The Case of the Accidental Manager
Sue Garner
According to the Chartered Management Institutes’ Better Managed Britain* report, 82% of UK managers have no management or leadership training. We explore the impact of
o create a positive work environment, managers are encouraged to motivate the team with positive encouragement and constructive feedback. When you start recognising everyone’s contribution to business achievements, this is an easy thing to action. However, a positive work environment also depends on addressing issues. You can’t shy away from these uncomfortable conversations, so how can you handle them effectively?
In the same way that we need to recognise employee success, we also need to recognise when an employee’s actions or behaviours are not in line with expectations. If your team see that one employee is getting away with turning up late, not completing work or harassment, it has a detrimental effect. As a result, others may start to slacken and negativity soon builds.
Reasons for uncomfortable conversations include:
In all of these cases, there is a need for a sensitive and open-minded approach.
During leadership training, I am frequently asked for advice on how to start difficult discussions, address the problem and initiate positive change. It is an issue that many leaders feel ill-equipped to manage. I’ve picked up on specific concerns about saying the wrong thing, being compliant with legal requirements and not escalating the issue.
The point of the discussion is to drive positive change and improve the work culture. Yet, if handled incorrectly, it can result in a defensive response that further alienates individuals and the team.
In addition, greater responsibilities are being placed on businesses. These include making reasonable adjustments for disabled and neurodivergent employees, maintaining good mental health and protecting employees from sexual harassment*. Therefore, managers without experience in these areas are worried about messages being misinterpreted and employees citing discrimination.
My first recommendation is to invite the individual/s to a meeting that allows everyone to prepare. On your part, gather facts to support the discussion, so you can be specific. For example, “I’ve noticed that you arrived late on three mornings in the last fortnight.” Or, “We received two customer complaints from when you were on duty this week.”
Secondly, use a collaborative, rather than accusative, tone from the offset. For example, “Can I get your perspective on the progress of this project?” Or, “I’ve noticed a tension between you and your colleague that I’m keen to understand.”
Thirdly, allocate sufficient time to listen, discuss and problem-solve without distraction. That means finding a private room and putting phones on silence. What’s more, don’t leave this until the end of the day, when everyone’s mind is set on getting out of the door.
Keep in mind that the purpose of the discussion is to identify the issue and resolve it. If an individual feels involved in the process and solution, they are less likely to become defensive. “We’ve established there’s a personality clash, so what changes would make it easier for you to work together?” Or, “You’ve been open about not following the procedure, what training would help build your confidence with this?”
Ensure that you listen as much as you talk. Asking open questions and allowing for pauses in the conversation will encourage the employee to contribute. “Are there reasons why you’ve started sending personal texts to our colleagues?” Or, “Can you help me to understand why someone might feel that you are bullying them?”
Be professional at all times, which means avoiding judgment, retaining a calm yet assertive manner and being clear and constructive. “We need to complete this project on time, so what do you need from me to get it back on track?” Or, “For safety reasons, we must all wear the full uniform when on shift. I’ve heard what you’ve said and will supply you with an additional set to make that easier. However, if you arrive without it again, I can’t let you work.”
To achieve change, it is important to clarify agreed actions at the end of the meeting. Summarise the next steps and expectations that have been discussed. (Follow up in writing with an email outlining the key points discussed and agreed actions. Keep a copy for your records.)
Let them know that you will follow up to see how things are going. Also, invite them to come to you if there are any further issues or concerns. This shows it is not the end of the conversation and encourages openness.
Finally, thank them for their time.
After the conversation, undertake or schedule actions that you’ve agreed to.
The best outcomes occur when poor performance, conflict and complaints, including sexual harassment or burnout, are promptly addressed. Avoidance won’t make them go away or sort themselves out.
Mental Health at Work is the theme for this year’s Mental Health Day on 10 October. I know from experience that managers are facing uncomfortable conversations which cause them stress and anxiety. What’s more, a lack of skills in this area is likely to impact the mental well-being of the entire team. Therefore, you want managers who are equipped to handle uncomfortable conversations.
October new legislation requires companies to protect employees from sexual harassment. This may lead to some uncomfortable conversations for managers. Is preparing them to handle these appropriately a need in your organisation?
If this is a need in your organisation, my advanced leadership training can be tailored to the specific issues or barriers being faced. Contact me to discuss my solutions to your requirements.
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