New leaders often procrastinate difficult discussions at the expense of themselves and their teams. At the root of this feeling is usually a lack of experience and practice — both of which can be gained with intention and time. Here are two especially “spicy” conversations that all new managers face, and how to navigate them now and in the future:

• Giving Feedback to Direct Reports: You should be having regular weekly or biweekly one-on-one meetings with each of your team members to check in on their work and offer your support. This is a great time to share feedback (both positive and negative). When delivering critical or negative feedback, take a coaching approach. Instead of telling your direct report, “Hey, you filled this report out all wrong. I need you to fix it,” begin by giving them the benefit of the doubt and then offer them guidance.
• Receiving Feedback from Direct Reports: First, you need to create a psychologically safe space where your team members feel comfortable expressing thoughts, doubts, and perspectives without the fear of a consequence. You can do this by sharing vulnerably when the opportunity arises and openly appreciating team members who do the same. If people seem hesitant to approach you, directly ask for feedback and show your appreciation by taking it seriously when received. When a direct report expresses their opinions and frustrations, repeat back what they say to you to be sure you’re on the same page.