Empower your management style with Gene AI's data-driven insights. Learn how to create tailor-made prompts for challenging discussions with your team.
Every manager has to tackle difficult conversations at some point. From performance issues to ethical concerns, these discussions require tact, understanding, and above all, preparation. Thankfully, Gene AI can be a valuable resource for you. With smart AI prompts, Gene AI can help you generate talking points and strategies tailored to both the issue at hand and your unique management style.
The key to a successful conversation is insight. In this article, we present a comprehensive list of difficult conversations you might face, along with tailor-made Gene AI prompts to help you prepare. Simply insert the team member's unique style into the prompt, and let Gene AI provide you with the insights you need to navigate these complex topics.
How to use Gene AI:
To get started, first, you'll need to log in to your DNA Behavior account at app.dnabehavior.com. Once you're in, locate and click on the Gene AI option on the bottom right. Learn more about using Gene, here.
Gene AI Prompts for conducting difficult conversations:
To get started, simply copy the prompt in the right column and paste it into Gene AI and insert the unique style of the person you are communicating with. Then sit back and watch the magic happen!
| Difficult Conversation | Description | Gene AI Prompt |
| Accountability | Addressing a lack of ownership over responsibilities. | Generate talking points for discussing accountability issues with a team member. The team member is a [insert unique style]. |
| Attendance | When frequent absences are becoming problematic. | Help me outline a conversation about frequent absences. The team member is a [insert unique style]. |
| Career Growth | When an employee feels stuck in their current role. | Create a plan for discussing career growth with an employee. The team member is a [insert unique style]. |
| Confidentiality Breach | Addressing leaks or mishandling of sensitive information. | Provide me with talking points to discuss a confidentiality breach. The team member is a [insert unique style]. |
| Conflict Resolution | Mediating disputes between team members. | Generate suggestions for mediating a team conflict. The team member is a [insert unique style]. |
| Customer Complaints | If an employee consistently receives negative feedback from clients. | Outline how to address recurring customer complaints with a team member. The team member is a [insert unique style]. |
| Delegation Issues | When someone either hoards work or delegates too much. | Help me discuss delegation issues with an employee. The team member is a [insert unique style]. |
| Discrimination | Addressing claims or instances of discrimination. | Create a sensitive and comprehensive plan to discuss discrimination. The team member is a [insert unique style]. |
| Dishonesty | Addressing instances where an employee has lied or been deceitful. | Generate key points to bring up when discussing dishonesty. The team member is a [insert unique style]. |
| Ethical Concerns | Addressing potential unethical or illegal behavior. | Help me outline how to discuss ethical concerns with a team member. The team member is a [insert unique style]. |
| Failure of a Project | Discussing the whys and hows of a project's failure. | Create a strategy for discussing a failed project with the team. The team member is a [insert unique style]. |
| Favoritism | When claims or perceptions of favoritism need to be discussed. | Provide guidance on how to address claims of favoritism. The team member is a [insert unique style]. |
| Gossip | Addressing the impact of workplace gossip on team morale. | Help me create an action plan for discussing the effects of gossip. The team member is a [insert unique style]. |
| Harassment Claims | Discussing allegations and next steps. | Create a plan for discussing harassment claims sensitively and comprehensively. The team member is a [insert unique style]. |
| Health and Safety | Discussing concerns or violations in workplace safety. | Outline a discussion about workplace safety issues. The team member is a [insert unique style]. |
| Insubordination | Addressing a refusal to follow direct orders. | Help me discuss insubordination issues with an employee. The team member is a [insert unique style]. |
| Job Role Changes | Explaining a redefinition of job responsibilities. | Provide talking points for discussing job role changes. The team member is a [insert unique style]. |
| Job Security | Discussing rumors or realities of layoffs. | Generate a script for discussing job security and potential layoffs. The team member is a [insert unique style]. |
| Lack of Initiative | If an employee isn't showing enough drive or ambition. | Create a plan to discuss lack of initiative with a team member. The team member is a [insert unique style]. |
| Lack of Skills | Addressing gaps in skills and possible training. | Help me outline a conversation about addressing skill gaps. The team member is a [insert unique style]. |
| Late Arrivals | When someone is consistently late to work. | Generate key points for discussing punctuality issues. The team member is a [insert unique style]. |
| Maternity/Paternity Leave | Discussing leave expectations and policy. | Outline a sensitive discussion about maternity/paternity leave. The team member is a [insert unique style]. |
| Mental Health | Discussing noticeable signs of mental stress or burnout. | Provide guidance on how to discuss mental health concerns with an employee. The team member is a [insert unique style]. |
| Missed Deadlines | Addressing the impact of not meeting project deadlines. | Create an action plan for discussing missed deadlines. The team member is a [insert unique style]. |
| Negative Feedback | Giving constructive but negative feedback. | Help me give negative but constructive feedback. The team member is a [insert unique style]. |
| Office Relationships | If workplace relationships are affecting productivity. | Generate talking points for discussing office relationships. The team member is a [insert unique style]. |
| Outdated Skills | When an employee's skills are becoming obsolete. | Create a plan for discussing outdated skills and retraining. The team member is a [insert unique style]. |
| Overstepping Boundaries | When an employee goes above their role inappropriately. | Generate key points for discussing overstepping boundaries. The team member is a [insert unique style]. |
| Pay Cuts | Discussing the unfortunate need to reduce salaries. | Help me outline a difficult discussion about pay cuts. The team member is a [insert unique style]. |
| Performance Issues | When an employee isn't meeting expectations. | Provide talking points for discussing performance issues. The team member is a [insert unique style]. |
| Personal Issues | When personal problems are noticeably affecting work performance. | Create a sensitive approach for discussing personal issues affecting work. The team member is a [insert unique style]. |
| Policy Violations | Addressing violations of company policy. | Generate an action plan for discussing policy violations. The team member is a [insert unique style]. |
| Poor Teamwork | When someone isn't pulling their weight in a team setting. | Help me discuss poor teamwork with an employee. The team member is a [insert unique style]. |
| Promotion Discussions | When someone feels they're overdue for a promotion. | Create a strategy for discussing promotions and expectations. The team member is a [insert unique style]. |
| Redundancy | Discussing the elimination of roles within the company. | Outline a discussion about job redundancy and its implications. The team member is a [insert unique style]. |
| Relocation | When an employee has to move to another office or city. | Provide talking points for discussing employee relocation. The team member is a [insert unique style]. |
| Remote Work | Addressing challenges related to telecommuting. | Generate a plan for discussing remote work expectations and challenges. The team member is a [insert unique style]. |
| Resignation | Handling the conversation when someone decides to leave. | Help me outline how to handle a resignation conversation. The team member is a [insert unique style]. |
| Retirement | Discussing the possibilities and procedures for retirement. | Create a strategy for discussing retirement plans and procedures. The team member is a [insert unique style]. |
| Salary Negotiations | When an employee asks for a raise you can't give. | Provide guidelines for discussing salary negotiations. The team member is a [insert unique style]. |
| Time Management | When someone is struggling to prioritize tasks. | Generate talking points for a time management conversation. The team member is a [insert unique style]. |
| Training | Discussing the need for further training or development. | Create an action plan for discussing training needs. The team member is a [insert unique style]. |
| Unprofessional Behavior | Discussing things like inappropriate attire or language. | Help me address unprofessional behavior in the workplace. The team member is a [insert unique style]. |
| Unwanted Advances | Discussing inappropriate advances within the team. | Generate a sensitive approach to discuss unwanted advances. The team member is a [insert unique style]. |
| Use of Company Resources | If someone is misusing company time or materials. | Create talking points for discussing misuse of company resources. The team member is a [insert unique style]. |
| Work Quality | When the employee’s work quality is dropping. | Generate a plan for discussing deteriorating work quality. The team member is a [insert unique style]. |
| Work-Life Balance | When work is spilling too much into personal life. | Provide guidelines for discussing work-life balance issues. The team member is a [insert unique style]. |
Remember, each prompt should be used as a starting point. Gene AI can offer general guidance, but the onus is on you, the manager, to tailor the conversation to your team member's needs and your own management style.