Last week, I read a Forbes article titled “Difficult Leadership Conversations Matter: Stop Avoiding Them“, and it got me thinking. The article highlights something I’ve seen time and again in organizations: the avoidance of tough conversations. This avoidance, while understandable, can have serious consequences—eroding trust, hindering performance, and creating a culture where challenges fester instead of being addressed.
What struck me most about the article was the simple yet powerful reminder that “the purpose of difficult conversations is not to win, but to grow.” That growth doesn’t happen by chance—it requires tools, preparation, and a willingness to lean into discomfort.
At Co-hesion, we approach difficult conversations with the same philosophy we use to uncover greater potential in employees: the glass is always half full. This perspective isn’t about ignoring mistakes or performance weaknesses; rather, it’s about addressing them from a place of belief in the individual’s capacity to improve.
We understand that humans respond far more favorably to positive affirmation and belief than to critiques of errors or mistakes. By focusing on strengths and opportunities, we create an environment of trust and foster a genuine desire to perform at a higher level. This method also takes into account the Law of Limited Performance—the idea that when people are defined by their shortcomings, their potential becomes capped.
By flipping the narrative to focus on what can be achieved, rather than what has gone wrong, we shift the conversation from correction to collaboration. The result? Greater alignment, mutual respect, and a shared commitment to growth.
The Forbes article reminded me why we can’t sidestep the hard parts of leadership. At Co-hesion, we’re committed to helping leaders move from avoidance to action, equipping them with the tools to navigate these critical moments. By leading with kindness, empathy, and confidence, leaders can turn even the most difficult conversations into opportunities for trust and transformation.
If you found the Forbes article thought-provoking, let’s continue the conversation. How are you approaching difficult conversations in your organization?
