The redirect is the hardest and most important conversations we can have.  Normally, it is when the someone’s strengths hinders show up.  This points to signs of stress - the body's response to pressure or demands, triggering a physical and emotional reaction.  This can be influenced by two factors

• An engagement issue are they getting what they need in their work to thrive, and 70% is influenced by the decisions their manager makes

• A wellbeing issue influenced by one of physical health, social connections, purpose, financial stability, and a sense of community.  All contributing to individuals' overall quality of life and fulfilment.

Often the biggest regret as a manager (and I know this is true for me), revolves around not having difficult conversations sooner.   We can help team members improve faster, deal with the wrong fit earlier, have more productive meetings, create a more open culture. 

We often avoid giving helpful feedback because it feels awkward or might upset someone. We worry about damaging relationships or hurting feelings. Plus, we tend to prioritise keeping things smooth instead of pointing out ways to improve. Frequently it is easier to make excuses: It will sort itself out; they’ll eventually stop doing it; there are more important things to focus on.

We are rubbish at giving constructive feedback. It’s been poorly modelled.  Giving good feedback needs careful planning and communication skills. But skipping feedback stops people from growing personally and professionally, as they miss out on valuable advice. Delaying these conversations always makes things worse. And, sometimes, it even leads to crisis.  It is better to have difficult conversations now (point easy) versus later (point difficult).