Leading difficult conversations

ADDRESS SENSITIVE TOPICS AND SPEAK TRUTHFULLY

Leading a team inevitably means being confronted with delicate issues such as the quality of work, remuneration, working hours, vacations, delays, behavioural problems, and bad news. Accepting that these elements are part of the role is essential for the manager to be able to intervene in a calm but firm manner and reach solutions before things get out of hand.

A few basic rules for structuring your discourse and using the right words will help to dispel the tension and encourage the emergence of solutions that are satisfactory to all parties involved. They help avoid awkwardness and potential damage to relationships while taking into account that every situation is unique.

OBJECTIVES :

I Structure your speech

I Be aware of your intention and your posture

I Listen actively and remain open

I Manage your emotions and those of your interlocutor

I Conclude with a clear agreement

CONTENT :

I Dramatic triangle (Transactional Analysis) and life positions

I Power relations and anti-values (neuroscience – Behavioural NeuroCognitive Approach)

I Open questioning and reformulation

I Systemic constellations

I The DESC model

The training is adapted to the client’s needs and context. The pedagogical approach is playful and participative with the group working on concrete cases brought by the participants and practices during simulated interviews. The optional presence of an actor makes the approach even more effective.

Leading difficult conversations

Leading difficult conversations

OBJECTIVES :

CONTENT :

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