For newsroom mid-level managers, the difficult part of addressing a performance or behavior problem is often how to get started.
These managers encounter many situations that involve getting a staffer back on the right road. In more serious personnel situations — when probation or possible job loss are involved — they often have well-defined processes and expertise to help them achieve a fair and effective resolution for all.
But when a staffer hits a pothole that requires a course correction, mid-level managers are often on their own. Without clear steps to take, they delay taking action — for many reasons, including these that we hear repeatedly in Poynter leadership seminars:
- They are concerned that the individual will be emotional and they wonder how they will handle it.
- They don’t like confrontations in general.
- They have relationships with the individuals and fear harming the bond with a friend or peer.
- They are uncertain how to approach a difficult conversation.
- They say it’s hard to find time.
They also see more good than bad in the staffer’s situation. They cite the good work or dedication that mitigates what’s amiss. They don’t want to make the situation worse.
In these cases, a good place to start is with key questions that get to the heart of a particular situation. If you’re a manager facing a difficult conversation and can’t get started, work through these questions:
How will you make time to address the situation?
What is most important to you about the situation you need to address? How can you effectively present your views?
What will success look like from your perspective? What is required? What’s open for discussion? What facts are relevant to the situation?
What do you know or need to know about the individual’s perspectives or circumstance? How can you communicate that the individual’s views are important to you? How willing will you be to alter your thinking if new insight emerges in the conversation?
What do you understand about the individual that helps you approach the discussion in a constructive way for both of you? Are there some pre-steps to take — share discussion points, pick a setting and time that works for both, express confidence the meeting is a good start?
How will you focus on the situation, not the person? What words or phrasings will help you address the issues and help preserve the individual’s self-image?
What techniques would you employ if the discussion becomes emotional or tense? What are ways you can remain calm? What are options for suspending or re-directing the discussion? What would help when you resume –- fresh ideas, a neutral third party giving feedback?
Who are the other stakeholders in the situation? How might they help or support you as you prepare to address the situation? What other appropriate expertise is available, such as human resources, your boss, or a mentor?
What other preparation is appropriate for the situation? If you wanted to rehearse your points, who would be helpful and honest in giving you reaction to your plan?
Once you’ve worked through the questions, you begin to see avenues for the conversation. You may see that the conversation does not have to be tense — and that you and the individual can likely work through the issue. You may see more clearly the role you can play in helping the individual.
Most often, the stumbling block is not making time to figure out the situation. That’s just a hurdle, and once you’re over it the conversation and follow-through become clear next steps as you and the staffer work together to fill in that pothole.
When the staffer is up to speed and contributing more effectively, you’ll enjoy the satisfaction of helping others be their best. And, you’re ready for the next challenge, with an approach that helps you work through a difficult situation.
