Having Difficult Conversations at Work: Where to Start!

The ability to have difficult conversations are an inevitable part of leadership, especially in ever-changing working environments. While it may be tempting to avoid them and procrastinate, failing to address the issue can have significant consequences, particularly if you’re a leader struggling with imposter syndrome. In this article, I’ll explore the detrimental effects of not taking action and sidestepping difficult conversations in the workplace. I’ll also share the benefits and helpful actions that can empower women leaders to foster confidence, resilience and achieve the results they want.

Let’s take a look at some of the consequences of avoiding difficult conversations. Although there are many, here are the key points I think are worth highlighting, all of which will have a ripple effect but not in the way you want!

Escalation of Issues: Ignoring problems or procrastinating allows these issues to fester and escalate, often leading to resentment and a toxic work environment. Unresolved conflicts can affect team dynamics, collaboration and productivity, ultimately holding back the team’s success. Not to mention making it a very uncomfortable place to work.

Undermined Credibility: When women leaders consistently shy away from addressing challenges, they risk undermining their own credibility and leadership ability. While we are working hard to create more gender equity and get more women into leadership roles, undermined credibility will hold back progress in this area. Avoiding difficult conversations can perpetuate a perception of weakness or indecisiveness, making it difficult for others to trust their leadership.

Missed Growth Opportunities: Having difficult conversations (though often uncomfortable and awkward) are actually opportunities for growth and learning. By avoiding them, leaders miss out on valuable chances to address issues, provide constructive feedback and build a culture of continuous improvement within their teams. They are also taking away the opportunity for their team to develop resilience in responding to constructive feedback.

Now let’s flip the coin and look at the benefits of having difficult conversations - when done properly.

Strengthened Relationships: While difficult conversations may seem scary at first, engaging in them can lead to stronger relationships built on trust, honesty and transparency. Open communication allows for the resolution of conflicts and fosters collaboration in finding solutions, leading to better teamwork and increased productivity.

Enhanced Problem-Solving: Difficult conversations enable leaders to address underlying issues and identify root causes of problems. By recognising and tackling these challenges, leaders can develop effective solutions and strategies, leading to improved outcomes and results for the team and ultimately, the organisation.

Personal and Professional Growth: Being open to having difficult conversations is an opportunity for personal and professional growth. By meeting challenges head-on, women leaders can eventually overcome imposter syndrome and build up their confidence, resilience and self-assurance. They shine as credible and empathic leaders in the organisation.

We’ve looked at the consequences of avoidance and the benefits of being open to having difficult conversations. Now l’ll share some helpful tips on how to have difficult conversations that are meaningful and deliver effective outcomes.

Develop Self-Awareness: Women leaders should start by developing self-awareness and understanding their own strengths, areas for improvement and triggers that may be holding them back from being able to engage in difficult conversations. This introspection allows for better emotional regulation and empathetic communication.

Create a Safe Environment: Establishing a psychologically safe environment is crucial for encouraging open dialogue. Leaders should foster a culture that values diverse perspectives, encourages constructive feedback and ensures that all team members feel heard and respected during difficult conversations. Being inclusive is key here.

Prepare and Practise: Before having difficult conversations, leaders should invest time in preparing the key points they want to address and practice their delivery if they need to. This preparation will help build confidence, ensure clarity and enable leaders to navigate potentially challenging conversations more effectively. It will also create a supportive environment and safe space for the other person.

Actively Listening and Show Empathy: Active listening and empathy are vital during difficult conversations. Leaders should work to understand the other perspectives, acknowledge their emotions and respond with empathy. This approach fosters trust, builds rapport and encourages collaborative problem-solving, which is a sustainable and inclusive approach to problem-solving.

Seek Support and Feedback: Women leaders should be encouraged to seek support and feedback from mentors, coaches or trusted colleagues. These individuals can provide guidance, perspective, and help develop effective strategies for navigating difficult conversations.

Avoiding difficult conversations in the workplace may seem like a more comfortable short-term solution but it can have a negative long-term impact. Particularly for women leaders who are trying to establish their credibility, be taken seriously and find their unique leadership style. By recognising the importance of engaging in these conversations and using the strategies outlined above, women leaders can build their confidence and resilience to deliver the results they want for their career and their business. Taking helpful actions, such as developing self-awareness, creating a safe environment and practising active listening, empowers women leaders to overcome imposter syndrome and navigate difficult conversations with success, ultimately enhancing their leadership effectiveness and driving positive change in the workplace.