hard conversations: how to have tough talks with employees

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Hard Conversations: How to have tough talks with employees

February 4, 2010

QuestionsQuestions

• If you have questions during the presentation, please submit them using the “Questions” feature

• Questions will be answered at the end of the webinar

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Learning ObjectivesLearning Objectives

• 10 ways to make a tough talk easier

• How to provide feedback so it is heard

• Conversation starters• Documentation

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Tough TalksTough Talks

Inappropriate dress

Personal hygiene

Vulgar languagePoor Performance

Insubordination

Chronic Tardiness

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Start With YourselfStart With Yourself

• What is the purpose of the conversation?

• What do you want to accomplish?

• What assumptions are you making about the person’s intentions?

• How is your attitude toward the conversation influencing your behavior?

• What are the facts about the situation?

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10 Ways To Make A Tough Talk Easier 10 Ways To Make A Tough Talk Easier

1. Address the problem as soon as possible2. Set a specific time and place3. Sit, don’t stand4. Private location5. Focus on the issue, not the person6. Be specific about the concern7. Be collaborative8. Avoid negative statements9. Encourage the subordinate10.Document the meeting

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Making Yourself HeardMaking Yourself Heard

• Ask permission to provide the feedback– “ I have something I need to discuss with you, when are

you available?”• Use a soft entry

– “ I have some feedback that is rather difficult to hear”• Don’t blame others

– “this is behavior that I (or company policy) require you to change”

• Keep it simple and be direct– “I am talking with you because this is an issue you need

to address”• Accentuate the positive

– “If you can resolve this issue we can discuss the promotion

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Making Yourself HeardMaking Yourself Heard

• Be sensitive to culture differences– “I understand that this might be new information for

you” • Reach agreement about the required change

– “So you will set your alarm 10 minutes earlier to get here on time?”

• Confirm the dates– “We will see this change by tomorrow and then

ongoing”• Follow- Up

– “Let’s get together next Thursday to review progress”

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Three Of The Toughest TalksThree Of The Toughest Talks

• Personal Hygiene– Be sensitive to cultural difference– Tie to business concerns– Involve medical personal if not able to resolve

• Poor Performance– Specific time, date, individual involved– Do not make it personal– Document the required change

• No Raise– Review performance and offer praise– Explain the business circumstance– Be consistent and be fair

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Conversation StartersConversation Starters

• “ I have something I would like to discuss with you that will help us work together more effectively”

• “I’d like to talk with you about___, but first I would like to get your point of view”

• “I need your help with what just happened, do you have a few minutes to talk about it”

• “This is a hard thing to hear, and a hard thing for me to tell you but we need to resolve as quickly as possible”

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DocumentationDocumentation

• Always document the conversation– Notes if a feedback session or oral warning

• Time, location, attending, issue, resolution, follow-up

– Disciplinary Action Form if a serious offense

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Keep Calm and Carry OnKeep Calm and Carry On

• Prepare, use a script if necessary• Select time and location• Be objective, never make it personal• Remain calm at all time• Address as quickly as possible, don’t delay

it won’t go away• Document all conversations• Set time to follow up- positive or negative

reinforcement

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Questions and AnswersQuestions and Answers

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QUESTIONS?

Contact InformationContact Information

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The recorded webinar and presentation slides will be emailed to you today including your local representative’s contact information.

www.kpaonline.com

bross@kpaonline.com

866-356-1735