Putting things off can have unintended consequences. Ken Blanchard and Steve Gottry describe these consequences as “lateness, poor-quality work, and the stress that results from procrastination” (p.xv); results that are especially relevant when it comes to performance management. As organizations increase the frequency of and improve the transparency of communication to deal with rapidly changing business conditions, the manager/employee relationship may be the first place to start.

The longer a manager delays having a difficult conversation, the more challenging it can become. This does not mean, however, that a manager should jump into a conversation for which he or she feels unprepared. The following three tips may be helpful to remember: speak regularly, demonstrate concern and remain open to dialogue.

Point number one: communicate regularly.

If it is the daily practice of a manager to comment on work done well or to provide feedback,  then when a more challenging conversation must take place, the regular routine can help a manager start the discussion. Cynthia M. Phoel—“a Boston-based communications consultant”—gives solid advice about how to deliver feedback to make sure that it is heard. She writes “Practice giving feedback often; soon it will become a habit. Praise good performance right away. When negative feedback is required, talk with the employee within 24 hours.”

Point number two: demonstrate concern for the individual.

Consider the following comments--captured on a BNET video-- from people who were asked to describe their worst manager. Many of them said that their worst manager showed no concern for them. Although people may not remember the content of a message, they will remember how it was delivered. Think back to coaches or educators from your childhood- the ones who earned the most respect were those who could be counted on to tell you the truth, yet had your best interests in mind.

Point number three: begin a dialogue.

Point number three takes away some of the stress of having to deliver a difficult message. Remember that feedback is just the beginning of a dialogue; it is not the last word. Phoel tells communicators, “don’t assume you’re right,” “follow through” and “gather feedback on how you give feedback.” Similarly, the authors of Crucial Conversations—a book about how to have difficult conversations—suggest that communicators ask themselves: “am I really open to others’ views?” am I talking about the real issue?” and “am I actively exploring others’ views?”

References:

Blanchard, Ken and Steve Gottry. The On-Time, On-Target Manager. New York: HarperCollinsPublishers, 2004.

BNET Video. “Describe Your Worst Manager.” BNET [www.bnet.com]. Obtained June 28, 2009.

Patterson, Kerry, Joseph Grenny, Ron McMillan and Al Switzler. Crucial Conversations. New York: McGraw Hill, 2002.

Phoel, Cynthia M. “Feedback That Works.” Harvard Business Blogs [http://blogs.harvardbusiness.org]. April 27, 2009.