ABOUT THE AUTHOR Al Switzler is the author of three bestselling books, Influencer, Crucial Conversations, and Crucial Confrontations. READ MORE BOOK A SPEAKER

  Dear Crucial Skills,

I am caught in the middle of a situation with two difficult employees. One of the employees with an animated temperament feels like she can't talk to her overly-sensitive coworker. Every time she brings up crucial issues, her coworker either denies them or cries. The 'sensitive' coworker rarely comes to me with her issues because she thinks they're too small and I'm too busy to care.

I try to give each of them the time and attention they need, but after two years of refereeing, I'm exhausted. These employees make a really strong team in terms of their knowledge and skill. How can I help them work through their problems?

How Can I Help

We frequently receive questions from readers who want to help in various circumstances but don't know how. Often, the readers have tried this and that but nothing has changed and they feel stuck and frustrated. I'd like to offer a few suggestions—starting with some strategies that you'll want to avoid.

Common Mistakes to Avoid
"Don't come out of that room until. . ." Your two employees who have too many conflicts are a little like oil and water. They complain to their colleagues and boss. They say, "I've had it up to here," and the boss uses a strategy akin to: "you two stay in the room until you can work it out and behave like adults."

This approach doesn't work because the boss is asking these employees to do more than they are generally capable of. The conversation won't start with safety. They probably can't find mutual purpose or mutual respect. And, even if they are motivated to talk, they will probably end the conversation by sharing jabs. Or, equally disastrous, they'll smile and pretend all is well just so they can leave the room and please the boss.

"Stop doing the bad stuff, and do more of the good stuff." Often, when a boss becomes aware of conflict between two team members, he puts on a coaching hat. Whether he meets with them individually or together, he gives advice that is general and vague. He makes suggestions that are not behaviorally specific. For example: "You need to be team players." "You need to be more understanding and accepting." "You need to be nicer to one another." In a recent survey we conducted, 87 percent of employees said their boss was unclear about improvements they needed to make to perform better in their jobs. In fact, 37 percent felt their boss had very little idea about what they could do to improve. These numbers clearly show that vagueness only adds to the problem rather than solving the conflict.

Some Advice
The advice I offer here is based on the fact that I've seen these common mistakes made all too often. Rather than give ultimatums or vague feedback, use the following crucial conversations skills to reduce conflict.

First, get your motives right. You have to get your emotions and intentions right before you can talk with your employees. The mistake "helpers" often make is that what they think they want is to not hear about the problems or to simply have the employees "straighten up." Instead, ask yourself the question: "What do I really want—for me, for them, and for our relationship?"

Set ground rules. Before discussing the specific problem, have a discussion about ground rules and how the three of you will know if the conversation is effective. My colleague, Ron McMillan, recently stated a ground rule for measuring the effectiveness of a crucial conversation: "Does the conversation help move us closer to resolving the problem and does it help us strengthen our relationship?"

With these skills in mind, here is what that conversation might look like.

Begin by asking your employees to meet with you. Discuss the process and make sure everyone agrees to have a conversation about the issues in a way that will solve the problem and strengthen relationships. Suggest that your function, as their manager, is to engage in the discussion because the issue is impacting you as well as other members of the team. As a part of this agreement, note that any of you can stop the conversation and point out aspects of the dialogue that are not helping you move closer to the solution or strengthen relationships.

Next, be specific. Use statements of observation or facts. Be specific about expectations and behaviors, not conclusions and emotions. The script we teach is to make a statement about what was expected or agreed upon and what you actually observed. Follow that with a question, such as, "Do you see the situation differently?"

In conclusion, remember that it almost never works to ignore the problem and it seldom works to just let the employees work it out. If they could do that on their own, they would have already done it. So make some agreements up front and have a safe and specific conversation.

Best wishes,
Al

related material:
vol. 6 issue 23: Addressing Performance Without Feeling Guilty
vol. 7 issue 34: Confronting a Monopolizing Coworker
vol. 7 issue 51: Uncomfortable Conversations with a Coworker

Editor's Note: We are pleased to announce a new monthly column featuring inspiring stories of personal change. These stories will be featured in our upcoming book about personal change due to be released Spring 2011.

I started smoking cigarettes when I was eleven years old. Since then, I've abused every drug on the market: speed, heroine, meth, LSD, prescription drugs. You name it—I've been addicted to it.

My pursuit of temporary freedom started me on a twenty-year downward spiral in which I alienated my family, lost friends, sabotaged my career, experienced homelessness, and served multiple jail sentences. I tried various methods to quit: drug rehab, AA meetings, and substituting hobbies and relationships for drugs.

Shortly after an early rehab session, I was hired by a well-respected, family-owned resort. The next eight months were evidence that sober living was full and rewarding. My career moved forward, my spirits soared, and it looked as though my treatment in rehab was a complete success.

However, chemical dependency is a subtle foe. After work, I began to "wind down" with a couple of drinks. What innocently began as social drinking quickly snowballed into full-blown alcoholism. Unable to control the addiction, my job performance suffered and I lost interest in anything beyond alcohol.

The promise of a rewarding career, a fulfilling life, and a sober existence disappeared with the job I had worked so hard to attain. Having abused every hand of friendship and alienated my family, I had nowhere to turn.

I started a new life in Arizona. But away from the scrutiny of family and friends, I quickly spiraled into the depths of chemical dependency. My life got progressively worse as my tolerance for alcohol and drugs increased. Loneliness, fear, despair, and frustration became my constant companions. I lost every material possession, I could not hold a steady job, and my friends were tired of supporting me and my habit. I then turned to theft and was soon arrested for shoplifting and spent three months in jail. Upon my release, I was homeless, destitute, and hopelessly addicted.

It was not long before I was in trouble with the law again and was sentenced to prison on the charges of theft, possession and manufacture of drug paraphernalia.

My imprisonment was a pivotal experience. After years of denial, I finally admitted that I was an alcoholic and drug addict. I began recalling my drug abuse, crimes, homelessness, and current state in prison. I found myself saying, "This is not your life!" I cried to God for help and made a commitment to never lose control of my addictive personality again.

After my release from prison, I began attending AA meetings three times a day. I engaged in group therapy and counseling to learn how to control my anger and emotions. Each day, I learned more and more about chemical dependency and the techniques needed to live a joyous and substance-free life.

I also moved in with my mom. She was the only one who would get all of the drugs and alcohol out of the house. I quit hanging out with my old friends and boycotted bars or parties where alcohol was served. I called my sponsor daily to report on my progress and receive encouragement. Along with support from friends and family, the fear of going back to prison and losing control of myself again motivated me to stay straight.

I have not had the compulsion to drink or take drugs in twenty years. The changes that have taken place in my life are difficult to put into words. What was once dark and full of despair has become a joyous and rewarding life.