The High Cost of Avoided Conversations, According to Leanne Bridges

In a recent LinkedIn post, Leanne Bridges explores why leaders often avoid difficult conversations about performance, leading to prolonged inconsistency and missed opportunities. Bridges argues that the assumption that employees “don’t really care” or are “just not that motivated” often prevents managers from addressing issues directly.

Bridges highlights a common scenario where leaders feel they have already invested time in an underperforming employee, yet the problem persists because the core issue hasn’t been tackled head-on. This often results in conversations that are “diluted. Or delayed. Or kept at a surface, transactional level.”

“You assume you know why. ‘They don’t really care.’ ‘They’re just not that motivated.’ ‘If I push harder, I’ll upset them.’ ‘I don’t want to damage the relationship.'”

The True Cost of Performance Aversion

The post emphasizes that avoiding direct feedback, even when a leader believes they’ve “given someone opportunities,” can lead to months of circling the issue without resolution. Bridges poses a critical question for leaders:

“Is this person worth a proper investment of time, to either turn this around or make a clear decision?”

According to Bridges, the answer is often yes, and the time investment required to address the problem directly is typically far less than anticipated. This direct approach involves several key steps, as outlined by Bridges:

• Preparing properly for the conversation.
• Being explicit about the required changes.
• Understanding the root causes of the behavior.
• Setting clear, non-negotiable expectations.

Clarity Drives Performance

When these conversations are handled with clarity and directness, Bridges notes that performance often improves rapidly. This improvement isn’t due to sudden motivation from the employee but because the actual obstacle has been addressed. The post argues that the perceived difficulty of these conversations is often overestimated.

“When the conversation is handled clearly and directly, performance often improves quickly. Not because the person was lazy. Not because they didn’t care. But because no one had addressed the real issue.”

Bridges details the significant costs associated with these avoided conversations, including:

• Months of inconsistent performance.
• Other team members compensating for the shortfall.
• Wasted hours in meetings and follow-ups.
• Missed business opportunities.
• Delivery that consistently falls short of expected standards.

Focus on Clarity, Not Harshness

Ultimately, Leanne Bridges advocates for a leadership approach focused on clarity and directness rather than avoiding discomfort. The goal is not to be harsh but to be clear, identify and address barriers, and establish understandable and supported expectations. As Bridges concludes, when this approach is taken, the performance improvements far outweigh the initial investment of time, preventing the ongoing drain on resources and morale.