Element Four: Challenging Communication

DEEPER DIVE– Strategies for communicating with challenging individuals

An important truth to understand is that most people are not necessarily the greatest communicators when challenging individuals or subjects is the task at hand. Furthermore, some challenging individuals may also be intimidating. Regardless of their position or accomplishments, many supervisors often engage in avoidance behaviors. Some may think that this is the best strategy to lower stress; however, generally, the opposite is true. To deal with these workplace realities, we must practice communicating, especially with the staff we supervise or stakeholders in our setting. Following the recommendations below will place you on the path to gaining confidence and improving your skills. 

Communication Practice:

• Greet all staff daily. 
• Speak to all staff for a few minutes (small talk). We can acknowledge each other as human beings without going too deep with personal information. 
• Set a goal to compliment (must be authentic) staff at least 1x daily for aspects of their work they do well. If nothing else occurs to you, we can always say, “Thanks for being here today; the folks we support appreciate the work you do on their behalf.” 
• Regarding the above point, if that is all you have to communicate each day, you need to discuss it with your supervisor. 
• Asking staff if you can lend a hand with a task is another way to interact daily. 
• Listening is another skill that often improves with practice, 
• Slight modification is needed for stakeholder communication; the frequency will typically be less than daily. 

The essence of this exercise for gaining confidence is to interact frequently in a positive fashion, not just when there is a problem. Frequent positive interaction is the foundation for building relationships and is likely included in your organization’s Care Philosophy—how we value the people entrusted in our care and how we treat each other. 

DEEPER DIVE– Creating a plan for challenging communications  

Nearly all supervisors at any level will encounter a staff person with whom it is challenging to communicate. Identifying a staff member as a challenge is the first step; the next step is to have a plan.  


Let’s create a plan–

• Review employee files to refresh memory. Some organizations may maintain personnel files at a central office. Files, in this case, could also mean your notes or “local” documents such as time and attendance records, completion shift duty checklists, a draft performance evaluation, etc.  
  
• Research any aspects of the issue(s) possible, and gather documentation if available. 
  
• If possible, notify employees of meeting requests ahead of time; if not, pick the most convenient time for people living in your setting. 
  
• Begin with a greeting and positive news about the setting, including any recent work or efforts that the employee has made worth noting. If there is nothing positive, say that you are glad to have the chance to discuss the issue with them.
  
• State the issue calmly and ask staff their opinion of the problem. Listen carefully, using eye contact and nodding to demonstrate engagement with staff. 
  
• Should staff begin to go off-topic, gently redirect by saying, “Thanks for mentioning that; I will look into that after this meeting and get back to you.” 
  
• End the meeting positively by thanking staff for discussing the issue with you. 
  
  Please note that the above list of suggestions is an example of one type of discussion with staff. Consultation with your supervisor or your organization’s policies and procedures may be necessary to determine if the conversation needs to be documented. In addition, some discussions may require planning and additional participants to ensure a successful outcome. A second person may be used to witness what was discussed or even to help the supervisor confidently handle staff. A staff member may begin yelling or exhibiting other unsettling behaviors that can result in challenging communications. When in doubt, always consult with your supervisor.