Course Description

Relationships can often seem like fragile things – especially in the workplace where they can be built and destroyed by the actions we take. By underpinning those relationships with a few simple principles, they can grow into something secure and lasting. Organisations can only function with the co-operation of its members. By building on the willingness and skills to work together, we can develop relationships that are positive, co-operative and respectful. Positive relations within the workplace are essential if an organisation is to achieve its long and short-term business goals.

Target Student

Managers, team leaders, supervisors, and anyone who needs to address challenging situations in the workplace and wants to develop the skills and confidence to hold difficult conversations effectively.

Pre-requisites

• None

Core Learning Objectives

• Recognise the specific situations that require a difficult conversation
• State the preparation required for holding difficult conversations
• State at least three skills required to hold a successful conversation
• Demonstrate the effective use of high quality questioning techniques
• Identify at least one model for providing constructive feedback
• Demonstrate the correct process, skills and behaviours for carrying out difficult conversations

Course Outline

1. Introduction to Difficult Conversations

• What constitutes a difficult conversation
• When to hold a difficult conversation and when it is appropriate to do something different
• Using case studies to differentiate between scenarios

2. Preparing for Discussions and Challenging Assumptions

• Whether or not to hold a difficult conversation
• How to prepare for the conversation
• What evidence should be gathered

3. Tools for Holding Difficult Conversations

• Managing your body language
• Speaking persuasively
• Active listening
• Asking high quality questions

4. Recognising Workplace Behaviours

• Recognising behaviours in challenging situations
• Using the "OK Corral" to explain different behaviours
• How these behaviours manifest themselves

5. Introduction to Feedback

• What feedback is and why it is important
• How feedback can be given and why it often presents a problem
• A model for giving constructive feedback
• Feedback as a two-way process – how to receive feedback

6. Structuring a Difficult Conversation

• A framework for holding difficult conversations in the workplace or personal life
• Practising the framework through group discussion and syndicate exercises