Tough conversations1/14/2024 Good performance doesn’t pay: If leaders don’t address issues with underperforming employees, this can create a sense of impunity, where those employees feel they can get away with subpar work, and the others wonder why they should make an extra effort.Īccountability is not a priority: When leaders don’t make time for those tough conversations with employees who are causing issues in the workplace, other employees may start to resent the lack of action and mistrust the leadership's ability to maintain high accountability, values and standards within the work environment.Ī decline in organizational accountability can create a toxic culture in which employees are disengaged and productivity suffers. In her blog, Susan Fowler brought attention to the three key messages that leaders send to their teams and organization when they avoid having those difficult conversations:īad behaviour is OK: Failing to have tough conversations with employees who behave inappropriately, even if they are high-performers, can create a negative organizational culture in which it’s difficult to uphold basic standards for acceptable behaviour. Susan noted that one of the key issues was managers’ reluctance to having difficult conversations about harassment and discrimination, which led to a toxic culture within the company. A former employee, Susan Fowler, wrote a blog post detailing her experiences of harassment and the company's failure to address the issue. In 2017, Uber faced a scandal over sexual harassment and discrimination in the workplace. ![]() This in turn, can affect organizational culture and overall productivity. When we sweep negative behaviours such as bullying, harassment, and low performance under the rug, this negligence can lead to resentment and disengagement amongst the wider team. But, let's first talk about why avoiding difficult conversations can be such a big problem. Yes, it can be scary to confront team members and have those awkward conversations that we all dread. ![]() I’ve coached leaders who have even admitted to putting them off for six months. Are you a leader who struggles with managing team conflicts and difficult personalities? Trust me, you're in good company! A recent survey by the leadership training company, VitalSmarts, shows that over 80 percent of leaders procrastinate on necessary, yet difficult conversations.
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