The reality is that many managers and leaders find it challenging at best of times, especially with certain individuals.
The truth is that in relationships, both professional and personal, it is extremely easy to be misunderstood by others. Too often, your well-intended comments or opposing views are taken personally by other people. These misunderstandings typically lead to you and others experiencing interpersonal conflicts and communication breakdowns.
As a leader, having difficult conversations is part of your responsibilities, but it can certainly seem more difficult to have it with some employees versus others. The question is, Why?
I believe the lack of awareness of the true reason(s), the WHY, often results in managers trying to avoid having these difficult discussions. As a result, their performance feedbacks are not always very effective or it may lack valuable substances and clear direction to properly correct performance issues. Too often, these conversations are mainly focused on the negative behaviour and not on the individual’s core reason for their behaviour – “the why”.
Stay tuned for future posts on how you can develop the ability and awareness of the core motives and reasons driving actions and behaviours in any relationship.
In the meantime, look at the common reasons why managers and leaders void tackling the challenging feedback…
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