Difficult conversations come with the job of being a leader. Leaders of teams know team members expect feedback. Research shows the number one reason people leave a job is an immediate supervisor (assuming the supervisor is a leader) not engaging the needs of team members. Annual performance appraisals are not enough to meet their needs. A consistent cadence of 1:1 feedback and conversation is very important. Everyone prefers to have pleasant conversations and avoid difficult ones. Difficult conversations can be challenging. Leaders cannot worry whether they will be liked if something other than positive feedback is shared during a difficult conversation.
I recommend brainstorming a tough conversation with another leader and role playing the situation. One individual be the struggling/deficient team member and the other the leader. When the conversation is finished assess what was learned and coach one another on the best ways to conduct these tough talks.
As a leader be direct in tough conversations. Work together as a team and develop an action plan that all sides can agree on.
