Having that courageous conversation

One of the biggest barriers to growing a business from a single person to having a team around you is managing staff.  This is a whole new skill set for many ‘going out on their own’.

As businesses grow and take on more staff, more time is spent managing people.

One of the skills you need to develop is the ability to have courageous conversations.

Imagine this.  You have a staff member that is under performing, or regularly turning up late.  How are you going to discuss this with your staff member?

First of all, remember that ignoring poor behaviour is condoning the behaviour, and others will then see that behaviour as acceptable.  It is in your best interest to deal with the behaviour as soon as possible.  This will also benefit the rest of the team who may be getting frustrated with the staff member’s performance / attitude.

So how do we have a courageous conversation?

1.        Describe what the behaviour is

2.        Outline what effect that behaviour is having on the business / team

3.        Agree on the steps required to resolve the behaviour

4.        Agree on a time frame for reviewing the agreed steps

A fifth step is to put what was agreed in writing and send a copy to the staff member.

Let’s look at that in more detail

Describe the behaviour

The focus here is on the behaviour, not the person.  For example, ‘Three times this week you have turned up to work 15 minutes later that the rest of the team’.  You don’t want to call the staff member lazy, disorganised or inconsiderate as that is a focus on the person.

Outline the effect of the behaviour

What affect does the behaviour have on either the business or the team.  For example, ‘the team is turning up late to site because we are waiting on you to arrive.  This gives a poor impression to the customer when we are trying to provide excellent customer service’.

Agree on the steps required

This could be a behaviour change, such as turning up to work on time, or training for the staff member to improve performance, whether that is on the job or external.  It could be that the business owner needs to oversee the person’s work more closely for an agreed time period.

Agree on a time frame

When will the performance be reviewed, for example, ‘we will meet again in two weeks’ time to discuss how you are getting on and to see if there is anything else I can do to help you improve’.

Once you have had these courageous conversations a couple of times, you will find it easier. 

Your business will benefit, your team will be happier, and you are setting yourself up for growth.

Thanks for subscribing to my newsletter. I hope you have found it helpful.  If this is a topic you would like to learn more about, please get in touch.  Feel free to forward this newsletter to others.

Ann Gibbard - Oxygen8 Consulting

ann@oxygen8.co.nz

021 682 014