At the crux of effective performance management is open honest communication between a manager and his or her direct reports. Yet, maintaining this communication – especially when difficult conversations are involved – can be challenging.

In her book The Performance Appraisal Handbook Amy DelPo advises the reader “when in doubt, say it.” Although we may be unsure how to approach a problem or difficult discussion, our intuition that something needs to be done is usually correct. Following through with a difficult conversation may bring about a change, or may simply result in information coming to light to clarify the situation.

Not only does the neglect of difficult conversations impact individual employees, it also has significant ramifications for organizations. In the book Moose on the Table, Jim Clemmer describes the downward spiral an organization can take when employees avoid crucial conversations. The central focus of Clemmer’s fictional tale is the moose, which he uses to symbolize difficult conversations that have been avoided for too long. A humorous look at the group dynamics of communication is included in the following passage from the book:

“1. Stop picking up and throwing moose pies at each other and talk about the moose instead.”

“2. Agree to collectively jump up at the same time and tackle to moose when it appears, since any one individual will probably be killed if she/he tries it alone. Moose are really dangerous.”

“3. Figure out how the moose got into the room and block that path from any more of them getting in.”

Jenny Schade, the president of JRS Consulting points to the need for active listening and recognition to facilitate open and honest communication. Two of Schade’s other recommendations include ensuring “forums for information and opinion exchange” and getting to know a bit about employees beyond their work life.

Consistent expectations also play a role. Consider the impact upon an employee when it is acceptable to voice an opinion during a meeting one day, but not so the next day. A focus on the positive – on what has been accomplished and what can be accomplished – is also important.

Clemmer tackles the topic of selecting an appropriate mode of communication using the example of employees hiding behind e-mail to bring up sensitive topics. Although we are all aware that face to face private conversation is best, followed by a telephone conversation, too many e-mails contain information that should have been delivered personally.

A colleague and I recently brainstormed to choose the best five words that capture the essence of open communication. We came up with the following:

-approachable

-direct

-specific

-honest

-empathetic

-respectful

How do you describe open communication? Do you agree with this list, or do you have other words to add?

References:

Clemmer, Jim. Moose on the Table. Toronto: Bastian Books, 2008, p. 102.

DelPo, Amy. The Performance Appraisal Handbook. California: NOLO, 2005, p. 5/5.

Schade, Jenny. “How to Encourage an Open and Honest Communications Environment.” JRS Consulting Inc. [www.jrsconsulting.net]. 2007.