We asked leaders why they avoid talking about what matters most. Their responses:

·  “We hoped that he would improve on his own.” (Without corrective feedback this is highly unlikely.)

·  “I feel awkward and uncomfortable talking about the issue, and I know she feels that way too.” (Classic conflict avoidance—any whiff of a possible negative emotional outburst sends people running for the hills.)

·  “Her performance isn’t that big of a deal.” (This thinking is simply a justification for failing to take action about an individual who is not performing.)

·  “I don’t want him to distrust me.” (In reality, failing to talk about an important issue creates more distrust: people generally are aware that their performance is substandard, so they are always waiting for the axe to fall.)

·  “I don’t want to get in trouble with Legal.” (This reveals a failure to follow proper company protocols for handling poor performance. Perhaps this leader is afraid that the employee might retaliate by leveling false accusations that could damage his or her reputation or career.)

·  “I don’t want to destroy the team’s morale.” (Everyone on a team knows who the weak link is. If the leader fails to address an individual’s lack of performance, there is an increase in frustration, drama, and ill-will from team members who must then pull more than their fair share of the workload.)

If you have found yourself thinking or speaking any of these statements, you need to acknowledge the thinking that is running your behavior.

Here are some things that you can do to overcome fake talk and get the type of results you are really hoping to achieve.....How Can Leaders Cut the BS at Work and Address Real Issues?