Most leaders have a conversation they have been putting off.
Perhaps a team member’s behaviour is affecting others. Two colleagues are no longer working well together. Someone has raised concerns about their workload, or an employee feels their feedback is being ignored.
It can be tempting to wait for a better time, hope the situation settles down or avoid the discomfort altogether.
But while the conversation is delayed, the issue can continue – and the people affected can feel increasingly unsupported.
Having a difficult conversation is a leadership responsibility. When workplace concerns involve potential harm, it also forms part of responding to psychosocial risks.
How are difficult conversations linked to psychosocial hazards?
Psychosocial hazards are aspects of work that can cause psychological harm. Safe Work Australia identifies poor support, poor organisational justice, lack of role clarity, and conflict or poor workplace relationships among common workplace hazards.
These hazards can arise in everyday situations: unclear expectations, unresolved tension, inconsistent treatment or a manager who repeatedly dismisses requests for help.
Not every disagreement or uncomfortable conversation is a psychosocial hazard. The risk depends on factors such as the severity, frequency and duration of exposure, and how hazards interact.
However, avoiding a conversation can allow the underlying problem to continue.
What happens when staff feel ignored?
Imagine an employee tells their manager they are struggling with their workload. The manager responds, “Everyone is busy,” and moves on.
The work remains unchanged, priorities are still unclear, and the employee has no additional support.
Or consider a team member who repeatedly raises concerns about a colleague’s behaviour. They are told to “work it out between yourselves”, but nothing improves.
In situations like these, silence can send an unintended message: your concerns are not important enough to act on.
Safe Work Australia identifies insufficient supervisor support as a potential hazard and includes failing to appropriately address concerns about harmful behaviour among examples of poor organisational justice.
For leaders, the practical implication is clear: acknowledging a concern matters, but it must be followed by an appropriate response.
Addressing issues early and respectfully
A useful difficult conversation creates space to understand the issue, clarify expectations and decide what needs to happen next.
Leaders can take a practical approach:
- Prepare with facts. Describe specific observations rather than making assumptions about someone’s attitude or intentions.
- Listen before deciding. Ask open questions and give the person time to explain their experience.
- Explore the work behind the issue. Consider workload, resources, competing priorities, unclear roles or inconsistent processes.
- Agree on action. Clarify what will change, who is responsible and when progress will be reviewed.
- Follow through. Check whether the action has helped and whether further support is needed.
For example:
“You’ve raised concerns about your workload, and I want to understand what is happening. Let’s look at your priorities, what is achievable and what support or changes are needed.”
That conversation opens the door to practical action.
A conversation must lead to action
Communication alone cannot resolve an excessive workload, inadequate staffing or an unsafe process. Where these are contributing to risk, the organisation needs to address the working conditions as well.
Safe Work Australia’s guidance includes providing appropriate resources and ensuring supervisors have the skills and time to support workers.
Concerns involving bullying, harassment, threats or serious harm may also require a formal response through appropriate workplace procedures. A casual discussion should not replace that process.
Building leaders’ confidence
At Future Institute of Australia, we help leaders build practical skills in communication, feedback, conflict resolution and challenging conversations.
These skills help leaders listen with empathy, set clear expectations and address issues before they become more difficult to resolve.
When staff raise a concern, the response matters. Listening, acting and following through help build a workplace where people feel heard and supported.
