Kim had shared with me that she was not getting the training which she was told she would receive and had additionally stated that the people with which she was now working are not very nice nor were they very approachable.
Let's take some time to focus on this issue of 'approachability.'
Think of all of the conversations that you have in a typical day at work. They will be with people that you know quite well but often with people who you will not be familiar with that well. Some will be with colleges and some with supervisors or managers.
Some of these conversations go well. They are enjoyable and lead to a satisfactory conclusion, which means: they work.
Others however, go wrong. Some go around in circles or even finish with you leaving feeling frustrated, unhappy or even even bad tempered.
While it's difficult to define exactly what we mean by a 'good' conversation, it's easy to know when you're having one. And it's even easier to recognize when you're having a conversation that is not working.
Add to this mix the fact that Kim is a new supervisor and perhaps lacking in skills for her role, and the chances are that her stress may be caused by the fact that her conversations with her staff are not working out the way she would like them to.
For many of us, the most difficult conversations to have are generally those concerned with giving and receiving feedback. Telling people things that they might not want to hear.
One of the problems with feedback is that we are often reluctant to give it in the first place. Partly, it's because we're concerned about the other person's feelings. But we also have to worry about having to deal with the effect of their reaction on ourselves. For instance, if the person gets upset or angry, how will I deal with it?
Sourced from by Phil Eastwood