The consequence of not having that uncomfortable conversation is costly. A CPP Inc. study of workplace conflict reveals that employees in the U.S. spend roughly 2.8 hours per week dealing with conflict. Thirty-three percent of employees report that the conflict led to personal injury and attacks, and 22 percent report that it led to illness and absence from work. Ten percent report that project failure was a direct result of conflict.
A similar study by Psychometrics in Canada, showed that 32 percent of employees have to deal with conflict regularly. More alarming is a recent study by Accenture revealing that, even in this challenging economic climate, 35 percent of employees leave their jobs voluntarily because of internal politics.
Handling the difficult conversation requires skill and empathy, but ultimately, it requires the courage to go ahead and do it. The more you get into the habit of facing these issues squarely, the more adept you will become at it. (source)
Who is it for?
Try some of these "difficult conversation" issues on for size and if any feel familiar to you, then you will benefit greatly from attending:
Q. How do I tell staff member 'X' that they need to wear deodorant and or shower more regularly?
Q. What do I say to stop the Board constantly interrupting my presentations?
Q. I am a new duty manager...why do the senior staff ignore my directions?
Q. Every time I try to discuss this person's performance, he / she starts to cry and says I'm picking on them - how do I get my job done?
Q. I have a Club Member who is abusive to me and my staff; and I can never get a word in edgeways - how do I deal with this?
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