In a situation where a leader has to look up to the employee while ensuring his or her reputation is not put to the wall, is something that requires four personal resource skills— physical , emotional, spiritual and most importantly mental construction in self-guidance of becoming successful at what you do. This guides in improving leadership skills in public health settings. Public health leaders need to become effective intermediary leaders. The word, “intermediary” is essential because, as a leader, we can intermediate or neutralize between employees’ concerns and the management’s concerns. We all know the routine of having a calendar full of meetings and business agendas. There are many routine agendas, as a business leader, a coach and a manager – like coaching employees, responding to customer needs, putting together plans to grow sales and improve market share.
What is the cost of avoiding difficult or stressful conversation with employees? At the workplace, avoiding such conversations can lead to absenteeism, low morale, and—in some circumstances—costly litigation. Avoiding difficult conversations can also spoil the worst behaviors in uncooperative colleagues, partners, and employees: gossip, infighting, and retaliation that distract the organization from its purpose and goals. Such avoidance of conflict can sap motivation and push talented employees out of the door. Managers need to be familiar with processes for approaching difficult conversations, and how to learn from previous experiences, to improve this important skill.
