How to Approach Difficult Conversations with Practice Staff

Practice leaders often avoid having difficult conversations with employees out of fear that the encounter will generate unwanted conflict. Unfortunately, this approach can sometimes stifle the ability to provide necessary and constructive feedback on staff performance and conduct. By planning ahead and using proven strategies, leaders can establish a climate of open dialogue and mutual respect that will make difficult conversations much easier and more effective.

Take a “coach approach” when discussing sensitive topics to help employees be more successful.

A few examples of scenarios that may necessitate this type of conversation include lack of productivity, policy violations, religious discussions, dress code violations, offensive behavior, attendance concerns, and general poor attitude.

The Coach Approach

Some managers approach these conversations from a disciplinarian mindset, focusing on punishing bad behaviors to ensure employees follow practice guidelines. This can cause unnecessary strain on employee relations, and it’s not an effective way to encourage staff to adhere to internal rules. Instead, managers should take a “coach approach” when discussing sensitive topics, focusing on training and providing information to help employees become more successful. By providing clear instructions and learning opportunities for employees, practice leaders will yield higher levels of cooperation, a more engaged staff, and increased employee morale.

4 Elements of an Effective Conversation

Everyone has strengths and improvement areas. A great way to kick off a difficult conversation is to first recognize the individual’s strengths. Managers should then explain their goal to help develop an employee’s improvement area into a strength. Leaders should outline what they want to discuss ahead of time and maintain focus on key talking points throughout the conversation. It’s also important to keep emotions in check by relying only on facts and logic.

1. Understand the employee’s perspective

• Begin conversations with an open mind and cultivate an attitude of discovery and curiosity
• Learn as much as possible about the employee’s point of view
• Allow him/her to speak freely
• Listen without interrupting

2. Acknowledge their viewpoint

• Make sure the employee feels heard and understood
• Recognize that acknowledgement is not the same as agreement

3. State your viewpoint

• Wait until the employee has fully shared his/her thoughts
• Share the practice perspective, including topics that the employee may not have addressed
• Clarify this position without minimizing the employee’s perspective

4. Collaborate to problem-solve

• Work together to set a goal; Ask the employee how he/she can work toward this goal
• If the conversation becomes adversarial, ask for input regarding a solution to motivate continued engagement
• Create a plan of action designed to maintain strengths while solving areas of improvement

To learn more about this topic, Curi members may listen to the March 2019 HR|Experts mini-webinar, titled Conducting Difficult Conversations.

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