Difficult conversations: The Key to Growth and Transformation
Change management, as I see it, is all about growth and progress. But true transformation often requires tough decisions – who helps move the department or organization forward, and who doesn’t? Who is thriving within the organization, and who needs help to look beyond the walls of the organization? Just as a surgeon sometimes has to intervene to enable healing, these moments are always painful but necessary.
My first priority is to offer improvement paths for employees who are currently not performing at their best. However, if this is not an option or there is insufficient trust in its success, I will move forward with having difficult conversations.
Today, I would like to share three insights that I’ve gained over the years during several restructurings. These insights help me make difficult decisions and handle these conversations:
- delaying only makes it worse
Just like with a medical procedure, the longer you wait, the more complex the recovery often becomes. The sooner you have the conversation, the more room there is for a proper farewell. Time for processing (often following the five stages of grief as described by Kübler-Ross) and new opportunities is a “gift” you can offer someone in such situations. - be clear and direct
A good surgeon explains exactly what is going to happen. Be crystal clear about the reasons. People, as I often find, can handle a lot, but uncertainty and half-truths undermine their self-confidence. I believe being direct is ultimately the most respectful and honest approach. - it’s about the human element
Even the most experienced surgeon treats every patient as a human, not a case. A dismissal conversation is not a business transaction. It’s a moment that changes someone’s life. I show empathy, offer support where possible, but I always stand by my decision.
However, these decisions are only effective if they are part of a broader organizational policy and when other departments also let go of employees who are no longer in their strength.
The paradox is: by not avoiding these difficult interventions, you create space for recovery and growth. Sometimes you need to step in to make real growth possible.
