What happens when things go unsaid?
When difficult conversations are avoided, especially by managers, the impact of that silence is always destructive.
At DCo we specialise in the skills required to hold difficult conversations. We improve the ways that managers choose to communicate in 3 critical situations:
ONE – Managers need to be able to kick the elephant out of the room
Managers need to gain confidence in holding uncomfortable and difficult conversations. Issues left unspoken do not disappear. In fact they can either gain negative momentum in one or more parties which amplifies the initial issue, or the silence sends a message of tolerance or acceptance, which can be an equally damaging outcome.
TWO- Managers should communicate a plan for failures
There will always be failures and people will make mistakes. Keeping quiet for too long when you are not going to meet someone’s expectations erodes relationships and trust. Managers should role model and address what needs to happen for themselves and their team when there is going to be a mismatch of expectations.
THREE – Top performance is only achieved by people who receive feedback
Most managers deliver praise effectively. It is important for recognition of individuals and teams but praise will not lead to better performance. Managers need to be able to deliver feedback in order to encourage better future performance. Managers who avoid giving and receiving regular feedback as part of their role, limit the potential of others and themselves.
