The conversations that we often dread the most give us the most relief after they are done. But the message MUST get across.

When leaders hear the phrase “tough conversations,” sometimes they will limit their thinking to performance issues of individuals on their teams.

While individual performance is an important area for tough conversations, do NOT limit your thinking of tough conversations to these situations.

Sometimes the entire team or organization needs to hear something in order for the team to succeed.

Examples:
◾️ Our current processes are not getting us the results we want.
◾️ Our improvements are too slow and low quality to move the needle.
◾️ We appear average or merely competitive in the marketplace.
◾️  We are working WAY below our potential.
◾️ Silos will ONLY be tolerated to the extent they do not impede collaboration and higher levels of success.
◾️ These are our priorities and why.
◾️ These are the values we expect to guide behavior from EVERYONE.
◾️ A mediocre customer experience or result is NOT acceptable.
◾️ EFFORT is expected but RESULTS are the commitment.
◾️ Our team is too passive about seizing opportunities.
◾️ Our processes seem to be more important than high quality results.

There are likely lots of things that need to be said. And true leaders step up and point that out. And if you are thinking it, chances are others on your team are thinking it too.

So, if you have a tough conversation that needs to happen, write down exactly what you want to convey and THEN figure out a way to say it so that the other person or team member can hear.

The key is not to water down your message. Otherwise, you WILL be having it again.