Difficult conversations — performance issues with reports, disagreements with colleagues, concerns to manager — get harder when delayed. Issues compound. Other observations accumulate. The eventual conversation becomes bigger than necessary.
How to make them easier
Have them while the issue is small. Be specific (not vague accusations). Focus on behaviour, not character. Listen to the other side. Aim for resolution, not winning.
Most professionals avoid difficult conversations too long. The cost of postponement is usually higher than the discomfort of the conversation.