When you manage people, sooner or later you find yourself in a situation where you need to have a conversation you’d rather not have.
In fact, more than one-third of managers admit to shrinking away from giving bad feedback when they anticipate a negative reaction.
We’ve all been there. A project blows up and people are pointing fingers. There’s a conflict between two employees that’s getting destructively personal. One of your employees dropped the ball so badly even your boss noticed.
It’s definitely not the most enjoyable aspect of leadership, but difficult conversations are part of the job. So we can’t avoid them.