Performance, conflict, and the conversations managers put off until they turn into something worse. Direct, practical and occasionally uncomfortable.
The conversation a manager avoids in March is a formal process by September. Direct and practical, this gives you a method and a great deal of repetition on performance, conduct and conflict conversations, and it is occasionally uncomfortable by design.
The cost of avoidance and the case for early conversations.
Clarifying purpose, facts, and the outcome you want.
Starting a difficult conversation constructively.
Staying composed and managing conflict in the moment.
Addressing performance and conduct issues directly.
Closing with clear commitments and follow-up.
Leaders, managers, and supervisors who must handle performance, conflict, and sensitive conversations.
Management or supervisory responsibility.
Secure a seat for Difficult Conversations for Managers, or ask us anything first.