Case Study 8
Facilitating Difficult Conversations for a Product Team
Background
A product team within an organization was facing challenges with performance-related issues among a group of senior engineers. These engineers had been with the organization for almost ten years, and their experience was highly valued. However, there were ongoing concerns about performance that were difficult for the team to address openly. The inability to have honest and constructive conversations led to tensions within the team, affecting overall productivity and morale.
The Challenge
The primary challenge was facilitating open discussions about performance that could lead to constructive outcomes. The senior engineers had a long tenure with the organization, which made it challenging for their peers and managers to bring up performance issues without fear of damaging relationships or creating conflict. This hesitation resulted in unaddressed problems, contributing to a decline in team efficiency and satisfaction.
Udugu Journey's Approach
Udugu Journey was brought in to guide the product team through these challenging discussions and facilitate meaningful conversations around performance. Our approach included the following steps:
- Understanding the Team Dynamics: We began by meeting individually with the team members, including the senior engineers, to understand the underlying dynamics and the specific concerns. This helped us identify barriers to open communication, such as fear of conflict, discomfort in providing feedback, and the long-standing relationships that complicated addressing performance issues.
- Setting the Stage for Constructive Dialogue: We held a workshop to establish ground rules for having difficult conversations. These ground rules included mutual respect, active listening, and focusing on behaviors rather than personal attributes. The goal was to create a safe space where team members felt comfortable expressing their concerns without fear of backlash.
- Facilitating Group Conversations: We facilitated a series of group discussions where performance issues were brought to light in a structured and supportive environment. During these sessions, we encouraged team members to share specific examples of challenges they faced and allowed the senior engineers to respond openly. Our facilitation focused on keeping the conversations solution-oriented and ensuring that everyone’s voice was heard.
- Providing Tools for Effective Feedback: We provided training on effective feedback techniques, such as the SBI (Situation-Behavior-Impact) model, which helped team members articulate their concerns clearly and constructively. This training enabled both the engineers and their peers to communicate their perspectives in a way that was less likely to be perceived as confrontational.
- Developing Action Plans: To ensure the conversations led to meaningful change, we worked with the team to develop action plans for each of the performance-related concerns. These plans included specific actions that the senior engineers could take to improve their performance, as well as commitments from their peers and managers to support them in their development.
Results
The facilitation of these difficult conversations had a significant positive impact on the product team:
- Improved Communication: Team members became more comfortable discussing performance issues openly, leading to improved communication and fewer misunderstandings.
- Constructive Outcomes: The senior engineers were receptive to the feedback, and with the support of their peers, they were able to make meaningful changes in their performance. The action plans provided a clear roadmap for improvement.
- Enhanced Team Morale: The willingness to address difficult topics led to a more open and supportive team culture. Team morale improved as tensions decreased and relationships strengthened.
Key Takeaways
- Creating a Safe Space: Establishing ground rules and creating a safe environment were crucial to facilitating open and honest conversations.
- Structured Approach to Feedback: Providing tools like the SBI model helped team members give feedback in a way that was constructive and focused on behavior rather than personality.
- Action-Oriented Discussions: Ensuring that conversations led to concrete action plans helped translate discussions into tangible improvements, making the process productive for everyone involved.