I’m having difficulties with an employee, can you help…
Often, when clients reach out, it's because they're grappling with employee-related challenges. Many times, these issues stem from communication gaps or avoidance by leaders. It's not uncommon for you to feel blindsided by problems you didn't see coming or just not sure how to handle.
Some common concerns we often hear include issues with attitudes and behaviours that affect culture, unmet expectations, employees appearing unhappy, excessive sick leave, staff turnover, and fair work complaints. As leaders, it's crucial to acknowledge that many of these issues are, in fact, our responsibility.
Let's not sugarcoat it: managing people isn't easy and often not straightforward. Most of us didn't start our businesses because we were experts in handling every aspect of employee management. But here's the good news: we can take simple steps to address these challenges and equip ourselves with the tools needed for handling difficult conversations.
Leading and managing people requires ongoing effort and attention. Understanding why you're in business and effectively communicating this vision is key. It's also essential to ensure compliance with employment laws and recruit based on shared values. Clear expectations from day one, effective onboarding, and continuous efforts to build relationships with employees are a few ways to reduce challenges later on.
Annual performance reviews are a thing of the past. Aim for regular, meaningful conversations with your team. Be open to learning and adapting as a leader. Most of all, remember that quality and meaningful conversations, along with rapport, take practice and commitment.
What can you do today?
Having the perfect structure may take time and you should work towards having processes in place as mentioned above. However, in the meantime, there’s one very small but powerful step you can take today…
Arrange to catch up with each employee in your business for a casual conversation and chat about their role and how they are going. Below are some questions you may like to ask.
Is your role clear to you and has it changed since you started with us?
What do you love about your role and which aspects do you feel you do well?
What don’t you love about your role and where are you struggling?
Where could I better support you?
What would you like to achieve in the next 12 months?
How can I help you get there? Let’s set a plan.
Are you happy with your salary/wage? Do you feel valued? [Don’t avoid this conversation, just do your research and be prepared and know that you can go away and come back to this discussion if needed]
To make this a meaningful conversation, you need to provide feedback on their performance and questions 2 + 3 are perfect! Be prepared to share your observations. If you know you have never been clear on expectations then ‘fall on your sword’ and apologise for not being clear. Use this conversation to get clear and reset.
Finally – document your conversation, especially if performance improvements are needed. Agree on a plan with them and follow up in writing. You will thank me for this if push comes to shove!
Get started today.
