Do you avoid having tough conversations or delay in addressing performance issues on your staff? Do you find yourself beating around the bush or sugar-coating the message? If so, you are NOT in the minority...
Do you avoid having tough conversations or delay in addressing performance issues on your staff? Do you find yourself beating around the bush or sugar-coating the message? If so, you are NOT in the minority...
The times are a changin’ and never more dramatically than in the employee performance review model. While the annual or semi-annual performance review is not yet a fossil, the dinosaurs are disappearing as more businesses shift to continuous feedback types of performance reviews.
Becky Dannefelser and Laura Stanley of Clearwater Consulting Group will speak on "Tough Talk: How to Disarm Difficult Conversations" at the sold-out HR Star Conference in Atlanta, GA on September 7, 2017.
Performance reviews remain one of the most difficult conversations that most leaders dread having with others. So what can one do to have a positive experience during a performance review? What can a person do to take the difficult conversation around performance, money or expectations and change it into a more engaging one where both parties--the manager and the direct report--walk out feeling good about things?
We recently worked with a group of 20+ senior executives at a rapidly growing company in the midst of repositioning its services. The laundry list of challenges was endless … and the enthusiasm for tackling them was waning. There appeared to be no forward progress on decisions that required cross-functional discussion and coordination. Assumptions were made about who was leading which initiative. And, even more foundational than that, no agreement as to which initiatives should actually be top priority.
