Managing difficult conversations: turning discomfort into dialogue

Most of us don’t relish difficult conversations - those uncomfortable, sometimes emotional exchanges we’d rather avoid. Whether it’s raising performance concerns with a colleague, giving constructive feedback to a line manager, or addressing tensions in a team, these moments can challenge even the most experienced professionals. Yet avoiding them often comes at a cost - misunderstandings fester, relationships weaken, and performance can suffer.

According to the CIPD Good Work Index 2024, a quarter of UK employees (25%) reported experiencing workplace conflict in the year to June 2024. Alarmingly, only 36% stated that the issue was fully resolved. This indicates that a significant proportion of conflicts remain unresolved, potentially due to avoidance or ineffective communication strategies. Difficult conversations are not just a professional necessity; they are a gateway to stronger relationships, greater trust, and better outcomes - when handled well.

So how can we move from anxiety to agency when facing these conversations?

It starts with preparation - not performance

Managing a difficult conversation begins well before the first word is spoken. Preparing effectively includes reflecting on your intention, identifying your desired outcome, and considering the other person’s perspective. The Ladder of Inference (Argyris, 1990) is a helpful tool here. It reminds us how quickly we move from data to assumptions to conclusions. By becoming more aware of our own thought processes, we can enter conversations with curiosity rather than judgment.

Here’s an example of how the Ladder of Inference works:

🪜 1. Observing Reality and Facts :
We start by observing what is happening around us - raw data and experiences. This includes everything we see, hear, or sense, but we rarely notice all of it.

Example: In a meeting, several colleagues are silent when someone shares a new idea.

🪜 2. Selecting Data :
From the broad reality, we select specific pieces of data to focus on. This selection is influenced by our past experiences, preferences, and what we think is relevant.

Example: You notice that your manager looks down at their notepad when the idea is presented.

🪜 3. Adding Meaning :
We begin to interpret the selected data, often drawing on cultural norms, personal values, and prior knowledge.

Example: You interpret the manager’s silence as disapproval.

🪜 4. Making Assumptions :
We then make assumptions about what is happening or why, filling in gaps with our own stories.

Example: You assume the idea is not being well received.

🪜 5. Drawing Conclusions :
Based on our assumptions, we draw conclusions, often emotionally charged.

Example: You conclude that the idea was a bad one and should be dropped.

🪜 6. Adopting Beliefs :
These conclusions start to reinforce or form beliefs, which shape our worldview and expectations.

Example: You begin to believe that your manager doesn’t value your input.

🪜 7. Taking Action :
Finally, we act based on these beliefs. The action may confirm our assumptions, creating a self-fulfilling prophecy.

Example: You stop sharing ideas in meetings.

🔄 The Reinforcing Loop

What makes the ladder powerful - and dangerous - is that our actions feed back into the system. We become more selective in the data we notice, reinforcing our assumptions and beliefs over time!!!

Use a proven structure: the SBI model

To bring clarity and reduce emotional reactivity during the conversation itself, the Situation-Behaviour-Impact (SBI) model developed by the Center for Creative Leadership is particularly effective. It provides a simple framework for giving feedback and addressing challenging topics:

• Situation: Describe the specific time and context: “In yesterday’s team meeting…”

• Behaviour: Focus on observable behaviour, not personality or intent: “…you interrupted before I’d finished outlining the plan…”

• Impact: Share the effect the behaviour had on you or others: “…which made it difficult to communicate the full update and caused some confusion afterwards.”

This model helps depersonalise the conversation and anchors it in shared understanding rather than subjective interpretation.

Use emotionally Intelligent communication

Emotional self-awareness and regulation are vital. In tense situations, it’s easy to become defensive, passive-aggressive, or overly assertive. The key is staying centred. Breathing techniques, pausing before responding, or even naming the emotion (“I’m feeling quite frustrated and I’d like us to find a way forward…”) can create space for dialogue instead of debate.

Research by Dr Brené Brown and others suggests that psychological safety — feeling safe to speak openly without fear of punishment — is a core ingredient of effective communication cultures. Modelling respectful, open, and non-blaming language fosters this climate. Listen to a podcast from Brené Brown on Building Brave Spaces.

Moving forward: make it a conversation, not a confrontation

Difficult conversations are not about winning - they’re about creating clarity, resolving tension, and moving forward. Invite perspective. Ask questions. Listen deeply. Be willing to be influenced. Often, the greatest breakthroughs happen not from what you say, but how you listen.

When approached skilfully, these conversations can strengthen trust, unlock performance, and clear the air. As Susan Scott, author of Fierce Conversations, puts it: “The conversation is the relationship.” The quality of our communication defines the quality of our connection.

Want to build confidence in your communication?

I offer coaching and workshops that help professionals navigate difficult conversations with clarity and courage. Let’s talk about how I can help you or your team.