courageous conversations

(supporting managers who have to tackle sensitive issues)

 

Managers are frequently under-confident when tackling staff on issues that may be judged 'sensitive'. When not handled with clarity and confidence, discussions that centre on performance, attendance or timekeeping, or more intimate matters like behaviour or even personal hygiene can create unnecessary tensions with the result that things can get worse, not better.

 

Courageous Conversations has grown out of our experience in supporting managers who need to tackle such topics in a productive, fair and balanced way, and be sure of getting the results they need. This means striking the right note of respectful concern for the employee, personally and professionally, while addressing the job performance or other issues directly. The purpose of this approach is to enhance managers' skills so that they can feel and act with greater confidence, set goals for their conversations and respectfully follow-through with staff. Such productive conversations reduce the risk that staff members will feel unheard, misunderstood or under-valued. The aim is to produce more collaborative relationships between managers and employees generally, and in particular where the subject under discussion might otherwise result in confrontation.

Objectives

.         Greater understanding of the importance of one-to-one relationships at work

.         Skilfulness in a framework for safe and effective conversations

.         Greater confidence when tackling sensitive issues or difficult topics with staff and colleagues

.         Enables more collaborative working to avoid resistance and improved outcomes

.         Provides a solution focused structure that will improve results

Course Content

Introduction and expectations for the day
How effective conversations build productive relationships and minimise stress and misunderstanding
Assumptions and fears around one-to-one conversations
Learning the framework for effective conversations with staff and colleagues
When managers must tackle sensitive issues
Planning the meeting with the employee
Setting and maintaining boundaries
Deciding on outcomes and goals
Listening skills, summarising, framing the response
The productive use of language
Monitoring and follow-through
Common pitfalls and traps to avoid
Review and action planning
Communication in sensitive situations
Giving news, 'good' or 'bad', feedback and comment
Setting the scene and following through

This is a highly interactive day involving group exercises, discussion and lectures. It is supported by a PowerPoint presentation, a set of revision notes and reading list. The contents above may vary depending on the precise needs of the group on the day.