Voici comment vous pouvez gérer les conversations difficiles lorsque vous donnez du feedback à un membre de l’équipe.

Your steps are quite lucid for an ideal communication situation. However, in a difficult conversation situation, the most important thing is listening. As long as the other party or parties continue their speaking, don't interrupt, listen to everything mentally note the key points, and engage in active listening so that the other side feels that you are interested and showing empathy.

Handling difficult conversations for feedback involves: 1. Prepare: Know what you want to say and why. 2. Choose the Right Time: Pick a private, calm setting. 3. Be Specific and Objective: Focus on behaviors, not personal attributes. 4. Use "I" Statements: Frame feedback from your perspective to avoid sounding accusatory. 5. Listen Actively: Give them a chance to share their side. 6. Collaborate on Solutions: Work together on a plan for improvement. 7. Follow Up: Revisit the conversation to track progress and provide support. By balancing empathy with clarity, you foster a constructive environment for growth.

Handling difficult conversations while providing feedback to a team member can be daunting, but here’s an effective approach. Stay calm and focus on the issue, not the person. Start in a private setting to ensure confidentiality and reduce stress. Listen to their side without interrupting to show respect and gather facts. Reflect on their points and empathise by summarising what you’ve heard to defuse tension. Provide feedback using objective, factual language, like "I've noticed you've been late three times this week" instead of "You're always late." Suggest a solution like, "In the future, please aim to arrive on time." Stay composed, clear, and kind to maintain a positive and professional relationship.

Having a difficult conversation with members of your staff, while providing feedback (Performance review, Sensitivity conversation, etc.) can act as a roadmap, for professional and personal development. Preparation, transparency and confidentiality are several keys to integrate, that will build trust and guidance. Documentation of the conversation also is recommended as a check and balance to assure that compliance is in order. Executed in a professional and trusted manner, will hopefully present positive results for the employee, and organization.

I began teaching early, subbed after high school and went to uni 6 months after. I learned from valuable mentors whom I will forever be indebted…One afternoon, we heard a commotion in the corridor between a parent and a teacher, the parent had a valid concern and began shouting, the contents of which I cannot discuss here (this took months to resolved). Our superintendent taught us a lesson that have transformed my life: Whenever you find yourself in a situation that maybe disagreeable, listen first and wait until the individual has given you an open to speak, then say the following or something close, “I value you and your —- greatly, to ensure that you are getting the best service can I reschedule or call you back in an hour, a day?”

I had some difficult feedback to give an employee. I thought I had handled it well but when I spoke about it to my executive coach, he said, "you realize you never actually said, 'you're underperforming'?" This was a light bulb moment for me. I'd been so busy trying to couch the feedback in a digestible way that I had moved away from the fact that there were performance concerns. The result was that the employee assumed I was giving developmental coaching and not corrective feedback. Something we're working on this year is developing common language across all managers around feedback and how to give it so that we mitigate any confusion moving forward.

Timing matters. People are more receptive when they are not already stressed and preoccupied. Not too sure? Catch an innovative colleague who is a parent on a school morning while he/she is preparing lunch and preparing the brood for school. Choosing the right time and place allows for optimal emotional state, hence increasing the likelihood of disagreement. It shows respect for privacy for the person receiving feedback making him/her more likely to respond thoughtfully. If corridor and open conversation are your style, what will you now start/stop doing. Our aim as leaders is to inspire and change lives, who are you inspiring? Whom have you inspired lately?