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Difficult Conversations


This programme examines where behaviours come from, motivations and considers the ingredients of conflict.  Delegates reflect on their own difficult conversations and critically examine their performance and how they contributed to a difficult conversation or a failed outcome.  It then considers ways to improve and uses role-play to try out some of the skills.

The programme also considers some in-depth focus on the importance of follow-through and ways to avoid the need for difficult conversations in the first place.  The course can also incorporate simple aspects of consequence (or ABC) theory to use positive reinforcement techniques in the workplace

The goal is not to have difficult conversations – if the groundwork is done properly and managers are consistent there should be no need for a difficult conversation.


  • Reflecting on previous difficult conversations to explore why they are perceived as ‘difficult’
  • Analysing one’s own behaviour pattern and triggers
  • Exploring others’ motivations for their behaviour
  • Learning to stay in control and confident when having difficult conversations
  • Methods to create sustained changes in behaviour
  • Tools to avoid the need for difficult conversations

On completing this course Managers will be able to:

  • Change your behaviour when having difficult conversations to get your message across
  • Know how your behaviour has previously contributed to unsuccessful conversations
  • Understand and explore motivations for the behaviours of others’
  • Plan and conduct effective conversations with employees
  • Have tools and methods to avoid the need for difficult conversations
  • Create a culture whereby you use positive reinforcement techniques to encourage behaviours and actions you value and minimise those you don’t

Who will this course benefit?

Managers who would like to improve on new tools and techniques to manage difficult conversations


1 day

Maximum number of participants:


Posted in Management & Leadership