Like the employee: Interior discussion in the fashion industry under pressure

Does that seem familiar to you? A creative force that does not comply with your deadline. A person from the Sales team who misses their goals. As a manager, you would like to talk about it in a normal, professional way. But you hear more and more during the employee: Interior discussion: “I don’t feel safe here.” A statement that you cannot ignore. At the same time, many managers are wondering: what can or can I actually say?

The classic employee: Interior discussion, once intended as a constructive exchange about services, goals and development, is under pressure. The way the conversation is at least as important today as the content. In a time at a time when mental health, job satisfaction and inclusion are the focus. But how do you keep the conversation professionally and safely without it transforming into a mine field of misunderstandings? Or worse: leads to a source of conflicts or a deterioration in the work relationship. In short, everything you want to avoid. In the practice of Kantoor Ethiek, we often experience this.

Silence is not security

Social security means that employees: inside can express themselves freely, without fear of consequences. However, this security must be based on mutuality. Managers must also be able to give feedback without having to hold back. When giving feedback feels like a balancing act on a rope, the risk that nothing will be said for the sake of the kind of peace. And that may be even more insecure. Because unspoken annoyances are insidious dangers for a safe working atmosphere. An employee: Interior discussion in which problems are avoided in order not to go to anyone’s head loses its value. Feedback is part of professional development if it is conveyed respectfully and clearly.

Fall: therapy instead of reflection

Another trap: too much empathy. If the conversation is only about feelings, the content blurs. It is important to show understanding, but it must not overshadow the focus on performance. A professional conversation requires balance: clear framework conditions and space for your own perception. So don’t just ask: “How does that feel for you?”, But also: “What do you need to develop further?”.

Then what works?

A good employee appraisal begins long before the conversation.

– to clearly define expectations

– to set measurable goals

– to give feedback in between.

The conversation does not offer any surprises, but becomes a natural moment of reflection on the past. Also use specific feedback and examples: “You submitted the collection presentation twice too late” – instead of: “You are not so reliable.”

Do not forget that security goes in both directions. As a manager, also actively ask for feedback on your own role.

Good employer requires courage

Good employer does not mean that you have to satisfy everyone. It means that they offer space for growth, even if this is sometimes difficult. Leadership does not mean avoid friction, but to have honest conversations. Create a culture in which clarity and empathy can pass side by side. Where “sure” does not mean that nothing can be said, but that everything can be said, but always with respect. Only then will the employee become: Interior discussion again to what it should be: an opportunity to grow together. If a conversation was a little more intense, it is always good to come back after a few days.