‘Difficult conversations’ disrupt people in their ability to perform and deliver results.

It’s such a debilitating descriptive of what should be the fuel of their role – conversations.

Labelled as ‘difficult’, avoidance takes precedence.

Our brain protects us opposed to helping us perform.

So, what causes this ‘difficult’ descriptor?

What is difficult?

Is it the state of the relationship, the other person or is it you?

In the past few weeks, whilst working with various groups of people on leadership workshops, I’ve clarified what is meant and the response is common: “it’s the fear of the consequence of the conversation”.

The past is interfering with the future.

Unfortunately, the longer the conversation is left unattended, the subject matter festers and it really does become difficult. It’s like a wound that’s not treated and becomes infected.

There are ‘techniques’ to help frame conversations and immediacy is paramount.

If we can purposely learn from this dilemma, ensure a structure of regular opportunities are arranged, to talk with people whose relationship are dependent on your performance and results.

Tip: Remove the descriptor and refer to any conversation, as a conversation.