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Step three: Conduct the conversationThe supportive roleShare the factsTell your storyAsk their storyFocus on observable facts andbehavioural evidence.Be constructive and specific.Using “I” statements can be helpful here– make it clear that you are telling thestory from your point of view.Use active listening skills (empathy,questioning and open body language)and show genuine interest when tryingto find out the cause of the issues.“I wanted to share with you some thingsI have noticed over the last few months.I have noticed that you are staying backlate on a regular basis and often nottaking lunch breaks”“I feel really concerned that you maybe overdoing it at work. I am wonderingwhat sort of an impact this is havingon you?”“How are you feeling about yourworkload and how you are managing it?”Talk tentativelyEncourage testingCheck your understanding of what theyhave said and put forward suggestionsrather than definite statements.Collaboratively explore strategiesand support options to help addressthe issue.“So it seems that you are sayingyou aren’t always sure what is yourresponsibility and you would rather makesure everything is completed before youtake a break than risk being judged asunprofessional or lazy. Is that right?”“My job as your supervisor is to ensureyou are supported in all areas of yourwork. Do you think there could be otherways to manage your workload that stillleave you feeling professional?Step four: Conclude the conversationSteps and timelinefor improvementResponsibility should be shared whenlooking for solutions.Mutually agree on one or two steps,strategies, solutions or support optionsthat are realistic and achievable within atime frame.Develop a SMART goal.(See tips on pages 98-99.)“So, we have agreed that over the nextmonth we will meet once per weekinstead of once per fortnight.Let’s make a time now for a sessionnext week.For our next session, I will find somematerial for you to read in regard toworkload management and you will keepa reflective practice log.”FIRST EDITIONHETI The Superguide67