Difficult conversations

Difficult conversations are an important part of being a line manager. These are discussions where sensitive, challenging, or uncomfortable issues need to be addressed—such as poor performance, unprofessional behaviour, or workplace conflict.

While many managers may feel hesitant to have them, avoiding the conversation often makes the problem worse. Approached in the right way, difficult conversations build trust, improve performance, and strengthen professional relationships.

Feedback is not about judgement—it’s about guidance, improvement, and recognition.

Why it's important

It's important to have address and have difficult conversations as it:

  • Addresses issues early before they escalate into larger problems

  • Reinforces standards and expectations within Queensland Health

  • Supports fairness and transparency by dealing with concerns consistently

  • Strengthens relationships through honest, respectful dialogue

  • Builds a positive workplace culture where accountability and professionalism are valued.

Why you might need to have a difficult conversation

Some conversations with direct reports can be difficult but having these discussions is a critical part of your role. Starting the conversation in a respectful, clear and constructive tone is really important to shape how the discussion continues.

Some reasons you may need to have a tricky conversation:

  • Performance gaps

  • Regular, unplanned leave

  • Regularly arriving late for work

  • Unprofessional behaviour

  • Giving constructive feedback

To discover the stages of difficult conversations, select the headings below:

  • Clarify the issue and desired outcome

  • Gather facts and examples

  • Choose a private, neutral space

  • Plan key points using a structured model (e.g., SBIR).

  • Stay calm and professional

  • Focus on behaviour, not the person

  • Be specific and factual

  • Listen actively and encourage dialogue

  • Agree on clear next steps and support options

  • Summarise key points and outcomes

  • Document agreed actions if required

  • Follow up regularly to review progress.

Performance and growth development opportunities

Enrol in the Performance Masterclass for practice on how to have a difficult conversation.