Difficult conversations workshop

Learn how to “care then dare" so that you have those tough conversations that change behaviours and results.

Workshop Overview

  • Not sure how to start the conversation.
  • Priorities being linked.
  • It feels really uncomfortable.
  • It doesn’t feel like my place to comment on someone else’s behaviour.
  • Happy to give feedback about the task but find it jard to discuss performance.
  • I am worried about the emotional outburst if i bring up a tough topic.
  • Lack of time.
  • Don’t want to demotivate the team – they are busy right now.
  • My direct report use to be my peer. It feels even more awkward having a difficult conversation.
  • This is a “nice" oraganisation and difficult conversations are not the norm.

This Workshop is for you if:

Group discussion getting delegates to identify what exactly stops then asking for and providing feedback right now. Use this session as the basis of their objective setting.

Nerves

Feels uncomfortable

Don’t know what to say

Not my place

I am not good enough to give feedback on this

This Workshop isn’t for you if:

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Feels uncomfortable

Don’t know what to say

Not my place

I am not good enough to give feedback on this

What will you learn?

1 WHAT DO WE MEAN BY “LEARNING MOMENTS"?
Discussing to understand that everything has two outcomes. We either win or we have a learning moment. Feedback is a great opportunity to optimize the learning from the moment and figure out how we could do this differently going forward.

2 WHAT STOPS US PROVIDING FEEDBACK RIGHT NOW?
Group discussion getting delegates to identify what exactly stops then asking for and providing feedback right now. Use this session the basic of their objective setting.

Nerves

Feels uncomfortable

Don’t know what to say

Not my place

I am not good enough to give feedback on this

3. THE THREE SIDES OF FEEDBACK

There is more to feedback than just provideing it to colleagues. We explore the triangle of feedback.

Asking for feedback

Receiving feedback gracefully

Providing feedback

4. WHAT TO SAY?

Two models to provide high quality feedback to your colleagues.

5. HOW TO SAY IT?

Three behaviours that will ensure you have the best possible chance of your feedback being received.

6. PARTICULARLY DIFFICULT SCENARIOS TO PROVIDE FEEDBACK

Look at the situation that really turn our stomachs when we need to provide feedback:

The highest performing member of your team is demonstrating arrogant behaviours
Your boss is continually late for you

You are new to the tram, feel you have low knowledge levels and witnessing unproductive behaviours
Team member was rude to a colleague

7. DEMONSTRATION

What does this all look like in action?

8. PRACTICE SESSIONS

Opportunity for you to put all this into action and receive feedback from your colleagues.

How to persuade your boss this is a good idea:

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What do people say about us?

Fuller Andrea

Test6

Angela has the fantastic ability to get under the skin of a team and understand their needs. This enables her to deliver a tailor-made learning solution which adds genuine value and benefit to the team, enabling them to move forward with clear direction and vision. I would highly recommend Angela to deliver the perfect training package to meet your development need and enhance team performance.

Andrea Fuller
HR Manager

Jo Mead

Test5

Angela's course design and delivery is always clear and makes learning enjoyable and easy. Her training materials during the training and support afterwards provide great insight in the subject. She works hard to ensure learning's are applied back into the workplace and finding ways for delegates to increase their accountability. Angela is an insightful and energetic trainer and I hope to work with her again in the future.

Jo Mead
Demand Planning Manager

Emily

Test4

Angela is one of the best trainers I have ever worked with. She uses a great mixture of science, theory, practical exercises and electronic applications to keep the audience engaged throughout any of her courses. She has a great skill at listening to an individual’s input, but still keeping to topic and to time. One of Angela’s greatest skills is building training material specific to a team’s needs, but aligning to wider business strategies and using expert views to deliver material that is well thought through and validated.

EMILY WOOTTON
Tesco Customer controller

Laura Mulholland

Test3

Angela has delivered many development programmes to our managers at Allied Bakeries and the feedback is always excellent. Her key strength is in her ability to relate, both to a diverse group of management and to tailor learning to the workplace making it relevant and insightful. She builds confidence in front line managers and creates a safe environment for people to try out new skills. The benefits can be seen in our manager’s capability improvement across the areas she has worked with us on which include Managing Performance, Coaching and Presentation Skills.

LAURA MULLHOLLAND
HR Manager

Test 1

The training help my colleagues and achieve personal growth which has in turn improved organisation capability.

DIANNE MCDONALD | HR MANAGER, ALLIED BACKRIES

Test 2

The training help my colleagues and achieve personal growth which has in turn improved organisation capability.

DIANNE MCDONALD | HR MANAGER, ALLIED BACKRIES

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