Here's how you can use confidence to navigate tough conversations with employees.

When having difficult conversations with an employee it is important to stay objective, calm, and factual. This is not a time for emotional outbursts, although you should be prepared in the event the employee becomes emotional. No one likes to relay bad news, so remember that you are not alone. List in your mind the key points you want to discuss and keep the conversation focused on them. Be firm but fair and give the employee an opportunity to discuss the issues.

As a founder and CEO for over 23 years I have had my share of difficult conversations with employees. The bottomline is the sooner you have the conversation the better it is for everyone. If you are walking around with something to say everyone can feel it. Top 7 things to do 1. Set a date to have the conversation (sooner than later) 2. Make notes about what to say - be clear 3. Do not attack their character - talk about the behavior and how it affects the organizations goals 4. Listen, Listen, Listen... - Have them share what happened from their perspective - Encourage openness 5. Be empathetic and never use "you" did. Use "I" more 6. Make notes from the conversation and share the summary with the employee 7. Follow up to show your support

One thing I've found helpful will be active listening with calm, compose behaviour having clear & direct communications with solution oriented approach and acknowledging employees feeling and perspectives will definitely help to defuse tension.

The best way to build trust is to listen completely. As Stephen Covey said "seek first to understand, then to be understood". They're called tough conversations for a reason. If you lead by making the other party confident they're heard, you build rapport and trust. Everyone is entitled to an opinion. You don't have to agree with it, but owe the other party the respect of hearing them. If things get heated, it's up to you as a leader to diffuse. Most reasonable people will pick up on your energy. If you're calm and rational, the other party will usually stay calm as well. It's next to impossible to accomplish anything if the dialog turns into a shouting match.

Setting the tone should often include starting with a positive. It’s human nature as much as good management, we all react and respond differently when we are acknowledged and or praised prior to exploring areas of improvement. Setting the tone can be as simple as smiling saying “Bob you are really good at ____ “ and then continuing to the areas that can be even better.

I see this in two parts. First is setting the stage, as suggested above. Right time, right place and if needed right people involved. Second is setting the conversation up for success. This is setting the tone and often see individuals fail to do this. You need to be direct and sincere. Authenticity is a characteristic that seems to be lacking in today's world. You are putting on a play and nor should you. There are times you need to have the courage to have challenging conversations with team members and while on the surface it isn't fun, avoiding them will weaken the foundation of your team. I respect those who can challenge or call me out. Follow Nike and "Just do it!"

In handling tough conversations you need to not only be prepared but use some very key leadership skills: Active Listening: Always maintain eye contact, nod, and listen without interrupting to show you value their input. Manage Emotions: Although the person may be irritated and be defensive you must stay calm and composed, avoiding accusatory language. Clarify and Empathize: Summarize what you heard them say to ensure understanding and express empathy for their struggles. Stay on Topic: Gently steer the conversation back to the issue using specific examples and solutions for the problem. Collaborative Problem-Solving: Brainstorm support strategies together, always show your willingness to help them succeed.

Wie bei einer guten Erzählung braucht auch ein Gespräch eine einladende Einleitung, einen entsprechenden Aufbau hin zum Hauptthema und einen gewinnbringenden Abschluss. Diese Logik für einen roten Faden hilft im Gespräch zum Wesentlichen zurück zu finden sollte die Richtung des Gesprächs zu weit abschweifen. Auch physische Hilfsmittel vor sich zu haben oder am PC zu nutzen ist nicht verwerflich. Übung ist auch hier wie überall im Leben hilfreich, denn kein Meister ist vom Himmel gefallen.

Dialogue doesn’t begin with the “difficult conversation.” When it’s authentic, and built on mutual trust and respect, it begins on day one and is strengthened over every project, deadline and accomplishment going forward. If your team knows you’ll be often checking in with them, they are more apt to bring challenges to your attention, or to share concerns with you while issues are small and easily solved. That reduces the chances of unexpected challenges and difficult conversations. The strongest leaders are often the most quiet, because they’re asking questions to clarify, then genuinely listening to the answers. They're building the confidence of their team more than they are demonstrating their own position or title.

Active listening and open conversations are crucial for building a strong, productive work culture. Encouraging open dialogue build trust and respect. People feel valued when they are heard and this can only happen if you are encouraging dialogue through the difficult conversation. A good way to move the conversation along is to ask probing questions. Remember to be actively present during their answers through eye contact, nodding where appropriate and following up with additional questions for clarity.

Als Unternehmer braucht man auf vielen Ebenen ein dickeres Fell als man es sich vielleicht anfangs denkt. Gerade Mitarbeiter erkennen die Verhaltensweisen und Eigenheiten der Unternehmensführung rascher als die Außenwelt. Wer täglich im gleichen Umfeld erscheint, der merkt auch schneller woran wir arbeiten müssen. Diese Chancen als solche zu erkennen statt sie als unwichtige Kritik von "Wenigerwissenden" beiseite zu schieben birgt womöglich das Größte Potenzial zu starkem Persönlichkeitswachstum. Dies als Chance zu erkennen und aktiv mit Coaches and Trainern an der eigenen Persönlichkeit zu arbeiten, bringt meist auch das Unternehmen weiter.

During challenging conversations, it's crucial to offer support and resources. Whether it's additional training, clearer guidelines, or simply a listening ear, reassuring employees of your commitment to their success fosters a trusting environment. Incorporating direct communication with professionalism, respect, and kindness, cultivates a collaborative approach.

I've learned that when discussing solutions and support, collaborate with the employee to brainstorm and agree on specific, actionable steps to address the issue. Provide the necessary resources, training, and tools to help them improve. Offer ongoing guidance and schedule regular check-ins to review progress and offer encouragement. Maintain open communication and be flexible, adjusting the plan as needed to ensure success. Document the action plan and follow-up meetings to ensure clarity and accountability for both parties.

Following up with your employees is crucial for several reasons. Firstly, it ensures that tasks and projects are progressing smoothly and on schedule. By checking in regularly, you can identify any potential issues or obstacles early on and provide necessary support or guidance. Secondly, it demonstrates your commitment to their success and development, which boosts morale and motivation. Regular follow-ups also foster open communication, allowing employees to share their challenges, ideas, and feedback. Finally, it builds trust and strengthens the relationship between you and your employees, leading to increased engagement, productivity, and job satisfaction.

Personal experience that I have applied in my previous business was to helping and giving opportunities for employees to learn and grow within the company is of utmost importance. When employees have access to learning and development programs, they can acquire new skills, knowledge, and expertise that directly contribute to their professional growth. This not only enhances their performance in their current role but also prepares them for future challenges and opportunities within the organization investing in employee development, you demonstrate your commitment to their success and well-being.

I think it's less about confidence and more about being emphatic and authentic. A tough conversation is one with a difficult topic or an intra-personal conflict. In both situations, it is crucial, to step into the shoes of the other side and understand its motivations. Thus, you will be able to find the right tone and communicate your point of view or decision in a way that is authentic to you and also acceptable to your dialogue partner.