Managing Difficult Conversations

With companies scrambling to adapt to a changing economy, managers need to be able to hold skillful, timely, difficult conversations.

For business to proceed with minimal disruptions and maximum input from its stakeholders, the capacity for managing difficult conversations has become a key competency.

Whether delivering difficult news, giving tough performance feedback, or changing policies, the reticence most managers feel about having difficult conversations with employees is common.

We named this reluctance “the avoidance syndrome.” It causes frustration and low morale, poorly made decisions, stalled projects and loss of motivation.

During class, managers and team leads will spend a half-day learning how to create a rational framework for dealing with emotions that often feel irrational and difficult to work with. In addition, participants will practice a 5-Step Model for moving through difficult conversations.

Unlike many communication skills training courses, this class facilitates learning how to work with the wide range of emotions that people experience while having difficult conversations. Managing Difficult Conversations has been implemented multiple times to accompany the roll-out of new processes, giving managers a specific framework for having difficult conversations. Case studies can be easily customized.