What are right-guy, wrong-guy conversations?
It was at the beginning of a coaching session with a service manager. I asked him how he was doing. He replied, “it has been a tough week!”
I probed as to why it was a tough week. “I had to let two people go,” he stated.
I probed further and asked why that was tough. I took a risk that he would misconstrue my comments as heartless, but I wanted to get his attention and make a point. “It is always tough letting people go,” he admitted.
“Would you like an approach that would make it easier?” I offered. “Absolutely!” he responded enthusiastically.
“The key is to start letting people go the day you hire them,” I said. I paused for effect and then explained how to have Right-Guy, Wrong-Guy conversations:
- The day a person is hired you explain that you hired them because you believe they are the right person for the dealership and the position. You ask them to validate that they also accepted the offer because they see the dealership as the right organization for them.
- You go on to say that since the two of you are still in the process of getting to know each other it is quite possible that new information arises in future that causes one or both of you to question this decision.
- You ask the person if they are willing to enter into an additional agreement where you mutually commit to addressing each other when something arises in future, whether informational or behavioral, that causes doubts and so that you can work through the concerns together.
- If no concerns arise in future no Right-Guy, Wrong-Guy conversations are needed and everybody goes about their business without having to wonder if all is well.
- If concerns arise you simply request a meeting, remind each other of this commitment, and talk through the concerns in an open, honest, and transparent manner. Both of you use it as a coaching opportunity and move forward without lingering concerns.
- If concerns repeatedly arise and too many Right-Guy, Wrong-Guy conversations are needed it is fair to come to the conclusion that the fit is not right after all and you part ways.
This approach opens the door for open, honest, transparent, and healthy conversations where one of two outcomes is made possible in a productive manner in the shortest period of time:
- A new hire is given the benefit of the doubt and developed as an individual to become a productive member of the team.
- A new hire is exposed to the real culture of the company and afforded the opportunity to buy-in or self-select out.
Typically Right-Guy, Wrong-Guy conversations don’t happen because one or both of you wants to avoid conflict. By agreeing upfront to openly address concerns as soon as they arise you open the door to a healthier and more productive relationship where concerns are not allowed to fester and poison the environment.
Herb Mast is Leadership Coach and Employee Engagement Specialist. Learn how he can assist you in implementing the principles and concepts presented here.