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Explaining a concept

Courageous Conversations

Communication and having conversations are critical to all healthy relationship in our lives.  In the workplace it is important that these conversations are successful for both parties.  In a learning culture they are vital to get to know your colleagues, be fully informed of what’s expected of us and able to work to the best of our ability.  However, not all conversations are ‘easy’ or welcomed.  This is never truer when it comes to the difficult or courageous conversations.

These difficult conversations can be about broaching complex and sensitive subjects.  They can range from performance related issues, unacceptable behaviour or even giving information you know some won’t like.

Often people are concerned they will say the wrong thing, let their personal biases and perception get in the way, use clumsy language, or simply mess it up and make the situation worse. 

Often people have asked us: 

I have good intentions coming into this meeting, but will my points and opinions be valued or perceived in the intended way?

Will I say the right thing or offend?

Will I look engaged and interested?

So, preparation, planning and developing a structure to the conversation is vital.  Using a variety of interactive drama-based methods, we enable participants to practise the skills involved in holding a difficult conversation.  This coupled with actively listening, framing questions, demonstrating empathy, and utilising communication techniques, helps build confidence and competence. This enables participants to navigate the best approach to difficult conversations by trialling their learning in a safe and supportive environment.

In our training we will explore;

The variable ways of having these conversations and proven methods.

Utilising the SAID model for providing feedback.  

Building confidence to approach conversations, and the preparation required.

The importance of psychological safety to speak freely and openly in these conversations.

Using effective communication techniques, eg questions skills, building rapport and feedback

A group having a courageous conversation

Considerations surrounding the meeting such as when’s the right time, right place and right tone is for this discussion.

Exploring the benefits of sticking to the facts. Often leaders/managers can come unstuck when they cannot define acceptable levels of performance that were not previously agreed.

Following the training sessions, a feedback and evaluation report is compiled to ensure the actions highlighted are embedded and the learning is sustained. The report is reflective of the lived experience and perspective of the participants and includes: 

Issues, actions and concerns arising

Reoccurring themes

Consultative results and areas to be addressed

Voting results

Recommendations and actions

Participant feedback

Our reports are anonymous and compiled around individual, team, manager and organisation actions

All of our high impact programmes are able to be delivered face to face or virtually – just let us know your preference! 

“The training is expertly run, interactive and really makes people think.  Being able to step into someone else’s shoes and see the world from their perspective was enlightening and revealing.  In terms of content, it was well-researched, realistic and recognisable.  Everyone should have the chance to participate in this one – it is brilliant.”  

Chief Superintendent 

Metropolitan Police Service

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