As leaders, we’re used to having tough conversations face-to-face. Our culture has emphasized that having the composure, poise, and brainpower to have a rational tete-a-tete is a sign of respect. But what does that mean in the middle of a pandemic?
We’re now half a calendar year into a global crisis. While many businesses have struggled, nearly all leaders have found themselves facing one of the biggest challenges in history not in the office but in their living rooms. Even as more and more offices are reopening, many of the critical conversations we’re having with partners, employees, clients, and others continue to happen on screens.
That’s especially difficult for those of us walking into situations that can be spirited or emotional. From termination to guidance, discipline or a pep talk, having the sorts of conversations that normally would have happened behind closed office doors take more preparation and thought in current conditions.
Come With Notes. When delivering feedback or learning more from a struggling team member, it’s important to start conversations prepared. First, make sure you have an outcome. It may not be an outcome you’re excited about; in fact, it’s often better to settle for an endpoint that focuses on knowing that all parties have been heard and that there is a tangible next step to work on. Asking an employee to be more communicative during business hours? Exploring different options for a contract due to hardship? Have a goal, or at least have a process or plan to agree to.
Have The Conversation Before Your Conversation. You can practice the tough discussion and start to get an idea of how the conversation will go. This isn’t just to get yourself feeling prepared, either. This is also a great opportunity to begin to see things from the other person’s perspective. Go through the points you’d like to make, and think hard about every other possible point of view.
Make A Map. The best way to handle hard situations is to see how you got there and make plans to avoid it. Create a timeline of how your and your team or employee got to this point and identify key missed opportunities that could have helped avoid a bad situation. More often than not, there were points in the process that were either skipped or not properly communicated.
Ask Questions. Before the conversation, ask questions of yourself about how you want to handle it. During, ask questions of your interlocutor to learn more. Afterward, ask yourself how the talk went and what you plan to do next. Nothing is unavoidable, and understanding the expectations, communication, and conditions that led to a difficult conversation is the best way to prevent them in the future.
We’re working with clients across the country remotely to help businesses survive and thrive. Contact us today to learn how we can help your firm make the most of 2020’s challenges.