logo
Resource Merchant Capital
logo
  • Home
  • About Us
    • ABOUT
    • What Can We Do For You?
    • Our Approach
    • Community Support
  • Our Team
    • TEAM
    • Murray L. Cobbe
    • Kevin Rowand
    • Elise Robertson
    • Cuong Pham
    • Jesse Lumsden
    • Annie Lesperance
    • ADVISORS
    • Dennis L. Nerland, QC
    • Dave Griffith
    • Nicholas Donohoe
    • Mike Keay
  • Our Investments
    • INVESTMENTS
    • Our Investment Criteria
    • Types of Investments
    • Our Current Investments
    • Our Past Investments
    • Case Studies
  • Advisory
  • News
    • NEWS
    • Latest Transactions
    • Company News
    • Events
    • ARTICLES: Leadership
    • ARTICLES: Business & Finance
    • ARTICLES: Recruitment
  • #RMC
  • Contact
Menu
Resource Merchant Capital Partners with Snubco Group, Secures Equipment Financing for Expansion
Acceleware Announces Launch of RF Heating Advisory Board and Provides RF XL Commercialization Update

Throughout my career I have been in many tough conversations, including the removal of employees for cause, addressing employees for safety violations, removing shareholders who didn’t see eye to eye with the majority of investors, and dealing with the removal of board members for a variety of reasons. Although every one of these situations came down to a decision based on facts compiled over time, it did not take away from the need for a tough and often uncomfortable conversation in an emotionally charged situation. Compounding the discomfort was the fact that I usually had a working relationship with the individual in question, and may have even met their spouse and/or family at a Christmas party or other company event.

rawpixel-com-597435-unsplash

Common Mistakes

 

Not only have I had to initiate these tough conversations, but I have also had the opportunity to see how other managers, executives and board members approach them. Amazingly, there are still people out there who think it is preferable to a) deliver the message via cell phone, email or text or b) avoid the tough conversation all together and deal with the situation in covert ways.  Both of these alternatives create problems. While the use of phone, email or text typically gets the message delivered, it is a cowardly approach and can lead to a loss of respect. This can trigger more significant negative impacts down the road in terms of issues with retention, trust, teambuilding and integrity.  Even worse in my view is avoidance.  Those who are unwilling to confront a situation head-on tend to eventually resort to “weasel tactics” by trying to sabotage the individual within the organization. Examples of these tactics include holding shadow meetings and excluding the individual, talking negatively behind the individual’s back in hopes they leave, and sabotaging an individual’s progress in the hopes they quit. It’s an approach that carries only downside risk as it paints this so-called “leader” as weak and ethically challenged. This, in turn, jeopardizes their ability to build trust from the other team members they rely upon.

 

The right thing to do in these situations?

Summon up your courage and deal with those tough conversations head on.

hunters-race-408744-unsplash

It’s what good managers do and I have some tips that can help you:

 

1. Notify the individual that you want to meet in person to discuss an important item that has come up. Do not give in to any questions in regards to what the meeting is about. Nine times out of ten, the individual will either be aware or will subconsciously be aware of why the conversation is coming and will immediately begin trying to defend their position.

 

2. Prior to meeting with the individual, spend five-to-ten minutes sitting alone to relax. You might want to meditate or you might review your questions, but try not to think of how the individual may or may not react to the conversation. I can tell you that in all my years, I have never been able to predict exactly how an individual will react to this situation. Further, if possible, try not to bake into your mind the response or result you are wanting as you will not go in with an open mind. This will make it tougher to process the information provided.

 

3. Put together a list of five-to-ten open-ended questions (questions that cannot be answered with a simple “yes” or “no” answer) and be ready to lead with them. Remember, she or he who asks the questions holds the power in the conversation! Asking questions also enhances your ability to understand the issue at hand. And it’s a good way for you as a leader to calm yourself in a tough conversation as it takes the pressure and the spotlight off of you and puts it on the individual in question.

 

4. Note: If the meeting involves terminating an employee or dealing with an ethics or values breach, ensure you have a third party or your lawyer accompany you in the meeting to ensure all conversations are documented. This protects you and your company.

 

5. During the meeting you will be assessing the answers to the questions and you will come to one of three conclusions:

A) The individual has confirmed your initial findings;

B) The individual has given you additional new information which may or may not support your initial findings;

C) The individual has provided information which completely changes your perspective on the issue.

 

6. At this point, some leaders like to have time to assess what has been said and/or talk to others about what has been learned. Never be afraid to inject time into the process as a means for you to mull over the answers and assess how they relate to your impression of the situation.

 

7. Once you’ve reached your conclusions about the conversation, make a decision! Be direct and decisive and base the decision on the values you uphold for yourself and those around you.

 

There’s no question that tough conversations are one of the most difficult tasks for a business owner or manager, but remember that they also help to define you and your effectiveness.  Approach these conversations with courage, preparedness, open mindedness and a clear grasp of your values, and you won’t just deal with the situation at hand, you’ll grow as a leader.

 

Article by Chad Robinson.

 

You can read more about Chad Robinson here.

Share with your connections:

  • email
  • linkedin
  • twitter
  • google+

Related posts:

  1. Five Areas to Consider before Buying-Out Shareholders For those of you who have been through the process...
  2. Dealing with the Type A Personality During the Oil and Gas Downturn For those of you who are going through the Oil...
  3. Two simple rules for hiring relatives and close friends in Businesses As an investor, the one question that makes me cringe...

CATEGORIES

  • All News
  • Latest Transactions
  • Company News
  • Events
  • ARTICLES: Leadership
  • ARTICLES: Business & Finance
  • ARTICLES: Recruitment

BY AUTHOR

  • Nicholas Donohoe’s Articles
  • Jesse Lumsden’s Articles
  • Chad Robinson’s Articles
  • Kevin Rowand’s Articles

Archives

  • January 2019 (1)
  • November 2018 (1)
  • July 2018 (1)
  • June 2018 (1)
  • May 2018 (1)
  • April 2018 (1)
  • February 2018 (1)
  • November 2017 (1)
  • October 2017 (2)
  • August 2017 (1)
  • May 2017 (1)
  • April 2017 (2)
  • March 2017 (1)
  • January 2017 (2)
  • December 2016 (1)
  • July 2016 (1)
  • February 2016 (1)
  • January 2016 (1)
  • October 2015 (1)
  • September 2015 (1)
  • July 2015 (1)
  • May 2015 (1)
  • April 2015 (5)
  • March 2015 (2)
  • November 2014 (1)
  • September 2014 (1)
  • August 2014 (1)
  • March 2014 (1)

TAGS

Business Strategy Buyout Career Trasition case study Downturn Family force inspection services Forecasting Jesse Lumsden Leadership Orion Rentals Private Company PwC Selling Business Shareholders Snubco Tax Team White Water Management

Contact

If you would like to learn more about Resource Merchant Capital, please get in touch with us.

Calgary Office:

  • +1 (403) 681-1144
  • Suite 1400, 350 – 7th Avenue SW,
    Calgary, AB T2P 3N9
  • info@resourcemc.com

Edmonton Office:

  • 10609 – 124 Street NW,
    Edmonton, AB T5N 1S5
  • +1 (780) 721-8783
  • info@resourcemc.com
Logo Resource Merchant Capital

© 2018 All rights reserved to
Resource Merchant Capital.

Website by Novakus