Approaching difficult conversations with staff

We’re often asked about what to say in difficult meetings with staff. But just as important is how the message is delivered.

By Emma Swan and Will Clayton, partners, Knights

Then it’s important to get the basics right. Gather all the evidence that supports your concerns. Plan a meeting in a private place and allow for disruptions. Ensure there is a note-taker, and always go in with an open mind.

One useful technique is to sit in the chair ahead of the meeting and run through what you intend to say. Then move into the employee’s chair and imagine hearing it. How would you feel? How would you react?

Responses often fall into four categories.

Deflection involves the employee saying, for example, that colleagues get away with far worse behaviour. Don’t take the bait, remind them they are the focus of the conversation and stay on topic.