Overview
The ability to manage difficult conversations is one of the cornerstones of effective management and leadership. In this masterclass, delegates learn how to hold difficult conversations, nip issues in the bud and give feedback to their team concerning performance and absence. Delegates also learn how to prevent workplace conflicts escalating and how to communicate with taciturn employees and team members exhibiting challenging behaviour.
Delegates develop an awareness of the block and barriers to effective communication and how to overcome them. Through active participation and experiential learning delegates learn how to secure sustainable and lasting outcomes at times of change, crisis or conflict. Having difficult conversations can be stressful yet it is an inevitable part of effective management. In fact, recent market research suggests that managers spend as much as a third of their time having difficult conversations at work.
Managing Difficult Conversations in Workplace Masterclass provides delegates with the simple, effective and robust framework that they need to manage and facilitate a difficult conversation.
A practical and highly effective course
This masterclass develops the core competencies that managers and leaders require to have effective and constructive dialogues with a member of their team, particularly over poor performance, absences, redundancy, or other bad news. The masterclass utilises best practice and develops awareness of the blocks and barriers managers may face when having a difficult conversation with an employee. It also provides delegates with the tools and skills to plan for the expected as well as the unexpected!
Learning Objectives
- Develop constructive conversations with their employees and teams
- Promote wellbeing by developing a positive, communicative and supportive team environment
- Identify and respond to disputes and grievances
- Manage strong emotions
- Assertively challenge negative or destructive attitudes or behaviours
- Facilitate the management of change
- Promote and support informal resolution of grievances where these occur
Who should attend?
Directors, Heads, Specialists and Senior Managers who are responsible for:
- Human Resources
- Employee/Employment Relations
- Industrial Relations
- Workplace Relations
- People and Culture
- Workforce Management
- Anyone who needs to have difficult conversations at work
Topics Covered
- Approaching difficult conversations with emotional intelligence
- Basic Transactional Analysis
- Choosing to Have the Conversation
- Neuroscience of difficult conversations
- Navigating Conflict Conversations
- Assertive, Aggressive And Submissive Behaviours
- Personal power & Verbal self-defence
- Influencing difficult people non-verbally
- Giving difficult feedback & Dealing with different types of difficult people
