Courageous Conversations

"Getting all this voice, but it doesn't motivate me"

Ahmet, the manager, needs to tell Gertrude, the team leader, she is not getting the Crew Chief position. The job is going to her colleague Steve, instead. Gertrude doesn’t like the news and Ahmet needs to connect to Gertrude and figure out how to keep her engaged and motivated in her current position. He also needs to keep the conversation on why Gertrude didn’t get the job, rather than why Steve did. (09:50 minutes)

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Lessons Learned:

• Don’t make it personal - When describing the decision and the process of the decision, let the employee know that other’s - your boss, your boss’ boss - were involved in the decision-making. It was not just a personal decision on your part.
• Be specific - What about this employee’s knowledge, skills and abilities were lacking? What does she need to work on to prepare herself for the next promotion? An opportunity exists for a future-oriented discussion on the employee’s development needs. Seize that opportunity and talk openly with the employee. Without the specifics, the employee begins to fill in the gaps with more questions - is it my race? My gender? Some other intangible?
• What does this employee want/need? - Gertrude is not getting the job. But is there something else you can do to help her stay motivated and committed? Money? Time-off? Ask questions and listen to the answers to find out. But also, don’t commit to things outside your control.
• Acknowledge the good work - The employee does like to hear what she has been doing well. But be careful in that her skills and abilities are so great that it continually raises the notion, “If I am so great, why aren’t I getting promoted?”

Talk to you soon, Tim

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"We're diverse - we recruit from both the East, and West, coasts"

Merideth, a project manager, is speaking to a supplier, Roderick. Roderick represents an outside law firm that Merideth’s organization uses on a very regular basis. She is happy with their work but wants to talk about the level of diversity on the team working on her issues. Roderick struggles to understand how important this is to Merideth and tends to display a "cavalier attitude" towards the issue. (08:10 minutes)

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Lessons Learned:

• Setup a time - This is a new conversation for both parties. Take the time, to setup a specific time, to have this conversation. Don’t do it “on the fly” or squeezed into a tiny opening in your calendar.
• Describe the business need - When preparing for the conversation, be sure to understand the business reasons that diversity matters to you and the organization. And state them in the conversation.
• Treat this issue like any other “performance” issue - Merideth is adding a new criteria to how she will measure Roderick and his firms success. Be clear about what that criteria is and what you expect in the future.
• Acknowledge the good work - Just like with an individual employee, you may need to reassure Roderick that you appreciate his firm’s contributions and that they are doing a good job for you.
• Manage the “cavalier attitude” - Roderick wasn’t certain that Merideth was serious - “as long as this interests you.” When on the receiving end, be sure to ask a lot of questions to understand what your colleague is looking for, how you can help, and what you can do about it.
  

Talk to you soon, Tim

Download Lessons Learned.pdf (86.2K)