Difficult conversations

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In tough economic times, when managers are put under extra pressure to lift staff morale and maintain high productivity, it comes as no surprise that a recent survey found that most managers (60 per cent) are often or sometimes putting off difficult conversations. However, managers who fail to tackle difficult conversations in a prompt and decisive manner may risk significant damage to staff engagement and turnover, as well as more formal stages such as employment tribunals.

Earlier this year Learning Consultancy Partnership's report - Handling difficult conversations at work - was published, bringing together the results of surveying over 100 managers and HR professionals. It revealed a range of subjects that managers find difficult: behavioural issues (23 per cent); poor performance (20 per cent); personal hygiene (20 per cent); firing or redundancy (11 per cent); absence or lateness (6 per cent); communicating change (5 per cent), and an individual's personal difficulties (3 per cent).