As a small business owner, it’s likely you’ll come across challenges that you’ll need to talk to employees about.
When having these conversations you need to be thoughtful about how you approach the employees and handle the conversation.
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Leadership and management expert Jill Geisler at the Poynter Institute has a three-pronged approach for difficult talks: preparation, focus, and follow-up. Geisler suggests coming into the meeting with facts and context to frame the conversation. This leaves less room for interpretation. Be mindful of the time and place of the talk, considering the impact these factors might have on the employee and the rest of the office.
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Prepare yourself mentally.
An article in the Harvard Business Review says that if you get it set in your head that you’re going to have a “difficult” conversation, then the conversation will be difficult. Instead, reframe to the positive. Coach yourself: It’s not negative feedback but constructive criticism to help set the employee up to succeed.
Don’t script the conversation.
Jotting down notes and key points helps your delivery sound natural and flexible rather than rigid or artificial. Be a good listener and give the employee the chance to share their thoughts. Leave your emotions at the door — staying calm is key to remaining objective.
Keep it focused.
Try not to dance around the issues. Be direct about the challenges that impact your employees and what your expectations are moving forward.
Have clear takeaways.
Both you and the employee should come away with clear action items. It’s a good idea to set up future performance benchmarks and schedule a follow-up date to talk about progress. This shows that you’re serious and committed to helping.
Above anything, always keep in mind the purpose of the conversation. At a small business, each and every employee is vital — so make sure you’re expressing the desire to set them on the path to success.
Photo credit: “Interview”, by Alper Çuğun, Flickr, CC by 2.0, cropped from original.