“Sometimes the most important conversations are the most difficult to engage in.” Jeanne Phillips, American columnist  As a manager or leader, you have to be able to confront tough and difficult conversations with confidence [...]
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“Sometimes the most important conversations are the most difficult to engage in.” Jeanne Phillips, American columnist  As a manager or leader, you have to be able to confront tough and difficult conversations with confidence and sensitivity whilst building effective relationships with colleagues and team members. Giving feedback and having those difficult conversations is essential to be able to bring about change in behaviours, attitudes and performance. People who attend this ½ day session often ask us: How do I deal with difficult conversations with my team? I need to give difficult feedback to a team member. How can I do it in a positive manner? What can I do to improve my skills in having difficult conversations? This workshop is designed to improve participants’ understanding of why we need to deal with and confront difficult conversations. We will look at how we can be more effective and successful by planning our thoughts and communications before they take place. Target audience This ½ day session is suitable for anyone who wants to learn how to be more equipped to have difficult conversations.

  • Define what are difficult conversations and recognise what makes them difficult
  • Understand and be able to recognise where difficult behaviour is coming from
  • Recognise the difference between constructive and destructive feedback
  • Establish a structure for giving feedback effectively
  • Understand what fierce conversations are and purposes of having them
  • Practise planning and holding a Fierce ConversationTM

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