Much of my work is about providing managers with safe and effective ways to have conversations that they would instinctively prefer to avoid. Conversations about behaviours and approaches that don’t contribute towards excellent performance.
If they do choose to address the issue most managers have to force themselves to say things, to use words and phrases that are not (yet), a part of their everyday management vocabulary.
There is a great post here by Steve Roesler that offers some useful and practical insights into getting these difficult conversations right.
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