Handling Difficult Conversations

How many times have you found yourself having to handle that “Difficult Conversation” whether it is with a client, staff member, peer group or other business stakeholders?

The way you handle those difficult conversations will have a major impact on your relationships with those people and on your results.

Do you plan effectively for any of these meetings, not just data and information, but around the HOW you are going to handle the meeting and the people attending it?
There are a number of ways improvements can be made in the way we handle our difficult and challenging conversations to make them more effective, improving individual and team productivity and our business relationships.

Essentials for Handling Difficult Conversations:

• Preparation
• Self Awareness of our emotional state and our assumptions
• Knowing your Goal for the meeting
• Understanding the other parties goal for the meeting
• Clarity
• Rapport
• Engagement
• Empathy
• Listening
• Authenticity

Being prepared for the meeting is not just about the data and facts; it is also about understanding the other people in the meeting. Are you clear what their preferred method of communication is: face to face, telephone, email so you can establish a two way communication channel that is effective both pre and post meeting. Being aware of someone else’s communication preference is important and we need to be able to flex our own style whilst ensuring we maintain our authenticity.

Be self aware of both your emotional state and any assumptions that you may be carrying about either the person you are meeting or the situation. Your state and your assumptions will seep out into the meeting unless you are aware of them and keep them in check. This seepage may happen either verbally or through your body language so self awareness prior to and during the meeting is critical to having a beneficial meeting.
Having a joint agenda for both parties at the meeting is very important so you and they know the aims and goals of the meeting. How will you know that you have achieved your meeting goal, what are the criteria that you will measure?

Rapport between individuals at a meeting is not built just by talking about the football or weather etc. It is built because you are interested in the other party, asking questions, probing and most critically listening so you can reply with pertinent facts and relevant questions, demonstrating your engagement.

Empathy is a big part of rapport and relationship building, putting you in the other party’s shoes and acknowledging the issues they may have and how that may affect them will build your credibility and trust.

Many Organisations have systems, procedures and methodologies that will need to be followed in order for the business decisions to be made. Sometimes these processes overtake the need to be able to communicate effectively with people in the organisation which then can lead to the difficult conversation.

Being able to handle difficult conversations benefits the organisation as people are dealing with each other in much more collaborative ways. Increasing productivity and moving the culture towards becoming less confrontational, more collaborative and focussing on the issues rather than defending their position or themselves.

Next time you go into a meeting or conversation make sure you give consideration to the above points and come out of the meeting with a win win solution for you, the other parties and the organisation.

Patrick Bird
Managing Director
InterActive Performance Management Ltd.

We have a super DVD by Patrick on our site - check it out!