Out on the manufacturing floor, things move fast. There are processes to refine, deadlines to hit, and most importantly, a team of good people to lead. As a manufacturing manager, your ability to handle difficult conversations at work is fundamental to getting the job done right. These aren’t the chats we look forward to, and the natural inclination to put them off often just makes things worse.
Here are three specific conversations that every manufacturing manager needs to get better at. You’ll find tips on how to address poor performance, confront negative attitudes, and deal with persistent issues of lateness and accountability. Our goal here is to give you some practical tools to turn that apprehension into confidence and help you lead more effectively.
Why Difficult Conversations Are Harder in Manufacturing Leadership
So, why are these conversations such a stumbling block for us managers? Well, for starters, they usually involve tackling performance issues, which, let’s be honest, means telling someone that they’re not doing something well enough. And that can be tricky. We all want to preserve dignity, and nobody wants to see someone get defensive. It’s funny; we often say we want feedback, but when it actually comes, it can be really challenging to hear it. Plus, it’s not like we get much practice. Growing up in school, we learn all sorts of skills, but providing feedback isn’t necessarily something we practice, and therefore, it’s not something we get very good at. This lack of experience just feeds that tension and conflict we’d rather avoid. This makes the way we manage especially important.
The Cost of Avoidance
But trust us, mastering these tough talks isn’t just about making your own life less stressful. When you tackle these issues head-on, you’re not just preventing small problems from blowing up. You’re setting clear expectations, you’re improving how your team performs, and you’re showing your people that you’re invested in them. That proactive approach, although it might feel uncomfortable at first, can build a stronger and more cohesive team in the long run.
Conversation 1: Addressing Poor Performance Without Causing Defensiveness
When it comes to addressing poor performance, the natural inclination might be to point fingers or make assumptions about an individual’s work ethic. However, to handle these difficult conversations at work effectively, especially concerning performance, the key is to shift your focus. You want to focus squarely on the behavior that’s causing or that you feel is causing the poor performance.
This distinction between behavior and personality is crucial. For instance, telling someone, “you’ve been really lazy lately and that’s why your numbers are down“, immediately puts them on the defensive because it attacks them as a person. It makes assumptions about their character. Instead, a more constructive approach is to state objective observations: “I’ve noticed that our numbers are down. Could you help me understand what’s going on, because we’re not meeting our quota?“. This focuses on the observable outcome and invites collaboration rather than condemnation. By sticking to specific behaviors, you avoid making assumptions and keep the conversation professional.
Navigating Difficult Conversations as a Manufacturing Supervisor
Another critical element in preventing defensiveness is actively involving the employee in the conversation. It’s tempting to think you already know the root cause of the performance issue, especially if you have years of experience in the industrial environment. However, there might be factors you’re unaware of. By presenting the issue as a shared problem, “Hey, there’s a situation, our numbers aren’t where they need to be, it’s affecting performance” —and then asking—”Can you help me understand why that might be happening? From your point of view, what might be happening and how can we fix it?“, you transform the interaction from a lecture into a dialogue. This collaborative approach makes it far less likely for the individual to become defensive, as you’re asking for their input and perspective on how to make things better. This is the best way to navigate difficult conversations.
Understanding the different forms of defensiveness can also help clarify how to manage difficult conversations. We often categorize defensiveness into two main types:
- Passive Defensiveness: This is the more subtle form, characterized by individuals “flying under the radar,” giving up, or simply agreeing for the sake of ending the conversation, without genuine commitment to change. Phrases like “Yeah, it’s fine” or “Yeah, yeah, whatever” often signal passive defensiveness.
- Aggressive Defensiveness: This is the type managers often dread most. It involves making excuses, pushing back, or questioning why they are being singled out. This can feel like conflict or a violation.
While the best outcome is a constructive reaction, where the employee acknowledges the feedback and actively participates in finding solutions, it’s important not to be overly worried about initial defensiveness. Often, leaders don’t give much feedback, and employees aren’t used to receiving it, especially in a constructive way. Therefore, some defensiveness, particularly at the beginning, is to be expected. The good news, based on our experience, is that even when people are negative to the feedback, they’re still, in most cases, changing. The ultimate goal is behavioral change, not just avoiding a cringy conversation. The more consistently and constructively you provide feedback, the less defensiveness you’ll encounter over time, fostering a culture of feedback within your team.
Conversation 2: Confronting Negative Attitudes and Disrespectful Behavior
Dealing with negative attitudes and disrespectful behavior on the manufacturing floor is another crucial area where managers need to excel to handle difficult conversations at work. This can be particularly challenging, especially when dealing with someone who is consistently negative. The core principle here is to focus on observable behaviors rather than trying to change someone’s internal attitude or how they think about something.
Consider the difference: telling an employee, “Suzanne, you’re always thinking really negatively about things” is focusing on their attitude. This can lead to defensiveness because they might genuinely believe they don’t think that way. Instead, focusing on specific behaviors is far more effective.
For example, you might say, “Last time we brought up that project or that idea, you were the first one to say, ‘This isn’t going to work‘”. This highlights a concrete action rather than an abstract mindset. It allows you to address the impact of their words and the discouraging effect it has on the rest of the team. When someone consistently acts as a naysayer—dismissing ideas with phrases like “Oh, that’s not going to work. Oh, that’s a terrible idea. Oh, we tried that before” —it can severely dampen team morale, especially for new team members trying to contribute.
Ignoring Emotions or Escalating Conflict
In these highly charged conversations, staying calm and objective is so important. It’s easy to feel emotionally attacked when confronted with negativity or insubordination. However, it’s important to recognize that in most cases, it isn’t usually a personal affront to you as the leader; it’s often their way of thinking that they’ve held for years. Detaching from the personal aspect and acknowledging that it probably is not as much about you as you think it is will help you maintain composure and lead the conversation more effectively. Taking a deep breath can be surprisingly effective in helping you stay calm.
Documenting Issues Without Fueling Fear
The power of documentation cannot be overstated when addressing negative attitudes or disrespectful behavior. While it might sound formal, having records allows you to approach the conversation with facts and data. As a leader, you’ll want to identify and communicate a trend in the behavior you’d like to see change. For example, instead of a vague accusation like “you’re always negative” or “you’ve been disrespectful so often“, you can refer to specific instances: “In the past month or so, we’ve had at least three instances where your behavior hasn’t been really acceptable“. This precision helps avoid the employee arguing, and having these documented instances gives you a solid foundation for the discussion, making it clear that the issue isn’t an assumption but rather a pattern of observed behavior. This technique is the best strategy for handling difficult conversations.
Conversation 3: Addressing Lateness and Accountability
Every manufacturing manager needs to master the often-recurring issue of lateness and accountability. This topic frequently arises in our training sessions with frontline leaders, and it’s a situation many managers feel they’ve addressed repeatedly without seeing lasting change. To effectively handle difficult conversations at work regarding these patterns, it’s vital to shift your approach.
Firstly, if you’ve already had a conversation about lateness or accountability, and you’re seeing even marginal improvement, it’s important to recognize and reinforce that positive change. This doesn’t mean throwing a pizza party for someone showing up on time once, but a small, timely acknowledgment can go a long way. For example, a quick word like, “Hey, you know, we just talked about you being late a lot, a couple of times last week, I just noticed that you came in a few minutes early today. I just want to say, thanks for that. I appreciate that you took our conversation seriously“, can significantly motivate continued improvement. Focus on and build on these positives.
Not Following Up After the Conversation
Managers often fall into the trap of the “one and done” method, hoping that a single conversation will magically resolve a deeply ingrained habit. The reality is that sometimes these bad habits form over years. An employee might have worked in environments where showing up ten minutes late was tolerated, or they might simply be a disorganized individual. Therefore, we should realistically expect that this is a multiple conversation affair.
This means anticipating not just an initial conversation to raise the issue , but also two or three follow-up conversations or check-ins along the way. These follow-ups can be less confrontational, for instance, acknowledging progress while still aiming for full resolution: “You went from being late about three times a month to now it’s one time a month, but I do want to see it get to zero“. By setting this expectation for yourself, you won’t be caught off guard or feel defeated if the problem isn’t instantly solved after the first chat. It’s about setting realistic expectations for how a problem tends to get resolved.
The “Why Me?” Reaction
Be prepared to handle resistance and the common “Why me?” reaction. When you start addressing long-standing issues, especially if they haven’t been nipped in the bud originally, you might encounter pushback like “Well, I’ve been doing this for years, or the team’s been doing this for years, or it’s always been like this. And now suddenly it’s a problem. Why, again, why are you on my back about this?”
It’s important to acknowledge that there might be a broader team issue, but firmly redirect the focus. A good way to phrase this is: “Hey, I’m not saying that it’s not a bigger problem that we need to address as a team, but right now we’re talking about you“. You’re not dismissing their point about team-wide issues, but you’re asserting individual accountability.
If the person you’re speaking with is a respected or influential team member, you can leverage their position to your advantage. You might say, “We both know that the team looks up to you. We both know that they look to you for guidance and to set the example. I’m hoping to get you on board with this. And I know that getting you on board with this will help the rest of the team get on board because they follow your example“. This puts a positive spin on the conversation, emphasizing their role in setting a positive precedent for the entire team.
Master Difficult Conversations for a Stronger Manufacturing Team
Mastering difficult conversations at work is about building a stronger, more effective team in the demanding manufacturing environment. We’ve covered three crucial conversations for every frontline manager: addressing poor performance, confronting negative attitudes, and tackling lateness and accountability.
Effective communication is an ongoing practice. Honing these skills can lead to clearer expectations, improved team performance, and a more productive and harmonious workplace. Remember, your investment in handling difficult conversations at work is an investment in your team and your success. If your organization requires additional support in navigating difficult conversations, visit our website to learn more.
Frequently Asked Questions About Challenging Conversations in Manufacturing Environments
Q1: What should a manufacturing manager say in a difficult conversation?
Follow a structured approach:
- Open calmly: Begin with a friendly tone and a question to establish a collaborative mood, then introduce the meeting’s purpose directly yet sensitively.
- Example: “Mary, thank you for taking this time to meet with me. I’ve been concerned about you, and the reason I ask is because of some things I’ve noticed recently…“.
- Describe the problem: Focus on observable behaviors and measurable results, not subjective attitudes.
- Example: “Joe, I noticed that each day this week, you extended your break by 5 to 10 minutes… This is a problem because it impacts other people on the team and production is affected“.
- Clarify expectations: Clearly state the desired behavior and results for the future, focusing on what you want them to do.
- Example: “Joe, it is important to stick with the scheduled breaks for fairness and to meet production demands“.
Q2: How do I talk to an employee about poor performance on the factory floor?
Focus on specific behaviors causing the poor performance and state observed actions, such as “our numbers are down.” Involve the employee by asking their perspective and how to fix it. Expect some initial defensiveness, but consistent, constructive feedback often leads to change.
Q3: How do I discipline a team member respectfully in manufacturing?
As a leader, your primary focus should be on strengthening and building up your team members, rather than criticizing their flaws, mistakes, or weaknesses. Team members will be more receptive when the discussion centers on how addressing their behavior or performance will strengthen and improve the team, rather than a focus on punishment for non-compliance. An example of this is saying, “You’ll find you have fewer mistakes when you remember to follow the procedures properly,” instead of a punitive statement like, “If you would just follow procedures the way you’re supposed to, you wouldn’t make so many mistakes. If it keeps happening, we’ll have to write you up.“
Q4: What is the best approach to hard conversations at work in a blue-collar environment?
Hard conversations require a constructive approach.
- Address issues promptly, as early intervention prevents escalation and emotional outbursts.
- Maintain a conversational, non-accusational tone, being specific and factual.
- Ensure consistency between your words, tone, and body language, avoiding sarcasm.
- Listen actively, distinguishing excuses from explanations, and calmly guide the person toward a solution.
- Utilize methods like B.E.E.R. for immediate feedback or the Constructive Conversation Method for more serious, recurring issues.
Q5: How do I handle conflict between shift workers or crew members?
- Maintain composure
- Resist the tendency to view the other person as simply “bad” or “wrong.” Instead, reflect on what might be behind their reaction or behavior.
- Stay curious and calm, as a leader, your role is to help team members resolve conflict constructively.
- Encourage being honest, open, and authentic, clearly expressing needs while respecting varying perspectives. This helps dissipate negative feelings.
- Do not promise to schedule team members in conflict on different shifts or departments, as this may only escalate the conflict when they eventually interact.
- Carefully consider the consequences before accepting an ultimatum or demand from a team member.
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