Have a difficult conversation

If you’re preparing yourself for a conversation that you’ve labelled ‘difficult,’ you’re more likely to feel nervous, angry or upset.

To minimise these negative emotions, reframe how you’re thinking about the conversation: You’re not saying no to your boss; you’re offering up an alternative solution. You’re not giving someone negative feedback; you’re starting a constructive conversation about their development.

Be honest with yourself about how hard the conversation might be, but frame it as constructively as possible. Focus on what you stand to gain. By entering the discussion with an open mind, regardless of your co-worker’s stance, you’re more likely to find common ground.

(Adapted from the “HBR Guide to Dealing With Conflict,” by Amy Gallo.)

Improve your finance skills

Understanding concepts like Ebitda and net present value are important no matter where you sit on the organisational chart. Boost your financial acumen by getting acquainted with your company’s income statement.

Your goal is to understand how much your company spends and where it makes money. Reproduce the numbers in a spreadsheet, and then group them into categories of profit and loss. Experiment with the figures on the balance sheet by going through a series of ‘what if’ scenarios.

What if prices were lower? What if revenue was higher? Convert the numbers to percentages so that you can visualise the breakdown of revenue and expenditures more easily.

(Adapted from “How to Improve Your Finance Skills (Even If You Hate Numbers),” by Rebecca Knight.)

Schedule regular check-ins with your direct reports

You’re in control of the way you manage the performance of your team. Even if your organisation requires reviews — whether they are annual, semi-annual or quarterly — take additional steps throughout the review period to ensure that your employees are meeting their goals and growing.

Make a habit of checking in with each of your direct reports on a regular basis, whether it’s weekly or once a month, to ask two main questions: What are you going to get done this week (or month)? And what help do you need from me?

These informal conversations don’t require complex forms or burdensome documentation. Check-ins like these are your best opportunity to deliver immediate, relevant feedback — and real-time course correction.

(Adapted from the “HBR Guide to Performance Management.”)

Make sure everyone feels included

Meetings aren’t just about delivering results. You also want participants to leave feeling connected and valued. Give everyone a turn to speak, and be aware of who has and hasn’t spoken. Think through who needs to be part of the discussion for each topic ahead of time.

Ask yourself: Who would be great at starting the conversation? Who is affected by the outcomes and therefore needs to be asked for her view? Who is most likely to have a different view? Who are the old hands who might sense whether we are missing something?

You don’t need to set up strict rules, but modelling an inclusive style of conversation will make people more likely to notice who hasn’t spoken yet.

(Adapted from “How to Design Meetings Your Team Will Want to Attend,” by Paul Axtell.)

Respond when your data is challenged

Sometimes your data analysis (and the story it tells) can upset a colleague or client. If you’re attacked for bringing hard truths to light, try to take the perspective of the person you’ve angered.

Is he responding so forcefully because he really cares about the outcome? However poorly delivered, is any of his criticism valid? Collect more data that addresses his concerns specifically — otherwise, you’ll just talk past each other.

And try to view your challenger as an ally rather than as an opponent. Find a way to collaborate; because once you have his buy-in, he’ll be invested in the joint investigation.

(Adapted from “What to Do When Someone Angrily Challenges Your Data,” by Jon M. Jachimowicz.)

Published in Dawn, The Business and Finance Weekly, August 28th, 2017