Avoiding difficult conversations at work hinders innovation 


To stop this cycle, it is imperative that we lean into the discomfort of vulnerability and step into courage.

There is no doubt that today’s working environments are both complex and demanding. Fuelled by our increasing appetite for innovation, our reliance on digital solutions, coupled with the fast-paced and disruptive nature of global business, everyone is under constant pressure to produce - quickly. It is, therefore, hardly surprising that research is exposing a weakness in modern business leadership and management that is an acute inability to have difficult conversations with colleagues and employees. According to an article in Coaching at Work, 2018, a whopping 90 percent of managers and leaders do not address poor performance or difficult behaviour effectively. Of these 90 percent, 70 percent are either unable or unwilling to have the courageous conversation needed to address the issue. The research further found that 20 percent of managers and leaders are unable to have the conversation without using an aggressive style, while only 10 percent are actually having conversations with clarity, purpose and a style that engages rather than blames or shames the other

Although it would be easy to simply point the finger at overburdened leaders and extremely fragile business ecosystems (particularly in the South African context right now), there are deeper and more fundamental reasons why these tough conversations are being avoided. If you’re squirming in your seat right now (and grasping for an excuse to stop reading), chances are that this is something that really needs to be addressed for both personal, professional and economic development.

Vulnerability: the gateway to courage

Both at work and at home, most of us fiercely avoid hard conversations because they make us feel deeply awkward and uncomfortable. Indeed, the thorny and sensitive nature of these conversations goes to the very heart of vulnerability – the emotion we all experience during times of uncertain, risky or emotional exposure. Naturally, the sudden (and unwelcome) emergence of vulnerability brings up feelings of resistance, which are most often speedily acted upon through blatant avoidance, tapping out or defensive behaviours and reactions.

[chro-cta slug=mondel-z-international-s-cebile-xulu-at-hr-indaba-2020-on-14-15-october-2020]

To stop this cycle, it is imperative that we lean into the discomfort of vulnerability and step into courage – the ability to feel both brave and afraid at the exact same time. Plus we need to debunk several myths around vulnerability – which is nearly always perceived as weakness. In fact, vulnerability is the gateway to courage, connection, accountability, innovation, resilience and even creativity. The kicker is that we all want to be brave but nobody wants to feel vulnerable. But you can’t get to courage without wrestling with vulnerability.

Crippling growth & innovation

While it may seem strange to be talking about vulnerability and avoidant behaviours at a time when many South African businesses are in survival mode, it is in fact a critical time to be addressing the issue – primarily because this avoidance is inhibiting workplace productivity and innovation.

How so? In the local context, for example, leaders and employees alike are opting out of vital conversations about accountability, ethics, diversity, gender and inclusion, because people are afraid of saying the wrong thing. But the more we prioritise comfort over courage in these conversations, the more we perpetuate the cycle of privilege, silence and shame.

Speaking more generally, when difficult conversations are avoided in the workplace (around performance, the termination of contracts, possible retrenchments, and so forth), the symptoms that emerge are called ‘moods of resentment’ (frustration) and/or resignation (giving up and checking out because there’s no point). Increasingly, in these cultures you see a lack of participation and robust debate in meetings – and instead, you see many forms of back-channelling reflected in a broad range of behaviours that all share in common not being direct or upfront with people – the most popular being the meeting that happens after the meeting.

Not only do these behaviours lead to toxic cultures, they also cripple innovation and creativity within businesses. If no one feels that it is psychologically safe to speak up, to question or to debate an alternative approach, they shut down or go into a transactional, compliant, do-as-you-say mode and the best you’ll get is group think or status quo behaviours. Or, if they feel that mistakes aren’t tolerated (and are even career-limiting), very few will be willing to take on new ‘transformational’ projects.

Embrace daring leadership

Fortunately, there are clear pathways and steps to take for leaders and managers who are ready to address these behaviours and to begin having those tough (but important) conversations. First and foremost, this requires embracing the principles of daring leadership whereby hard conversations are clear, kind and respectful. When bold ideas and opinions can be raised and debated to get a diversity of views on the table, it is easier to shift group think and truly allow for innovation and a culture where mistakes, setbacks and failures are expected and learned from. Importantly, such leadership promotes a culture where boundaries and values are clearly articulated - and there’s a true, authentic sense of belonging and inclusivity.



Related articles

Psychological safety leads in the protection against burnout

Burnout may be enemy number one in the global workforce. Of the many interventions to curb it, psychological safety emerges as the most promising ingredient, write Tyler Phillips, head of research and content and Dr Etienne van der Walt, CEO and co-founder, both at Neurozone.

The secret currency to talent: the EVP

EVP could be an employer’s secret sauce as it enhances talent management, highlighting company values and sustainability, attracting and retaining top talent, writes Celeste Sirin, employer branding specialist and CEO of Employer Branding Africa.

Old Mutual leaders unpack the impact of parental leave changes

New parents will soon legally have the right to decide how to divide the four months of parental leave. Lindiwe Sebesho, managing director of Remchannel, and Blessing Utete, managing executive of Old Mutual Corporate consultants, provide their views on whether workplace policies and culture are ready for this gender shift.

Shining a light on neurodiversity research

Way more than a buzzword in the modern workplace, the topic of neurodiversity is being covered by the likes of Forbes, Bloomberg and the World Economic Forum. Here’s why it’s important for astute employers to incorporate these new skill sets into the mix, writes Jeremy Bossenger of BossJansen Executive Search.