15/2021

1 Comment

 
Picture
Several years ago, I heard the term ‘courageous conversations.’ To me, it sounded like a new coaching practice used in organizations and companies. I was thinking about this concept recently when I had two conversations within a few weeks of each other. One went very well and the other did not.
 
Prior to the first conversation, I prepared my points, took a few minutes to clear my mind of other tasks, centered myself and closed my office door. The conversation started smoothy and seemed to go well with both parties satisfied of the outcome.
 
A week later, I was getting ready to call a manager after I had notified him that his employee should not be on the job due to ongoing mental health and substance use issues. It was a very hectic morning and the phones were ringing off the hook.
​
I had to call the manager quickly as I had less time that day for calls. I knew I hadn’t prepared as I had the week before. In my mind, I believed that the call may not go well.
 
The conversation started calmly, but due to both parties feeling stressed and having completely different ways of proceeding with this employee, the conversation went poorly and no issues were resolved. The other party said he would take the matter up with upper management and their company attorney.
 
I thought about both of these conversations and how I had prepared or failed to prepare and how that had impacted the outcome. It made me think of what is needed to have a successful conversation on a difficult issue.
 
Here are some tips for navigating difficult conversations:


  • Approach the conversation with the goal of listening to the other person’s concerns vs thinking about what you will say. 
-Frame it as a chance to have a positive outcome instead of thinking, “this will be a difficult conversation.”

  • Speak as soon as possible.
 
- Putting off or refusing to speak with managers about work issues can cause resentments and create a toxic work environment. This can cause poor concentration and may decrease one’s work performance. Some studies say that employees spend just under 3 hours a week dealing with office conflicts. This is a lot of time and energy that can be costly for an employer.


  • Have the courage to be honest and direct.
 
-Talking honestly and presenting your viewpoint with clarity creates mutually respectful relationships. If you or the other party feels on the defensive, clarity versus an overly direct style is best.


  • Stay centered.
 
-As we get caught up in the heat of the moment, it becomes hard to speak with clarity. Practice breathing and write down some key points, which will allow for flexibility. Making a structured script may be too rigid and could lead to a problematic outcome. Try to remain calm and tell yourself that a good outcome is possible for both parties.
 
The Bottom Line
 
Rethinking difficult conversations can be so important and useful both professionally and personally. In these moments; prepare, stay calm and be confident that you are communicating in the most effective way possible. This will lead to the best results for you and the other person.


Kay Gimmestad, LCSW-C is a business coach and clinician in New York City with 20 years of experience working in the profit and not for profit sectors of Human Resources, Health and Human Services. She has built a reputation for being highly skilled in facilitating behavior change while working with employees, both individually and in groups, on matters relating to performance management, substance abuse, crisis intervention, and stress/wellness.
1 Comment

    If You Have a Problem Employee or an Employee with a Problem...

    Author Kay Gimmestad is a Business Coach and Clinician with 20 years of experience working in the profit and not for profit sectors of Human Resources, Health and Human Services. In this blog, she shares case studies and other observations from her decades in the field. 

    Archives

    January 2023
    December 2022
    October 2022
    August 2022
    June 2022
    May 2022
    March 2022
    January 2022
    November 2021
    September 2021
    July 2021
    May 2021
    March 2021
    February 2021
    December 2020
    October 2020
    August 2020
    June 2020
    May 2020
    March 2020
    January 2020
    November 2019
    September 2019
    July 2019
    April 2019
    March 2019
    January 2019
    December 2018
    November 2018
    October 2018
    September 2018
    July 2018
    June 2018
    May 2018
    April 2018
    March 2018
    February 2018
    January 2018
    December 2017
    November 2017
    October 2017
    September 2017
    July 2017
    June 2017
    May 2017
    April 2017
    March 2017
    February 2017
    January 2017
    December 2016
    November 2016
    October 2016
    September 2016
    July 2016
    June 2016
    May 2016
    April 2016
    March 2016
    February 2016
    October 2015
    September 2015
    August 2015
    July 2015
    June 2015
    April 2015
    March 2015
    February 2015
    January 2015

    Categories

    All

    RSS Feed

Powered by Create your own unique website with customizable templates.