The latest events in British politics show us how damaging the results of failures in communication can be. And with the cost-of-living crisis and rising rates for energy and raw materials, there are plenty of difficult conversations ahead for companies, trade unions and employees alike.
Turmoil with Serious Consequences
The stormy seas that I blogged about back in the summer continued into the early autumn. This was following my return from St. Kilda where the ‘summer’ continued to be influenced rather less strongly by the heatwave that the rest of us experienced this July and August. In particular,
All as a result of the political turmoil heralded by the tax-cutting ‘mini-budget’ announced by the government in late September.
I can only imagine the difficult conversations then Prime Minister Liz Truss and her Chancellor Kwasi Kwarteng had with officials from the Office of Budgetary Responsibility. This took place – somewhat belatedly – subsequent to that turmoil, with the goal of accounting for, and trying to overcome, the tough market reaction to this government’s turn in its policy agenda.
Several factors are involved but ultimately, it is easy to see any such breakdown as failures of understanding or, alternatively, failures in communication. A view that the Prime Minister later advanced. And this is ignoring the furore over the reception event held between the then Chancellor and leading entrepreneurs on the day of the ‘mini-budget’. In this particular situation, it was not only that, of course. Markets – composed in this case largely of individuals in a position to dictate events and the reactions of others – reacted badly to the lack of proper funding of the tax-cutting plans.
Nevertheless, it is also true in any situation that, when we fail to communicate properly with others, breakdowns are very likely to be the result. And, frequently, when those others are in a position of influence, the level of damage that may result can have serious consequences.
Handling Difficult Conversations
As the autumn has got underway, trade union and company negotiators in a variety of sectors and industries are also continuing to face up to the need to have difficult conversations. On the one hand, as a result of the rising cost of living. On the other hand, because of what rising energy and raw materials prices mean for affordability. Industrial action is back following the national period of mourning occasioned by the death of the Queen. At the same time, the autumn round of negotiations is getting underway.
Many of us are faced with having difficult conversations with people at different times of our lives. That might be in a workplace context. Here those conversations might be about wages or performance appraisals, or about disciplinary or grievance hearings. These, frequently, prove to be uncomfortable to both parties either in the contemplation of them or in the conduct. Or, alternatively, it might be about the need to have difficult conversations with our energy suppliers, our mortgage providers or our banks.
Anywhere the primary subject matter of a conversation is contentious or sensitive, or where it raises emotions that are unpredictable, is likely to be a difficult one. And being anxious about having it, or putting it off because of our fears of what might happen, just raises the stakes even higher.
The good news is that most of us have felt that way at some point, so we’re not alone. The better news is that good negotiators recognise those feelings, both in themselves and in others. And they can be trained to deal with them. As with anything else, knowing how to handle and direct that conversation – and, in particular, those emotions – provides the key.
How to Avoid Failures in Communication
For me, there are several pointers on how to avoid failures in communication. Sound preparation and marshalling of arguments and factors are naturally important. As is setting the ground rules for how that conversation will develop. Frequently (in a representative setting) involving offline meetings which take the sting out of set-piece ones.
Here, there are a number of factors which will help:
- Speaking calmly
- Not pointing fingers (quite literally!)
- Listening carefully
- Cross-checking information where necessary
These are tactics that good negotiators will deploy to defuse the emotions which drive conversations in a difficult direction. The ability to listen is a core skill for negotiators. After all, subsequently making inaccurate representations of the other person’s point of view, because the arguments and perspectives they have advanced haven’t been fully heard, is a very good way to undermine the person-to-person trust. And that is an essential ingredient in keeping relationships going despite difficult times.
At Strathesk, we have years of experience both as negotiators and as trainers of negotiators. We know what it’s like to be involved in a close, detailed, complex negotiation. And we work with many clients whose negotiators are able to draw on our experiences, tips and techniques to benefit them and to help them resolve difficult conversations. And, in the process, we help them grow as negotiators and become better ones.
Maintaining Relationships
Not every negotiation can result in a positive outcome: sometimes they fail in spite of the best efforts of both parties to obtain a resolution which works for each of them. And, sometimes, either or both are unable to move far enough to accommodate the other. What happens next is a story for another day. But recognising the need to maintain relationships is the first, essential stage in preventing conversations from becoming (even) more difficult in the future as those stormy seas continue to rage.
Far be it from me to seek to offer any advice to the current Prime Minister in the difficult conversations he will be having in the coming days and weeks. But, if asked, one tip I might offer would be: Learn to listen to other people. That way lies not only improved understanding but better communications that help to prevent breakdowns.
We’d be interested to know your thoughts on this, so please leave a comment. And if you’d like to discuss this topic more directly, please contact us at contact@strathesk.co.uk or give Malcolm a call on 07736068787.