The difficult conversation you keep putting off

Most managers do not lack the ability to have a difficult conversation. They lack a reason to have it today.\n\nThe problem gets described as a personality clash, a busy period, or something that will settle down on its own. Six months later the same issue is now a formal process, a grievance, or a resignation — and the paper trail says nothing was ever raised.\n\n**Name the behaviour, not the person.** "You are unreliable" is a judgement. "The last three reports arrived after the deadline" is a fact, and facts can be discussed.\n\n**Be specific about the standard.** People cannot meet an expectation they have never heard stated plainly.\n\n**Agree what happens next, and write it down.** A short note confirming what was discussed protects everyone, including the employee.\n\n**Follow up when you said you would.** The follow-up is what makes the first conversation credible.\n\nOne honest conversation now is kinder than a formal process later.