Don’t shy away from tough talks in business
As a director of operations for online service-based businesses, I have learned that doing what's best for the business often means having hard conversations. Whether it's addressing performance issues with a team member or letting go of a long-standing contractor, difficult conversations are a necessary part of running a successful business. However let’s be honest: they can be uncomfortable, emotional, and stressful for everyone involved.
I have been thinking about having these tough conversations recently, as a client I am working with had to deal with some performance issues with a team member. The team member had a lot of potential, but they were not meeting the client's expectations, and their work quality had declined. The client was hesitant to have a conversation with the team member, fearing that it would damage their relationship.
I advised the client to have an honest conversation with the team member, focusing on specific behaviors that needed to change. During the conversation, the client stayed objective, transparent, and empathetic. They listened to the team member's perspective and worked collaboratively to identify potential solutions.
Ultimately, the team member recognized their shortcomings and took some time to reflect on the conversation. In the end, they realized that they were in a season of life where they could not excel in this role, and they decided to resign from the company. By having a hard conversation and addressing the issue head-on, my client was able to improve their team's overall performance and create a more productive work environment.
Here are some important points to consider when having hard conversations:
Stay objective. It's essential to remain objective and not let emotions take control when having a difficult conversation. Be clear, concise, and stick to the facts. Avoid making assumptions or jumping to conclusions. Ensure you have all your data points before you go into the conversation and take the time to share and point out the gaps when necessary.
Be honest and transparent. Be honest about the situation, your expectations, and the consequences of the conversation. Don't sugarcoat the message, but deliver it with empathy and respect.
Listen and seek to understand. Listen actively to the other person's perspective and try to understand their point of view. This can help you identify potential solutions and find common ground.
Focus on the issue, not the person. Keep the conversation focused on the problem at hand. Avoid personal attacks or blame. Instead, discuss specific behavior changes that must take place to solve the problem.
Imagine you run an online service business, and you've just started working with a new client. This client is excited about your services, but as the project progresses, they start to become more demanding. They want to be involved in every step of the process, including the parts that are normally handled by your team. They're constantly calling, emailing, and texting you and your team members, even outside of normal business hours. They're making changes to the project without consulting you or your team, which is causing delays and extra work. In short, they're overstepping their boundaries, and it's starting to affect the quality of your work.
As the CEO of the business, you know that something needs to be done. Here are 3 steps you can take to address the situation:
Define boundaries: Sit down with your client and clearly define the scope of the project and the role each party will play. Explain that you have a team of experts who will be handling certain tasks and their input will be crucial at certain points in the project. Set expectations for communication, including response times and preferred channels.
Set limits: If your client continues to overstep their boundaries, it's important to set limits. Let them know that you and your team need time to focus on the work, and that constant interruptions and changes are making it difficult to meet deadlines. Politely remind them of the boundaries you discussed and ask that they respect them.
Offer alternatives: If your client is insistent on being involved in every step of the process, consider offering alternative solutions. For example, you could suggest that they work with a project manager who can act as a liaison between your team and the client. This way, your team can stay focused on the work and the client can still have input and oversight.
Remember, as the CEO of your business, it's important to have hard conversations when necessary. While difficult conversations can be uncomfortable, they are a necessary part of being an authentic leader. As a leader, it's important to serve the business first, rather than focusing on individual people. By setting boundaries, setting limits, and offering alternatives, you can help your clients understand their role in the process and ensure that your team can deliver the best possible work. One important lesson to learn from these examples is that difficult conversations can lead to positive outcomes, and avoiding them can do more harm than good. It's essential to address issues head-on and work collaboratively to find a solution that benefits everyone involved.
Don't be afraid to have those tough conversations: if you stay objective, honest, transparent, and focused on the issue, they can ultimately lead to better relationships, improved performance, and a more successful business.
