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I try to think about how I would want to hear that news and, as cliché as it sounds, treat people like I would want to be treated. Giving bad news sucks but hearing it in a kind and empathetic way makes it sting a little bit less.
Although it's uncomfortable, if you're not being real and direct about the situation, you're actually doing the employee a disservice. I've found that people are typically appreciative when you are genuine and let them know where things really stand. I think like anything, it's a skill that gets better with practice. But generally, I try to be tactful without sugarcoating or giving false hopes. Having a good rapport with your workforce also helps. When you've already made deposits in the emotional bank, they're typically more open to hearing the feedback.
It's to just be honest and direct. Not to the point of being brusque or dismissive, but just direct and without a lot of judgmental words. Sticking to the basic facts is always best. A termination is a special case, as there's no improving from that (unlike a disciplinary issue). So having a bit of empathy can help, but things should still be kept businesslike.
They are so uncomfortable. However, you learn how to take your emotions out of it. It isn't anything personal, it is just business.
Role play with someone. Repeatedly doing them gives you confidence. Good luck.
I don’t think anyone enjoys those conversations.
The advice you’ve gotten so far is pretty much what I’d tell you.
They do get easier but I don’t like them anymore than I did the first time around.
There is a lot of helpful content if you look up “having courageous conversations at work” on the ‘net.
Ive tried different appoaches depending on how i think the person will react. I try and be real with them but also let them speak and share their side of it. Make them feel listened to but sometimes like someone else said you've got to take emotion out of it and just use the facts.