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Being a manager is more than just overseeing tasks and projects — it's about shaping the careers and lives of your team members. Think back to the mentor who made a difference in your career. Now, you have the opportunity to be that person for your employees. Your role is pivotal in helping your team reach their full potential and achieve their goals. When they succeed, you succeed.
Management structures are specific to every organization. That said, all managers, regardless of level, must master management fundamentals for a business to succeed — having the right management skills, understanding the different types of management styles, and adapting them to lead difficult conversations constructively.
The 5 types of management styles
Management styles are the various approaches leaders use to guide, motivate, and manage their teams. They are like different leadership flavors, each with a different impact on the workplace environment, team dynamics, and overall performance.
As covered by Forbes, there are many different management styles out there (and even more variations — possibly hundreds!). Here, we cover the five most prominent ones.
1. Participative management
This management style involves employees in the decision-making process. It’s a way of flipping the typical top-down structure on its head — pooling from different perspectives. By tapping into employee insights, managers engage their teams, create realistic workloads, encourage collaboration, and foster inclusivity.
When to use participative management
Participative management works in a manager's favor if employees have a strong understanding of business objectives, priorities, and goals. If there’s team misalignment, though, employee input might be too wide-ranging and unfocused to be helpful.
The benefits of participative management
- Higher collaboration and engagement
- Collective problem-solving
- Accountable employees
2. Network management
Network management is a fairly hands-off management style. It seeks to build communication between team members and then trust them to work together to resolve problems. The role of a network manager is to maintain healthy dynamics between employees, such as scheduling regular cross-team touchpoints or setting up the right channels, and leave the rest up to the team.
When to use network management
This style is ideal for managers and leaders who oversee multiple teams and can’t afford to get stuck in the details. Appointing internal leadership across other members can also assist network managers.
The benefits of network management
- Strong team communication
- Cross-team relationships
- Self-directed employees
3. Mentor management
Mentor or coach management is a style that leads employees toward autonomy — starting from a hands-on approach to becoming more hands-off as employees’ skills and abilities grow. Mentor managers act as coaches. They work one-on-one with each employee to understand their strengths and weaknesses, create development plans, and follow up on progress.
The benefits of mentor management
- Employees moving up the ladder
- Leadership respect and trust
- Continuous improvement culture
4. Pacesetting management
A pacesetting management style sets the pace of work — goals, deadlines, checkpoints — but leaves the execution up to employees. Although this framework can set a competitive tone, some teams thrive in this setting.
When to use pacesetting management
If high-performing teams aren’t quite living up to their potential, setting higher standards might be just the kick they need to get back on track. A pacesetting style might not be sustainable long-term, but is great for a sprint of project-specific goals, especially if the team is self-motivated with individual systems and methods to drive results.
The benefits of pacesetting management
- Healthy competition
- Focused motivation
- Flexibility in work methods and tools
5. Authoritative management
Authoritative management is a bit more old-school — somewhat autocratic and often associated with micromanagement. It follows the traditional top-down management model. In this style, managers dictate the what, when, how, and by whom without any employee input.
When to use authoritative management
Authoritative management works well with junior employees who need direction. It can also be necessary to get through a crisis, where managers effectively reign in the things that have become out of control and take the pressure off the team. The trick is a strong foundation of trust and the right balance.
The benefits of authoritative management
- Removes the burden on the team
- Lower margin of errors
- Active manager support
While we encourage each manager to find their unique spin, the right management style can make a world of difference in helping a team achieve its goals!
Difficult conversations at work — and how to manage them
Difficult conversations in the workplace can manifest in many forms. These conversations are often characterized by heightened emotions, discomfort, and the potential for conflict.
But there's no need to worry. Difficult conversations are necessary when a problem arises, and a solution is needed. In fact, they’re incredible opportunities for improvement. This may sound bizarre, but if managers and employees both understand that tough talks are the gateway to a better work-life, then everyone can look forward to them — not fear them!
Common scenarios for when difficult conversations are needed
When are managers faced with the need to have a difficult conversation? Most commonly, these interactions occur around:
- Performance issues: For example, addressing an employee who consistently misses deadlines or fails to meet quality standards.
- Interpersonal conflicts: This could involve mediating a conflict between team members who are not getting along or who disagree over a project.
- Behavioral concerns: Intervention is needed around unprofessional behavior, such as tardiness, inappropriate comments, or lack of teamwork.
- Career development: Conversations about an employee’s future in the company, especially if there are limited opportunities for advancement.
There are many scenarios in which difficult conversations need to happen. Sometimes, employees will come to their managers to flag an issue first, but often, it’s the manager who initiates them.
Manager’s blueprint for addressing poor performance: Download our free template to help you prepare and lead these tricky conversations with ease!
Importance of addressing issues promptly and effectively
Avoiding difficult conversations might seem like the easier path in the short term, but it often leads to larger problems down the line.
Unaddressed issues can fester, leading to:
- Problems snowballing
- Team resentment
- Decreased morale
- Higher turnover rates
- Impacted company bottom line
Effective communication benefits the organization. It ensures that everyone is on the same page, helps clarify expectations, and can lead to more innovative solutions. It avoids bad surprises later on like employees feeling blindsided at an annual performance review.
Managers can foster a culture of transparency and trust by tackling problems head-on. It may not feel easy, but employees appreciate honesty, and they’re likely to respect a leader who addresses issues directly rather than letting them linger.
Adapting management styles for difficult conversations
Handling tough conversations at work can be challenging, but your management style can make a big difference in how effectively you navigate these situations.
The participative management approach
When faced with a difficult conversation, invite the employee to find a solution with you. By asking for their input and ideas on how to resolve the issue, a tough chat feels less like a one-way stern talk and more like a collaboration action plan.
Say things like:
- "How do you think we can address this issue together?"
- "What are your thoughts on how we can improve this situation?"
- "What steps do you think we should take next?"
- "Let's decide together on the best way to move forward."
The network management approach
When an employee is struggling, position yourself as the bridge between them and another form of support — like a colleague or expertise. Make the talk about creating a helpful environment for resolving the issue at hand.
Say things like:
- "Who else on the team do you think could help you with this?"
- "Let's bring in X, who I know has experience with this type of issue."
- "Would it be helpful to bring this up at the next team meeting, so we can find a solution together?"
- "As per company protocol, involving a mediator is necessary. I’ll set up the next steps for you and them."
The mentor management approach
Empathy and active listening are the keys to helping employees navigate their challenges here. Difficult conversations should focus on understanding the employees' realities and gaps and working together on a development plan to overcome the issue.
Say things like:
- "I want to understand what challenges you're facing so we can work through them together."
- "This is an area where I see a great opportunity for you to grow."
- "What specific goals can we set to help you improve in this area?"
The pacesetting management approach
Consider the difficult conversations as an opportunity to motivate high-performing employees or teams to rise to the challenge by providing concrete feedback and emphasizing the urgency of accomplishing the next milestones.
Say things like:
- "We need to meet these standards by the end of the quarter. How can I help you achieve this?"
- "The data shows a need for improvement here. How do you plan to address this?"
- "I believe in your ability to meet these high standards. What resources do you need to succeed?"
- "Let's push for excellence together. Are there any current goals you think we should revisit to make that happen?"
The authoritative management approach
Take control and a more directive approach — which involves clearly outlining what needs to be done, why it's important, and providing step-by-step guidance to correct the issue.
Say things like:
- "This is a critical issue that needs immediate action. Here's what I need you to do, step by step."
- "This approach is necessary because of [specific reason]. I need you to trust the process."
- "Understanding why we're taking these steps will help you see the bigger picture. Let’s walk through them."
- “I’ll book a check-in on X date to see how things are going. By then, I expect X outcomes.”
Remember: Each management style has its strengths, and knowing how to leverage them can help turn difficult conversations into opportunities for growth and improvement.
Manager’s guide to handling difficult conversations
Handling difficult conversations can be challenging, no matter your management style! But with a bit of prep work (and the right communication techniques), you can turn these discussions into smooth sessions with productive outcomes.
Whether you need to address performance issues or resolve conflicts, this quick-and-easy guide will help you navigate these tricky talks with confidence and empathy — before, during, and after they occur.
Before: Getting ready for difficult conversations
Preparation is the key to any successful conversation. By taking your time to prepare, you can ensure that the discussion stays focused and productive. That’s the magic of having a plan.
So, how should you prepare?
What to do before the conversation:
- Gather the facts: To keep a conversation fair and objective, discussions need to revolve around facts, not feelings. Don’t wing it — collect relevant info, like performance data or team feedback, beforehand to build the case you’re about to present to the employee. Facts are useful key points to refer back to and help the conversation stay on track, so it’s a good idea to have some in your arsenal.
- Set objectives: Knowing what you want to achieve out of the conversation gives a clear end goal to prepare around. Are you aiming to resolve a specific conflict or provide feedback for improvement? The conversation might have many objectives — make a list ahead of the chat.
- Mentally plan for different scenarios: You can't predict everything, but it helps to think about how the employee might respond and prepare your answers accordingly. This is a strategy that avoids being caught off guard. Anticipating different scenarios is also a great empathy exercise as it forces managers to put themselves in the employee’s shoes.
Remember: If you’re well-prepared, you're more likely to handle the conversation calmly and constructively, which helps to minimize misunderstandings and conflict.
Pro tips for mental and emotional preparation
Mindset matters. Here are some tips to make sure you're mentally and emotionally setting the right tone before jumping in:
- Remain calml: Your vibe sets the tone. If you’re relaxed, employees will follow your lead. So keep it cool and collected, even under pressure.
Say this: "Before we begin, I want to assure you that this is a supportive conversation aimed at helping you succeed."
- Remember to empathize: Put yourself in the employee’s shoes and demonstrate that you understand them. It helps if they feel like you're not against them, even if there’s an issue.
Say this: "I understand this might be difficult to sit down about, and I really appreciate your willingness to discuss it with me."
- Stay positive: Focus on the positive outcomes you want to achieve and always bring it back to that. Remind the employee it's all about looking forward, not dwelling on the past.
Say this: "Our focus here is on how we can improve and grow together as a team. Sounds good?
During: Reading the room and adjusting accordingly
Once the conversation starts, it’s important to stay present and be adaptable. So pay attention and read the room, as it's not just about delivering the message but about how and why it’s delivered too.
Effective communication during the conversation can help ensure that the discussion remains clear, constructive, and focused on solutions. Here’s what to keep in mind while in it:
What to do during the conversation:
- Frame feedback constructively: Always use “I” statements to express your concerns instead of “You” statements, which can feel blaming. Providing context is also key, so connect the dots to how the behavior or issue impacts the team or company. It’s a great idea to juxtapose your feedback with the positive impact an applied solution could have — this keeps a positive steer on everything.
- Apply active listening: Give the employee your full attention when it’s their turn to speak. That means listening without interrupting and acknowledging their perspective even if you disagree. Keep good eye contact and put distractions like phone and email notifications away. You want the employee to take this chat seriously and lead by example.
- Set clear expectations and agree on an action plan: During the conversation, make sure both you and the employee land on the same page. Are you aligned on the expectations moving forward? If yes, agree on the specific steps to take. Making this a collaborative effort drives more impact — empowering the employee as part of the solution.
Pro tips to recognize and address emotional cues
During the conversation, pay attention to emotional cues, such as body language, tone of voice, and facial expressions. These can tell you a lot about how the employee is feeling, so you can respond and adjust accordingly.
- Watch for non-verbal cues: Look for physical signs like crossed arms, avoiding eye contact, or fidgeting. The employee might be saying one thing, but feeling something completely different.
Prompt: "I notice you seem a bit tense. Is there something on your mind?"
- Listen to the tone of voice: A defensive or hesitant tone might indicate that the employee is feeling threatened or insecure. This is a good tip-off that the employee needs to be reminded that you’re on the same team.
Prompt: "Your tone sounds a bit uncertain. Can you tell me more about what's going on?"
- Ask open-ended questions: Encourage them to share their thoughts and feelings throughout the conversation, signaling that the conversation is a two-way dialogue, not a sermon.
Prompt: "How do you feel about the points we've discussed so far? I’m open to your feedback."
After: Setting intentions for the next steps
The conversation doesn’t end when the meeting does. What’s next? Creating an outline for the next steps and following up is crucial to ensure the discussion leads to actual improvements and positive outcomes.
Tough talks are merely the spark that sets the future in motion. Continuity ensures the necessary changes happen and provides opportunities for the employee to feel supported and motivated along the way.
What to do after the conversation:
- Summarize key points in writing: Once you’ve wrapped things up and agreed on the way forward, recap the main points discussed in writing and share this with the employee. This ensures there’s a tracking of the chat, which can be referred back to at any time, keeping both of you on the same page.
- Outline the next steps in a timeline: Clearly define the actions both parties need to take following the conversation in more granular detail — and attach them to a calendar. Keeping all milestones SMART ensures accountability and clarity.
- Plan follow-ups: Now, with new milestones on the timeline, go ahead and schedule future check-ins to monitor progress and provide ongoing support. Even if penciled in, this shows your commitment as a manager to the employee's growth and improvement.
Pro tips for ending difficult conversations on a positive note
Maintaining a positive and constructive approach is key, even after the conversation ends. Here are some final tips to ensure ongoing progress and positivity.
- Acknowledge emotions: Validate the employee’s feelings by acknowledging their emotions, good or bad. Some conversations are not easy, even if they’re necessary. It’s important to recognize that.
Say this: "I understand this is tough to hear, I’ve been there."
- Be patient: If employees become emotional, give them time to process their feelings. Don’t rush the conversation or their time to talk. It’s also okay to take a break if things get intense.
Say this: "Take your time. We don’t need to rush through this. There’s no judgment here."
- Redirect to solutions: No matter how the conversion goes, remember to steer it back to constructive solutions. Don’t get stuck in the details and focus on what can be done moving forward.
Say this: "We are where we are. So let's think about how we can move forward from here and what steps we can take to improve, okay?"
By breaking down difficult conversations into three phases (before, during, and after) and meeting each essential step, you’ve got a blueprint for leading the conversation toward a positive outcome.
If you want a bit of a deeper dive into managing difficult talks with employees, click here.
Paving the way for your own management approach to navigate any challenge
Difficult conversations are a part of every manager's role — and the way you handle them can significantly impact your team's morale and performance. By understanding and adapting your management style to fit the needs of the situation (and the individual employee) you’ll be in a position to handle practically any challenge!
Finding your groove will take some time and practice, and will probably involve some learning from trial and error — but fear not. Committing to testing out different styles and being open to learning is the best place to start.
At Workleap, we emphasize that the journey to becoming a great manager involves mastering key skills and consistently applying them. It's about practical, continuous improvement to enhance your leadership and team performance.
