In our working lives, we will all need to have difficult conversations sometimes. These require a range of communication skills: verbal (e.g. using different types of questions), non-verbal (e.g. body language) and conversation management (e.g. preparing for the conversation and remaining objective).
This course focuses on verbal and non-verbal communication skills, the associated planning, and the preparation a manager should do before a challenging conversation with an employee. It follows the scenario of a manager meeting with an employee to discuss a performance issue. Learners must choose the best responses to the employee to progress.
This course will provide continuous formative assessment via decision points in the roleplay to fill knowledge gaps. It is not a pass/fail course but is instead focused on skills building.
| Number of Learners | Cost (per year) | |
|---|---|---|
| 1 - 10 | ||
| 11 - 20 | ||
| 21 - 50 | ||
| 51 - 100 | ||
| 101 - 150 | ||
| 150+ | ||
| Number of Learners | Cost (per year) | |
|---|---|---|
| 50 - 100 | ||
| 101 - 200 | ||
| 201 - 300 | ||
| 301 - 400 | ||
| 401 - 500 | ||
| 501 - 750 | ||
| 751 - 1000 | ||
| 1001 - 2500 | ||
| 2501 - 5000 | ||
| 5000 - 10,000 | ||
| 10,000 + | ||
Included Features
Conversations that managers and employees find difficult can be about many different subjects. They may involve a difference of opinion, a performance issue or include bad news.
Management training in handling difficult conversations is a key way of making sure these conversations go smoothly and generate a successful outcome for all involved. It is important for managers to remain calm and composed and prepare well for the conversation. Training can help them to do this efficiently. Courses that help with this are an investment in employee/manager relations.
A difficult conversation is any discussion where there might be conflict, a difference of opinion, or challenging information being delivered. Managers will face many of these over the course of their careers. Examples include performance issues, addressing interpersonal conflict in a team and delivering disappointing news such as redundancy.
It’s important for managers to prepare for difficult conversations to ensure the message is delivered correctly. This makes the likelihood of a good outcome for both parties in the conversation more likely. Managers should take time to review all the relevant information, work out the key points they want to address and prepare for anything that is likely to crop up during the conversation.
Difficult conversations are challenging because they often involve delivering bad news, such as negative performance issues. Emotions can run high on both sides and in some cases, long held back tensions can come to the surface. In many difficult conversations, managers have to prepare well and keep their own emotions in check so they can run the meeting efficiently.
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