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March 2020

Working and Leading Through

Challenging Times

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Agenda

• The personal and organizational impact of stressful events

• Leaders’ roles in developing hardiness and resilience

• Difficult conversations

• Supporting distressed employees and preventing workplace

violence

• Using EAP as a leadership tool

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Agenda

• The personal and organizational impact of stressful events

• Leaders’ roles in developing hardiness and resilience

• Difficult conversations

• Supporting distressed employees and preventing workplace

violence

• Using EAP as a leadership tool

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Difficult conversations can come from any

interaction- typically when the stakes are high-

that could result in anxiety, negative emotions

or strain on the relationship.

• Performance reviews, RIFs

• Supervision and coaching

• Admitting mistakes

• Work delegation

• Unwanted workplace changes

• Investigations

• Angry customers

• Talking with some you don’t like

• Personal, at work or at home

What, exactly, are “difficult conversations?”

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• We are better at building engagement than putting it at risk. We are better at

getting things done that dealing with emotions.

• Underdeveloped FTF communication skills

• Unprepared or lacking confidence in the message (or ourselves)

• Legit risk of negative reaction, even workplace violence

• Our own psychological baggage

– We project and make assumptions

– Belief that tough conversations = disengagement

– The need to be liked, be right, avoid mistakes

– We want to avoid causing angst, for others and our ourselves

Why are they so difficult?

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What’s our goal?

You can’t control the outcome, but you can control the process. - Fred Kaufman, Ph.D.

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The Foundation- Culture

Lay the foundation for difficult conversations. Do the

construction when you don’t need to have them.

• Trust

• Engagement and climate

• Leadership development

• Communication

• Performance: 2+2s

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The Foundation- Emotional Intelligence

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Before you get started

• Don’t put it off or minimize the importance

• Know the purpose of the conversation, and goals associated

with I / We / It

• Refine and rehearse your messages. Stay on script.

• Inventory the audience. Consider potential reactions, including

YOURS. Emotions are normal and to be expected.

• Control the logistics- time, place, etc. Have an emergency plan.

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Before you get started

• Be tolerant of short-lived, rhetorical negativity. Most can be

resolved with empathy.

• Allow “soak time” and some emotional reaction. Do not allow

prolonged, intense displays of emotion, anger or debate

• Don’t become a counselor. It’s OK to end a discussion if it

becomes misdirected

• If reactions are intense, allow some time, then offer options: go

home, call a family member, take a break, speak to “someone”

or call the EAP.

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Security considerations

• Is there a safety concern?

• If so, identify and mitigate any information gaps?

• Bring in help (HR, Supervisor) and brief them on the situation.

• Notify security and have them nearby if desired.

• Establish control of your environment – keep exits clear, weapons of

opportunity, leave backpacks & coats outside.

• Watch for indicators: hands, eyes, posture.

• Leave your assumptions at the door.

• Don’t be afraid to end the engagement

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Practical suggestions for tackling difficult conversations

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Practical suggestions for tackling difficult conversations

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Remember

• A job without stress isn’t a job

• A leader’s role includes a lot of difficult conversations

• Outcomes depend on both HOW you are and WHAT you say

• Start by focusing inward- know why this is difficult

• Listen more than you talk

• The 3 Cs: make contact, build the context (relationship) and

refine your content. Remember- I, We, It.

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Online Onsite

EAP counselors are

available onsite in

many locations. Learn

more at EAP.cat.com.

CaterpillarEAP.comLocal contact numbers. 27 languages.

Or through our benefits portal

EAP.cat.comGlobal access numbers can be

found at CaterpillarEAP.com

Accessing EAP

LifeWorks App*

For iOS, Android and

Blackberry

* Uses CWS single sign on. Click

“log in” enter your Caterpillar email.

By Phone

N. America

+1.866.228.0565

+1.309.820.3604

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