Picture this: You are at a familygathering, and someone says something that does not sit right.
Maybe it is about a touchy family issue, a strained relationship or an unspoken tension in the room that has been bubbling for years.
You want to address it, but you hesitate, wondering if saying anything will make things worse.
Sounds familiar?
In my recent session on DifficultConversations with one of Dubai‘s largest realestate developers, this scenario struck a chord.
Just like with family, workrelationships sometimes mean handling sensitive topics with care. We all have that one conversation we dodge, maybe with a teammate, a manager, or even a long-time colleague, usually for the following reasons:
1. Lack of SelfEsteem that leaves me crippled with emotions such as fear, ego and anxiety
2. Lack of Skill & Competence not knowing where to start or how to respond to disagreements.
But here is the thing…
Managing difficult conversations well can resolveconflicts and lead to better understanding,
During the session, we focused on tools for respectful dialogue, helping people voice their thoughts without sparking defensiveness or damaging trust.
The lesson?
Often, it is not the conversation that is difficult; it is our fear of the unknown. But with the right approach, these moments can bring people closer rather than push them apart.
When was the last time you had one of these moments?
And how would things change if you handled it with courage, patience and transparency?
difficultconversations
From ‘Can I Really Do It?’ to ‘Yes, I Can’: The Power of Honest Conversations
Putting away a conversation with someone (manager, colleague, direct report or even a client) because it is difficult, can be severely damaging.
Research proves that having difficultconversations results in engaged employees, retaining talent, innovation and increased well-being.
Giving feedback is a typical example of a difficult conversation at the workplace.
I have noticed how this ‘tough job’ is poorly dealt with, at times never brought up and often relegated to HR.
Here are 7 steps to do it well:
1. Be timely – Don’t wait for too long, nip it in the bud!
2. Contextualize it – Spell out the situation in question where you noticed something amiss, and clarify why this is important and is being brought up.
3. Behavior – State the specific behaviour that caused an impediment
4. Impact – How has that impacted you, the team, and the business; be factual not threatening
5. Explore solutions – Ideally draw the solutions from them through skillful questioning.
6. Get commitment – Finalize a solution and seek commitment to an action.
7. Check-in – Keep a tab on how things are progressing
Facilitating a day’s workshop on ‘handling difficult conversations’ for one of the largest estatedevelopers in UAE was fascinating.
The day was filled with interesting case studies, role-plays, assessment tools and skill-building activities.
Every participant felt engaged and witnessed an internal shift from
‘Can I really do it?’ to ‘Yes I Can’!