SLides from a 2 day course on how to create positive results from difficult conversations. Participants learn advanced coaching skills as well as techniques to engage reluctant employees and clients.
This document outlines strategies for having difficult conversations effectively. It discusses how assumptions, fears, roles and personalities can make conversations difficult. It emphasizes active listening skills like maintaining eye contact and acknowledging feelings. Reframing issues and separating people from problems are presented as ways to facilitate understanding. Role playing difficult scenarios is suggested as practice to apply the strategies. The overall message is that difficult conversations require preparation and focus to have positive outcomes.
Orly Amrany discusses managing difficult conversations and her personal journey developing soft skills. She covers common types of hard conversations at work like disagreements, feedback, and asking for promotions. Basic tips are provided for having conflicts including listening, inquiring, validating understanding, and formalizing agreements. Emotions, especially for women, are noted as one of the hardest parts to manage. Personal notes encourage finding strengths, avoiding accusations, and progressing at work without compromising values or ambitions. A short Mad Men video clip portrays challenges for women in the workplace.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
Difficult Conversations in Creative Environments ~ IA Summit 2009Dan Brown
Information Architects work in environments that demand close collaboration with other people, primarily clients and colleagues. Design teams of any size need to manage the logistics of the design process, collaborate with each other to solve complex problems, and communicate those ideas effectively. Clients also exert pressure on the design team, presenting the design problem and vetting potential solutions. Successful senior designers and team managers must know how to navigate these waters delicately. Every one of these activities–from clarifying requirements to presenting design ideas to walking through revisions–requires working with other people. Every task on a design project has some element of communication and collaboration. And these infinite touchpoints within the team (designers, managers, stakeholders, and clients alike) represent risks to the project: one misstep and the project can come to a screeching halt.
This workshop is for information architects to help them understand and improve the core communications skills for working with teams and clients. Junior information architects seeking advancement will benefit from this opportunity to explore the crucial skills that separate them from senior designers.
This document provides guidance on having difficult conversations in employment situations. It discusses preparing for conversations regarding probationary periods, disciplinary issues, and performance management. Key points include controlling the situation and your emotions, asking open-ended questions, actively listening, being consistent in applying sanctions, and maintaining ongoing dialogue rather than storing up problems. Thorough preparation is emphasized, such as knowing policies, evidence, and possible outcomes before meetings.
The objective of this module is to
Identify difficult interpersonal situations
Learn how to initiate and close conversations in difficult situations
Minimize destructive conversations
Develop precise questions to conduct a skillful conversation.
Engage in open and productive conversations
This document outlines strategies for having difficult conversations effectively. It discusses how assumptions, fears, roles and personalities can make conversations difficult. It emphasizes active listening skills like maintaining eye contact and acknowledging feelings. Reframing issues and separating people from problems are presented as ways to facilitate understanding. Role playing difficult scenarios is suggested as practice to apply the strategies. The overall message is that difficult conversations require preparation and focus to have positive outcomes.
Orly Amrany discusses managing difficult conversations and her personal journey developing soft skills. She covers common types of hard conversations at work like disagreements, feedback, and asking for promotions. Basic tips are provided for having conflicts including listening, inquiring, validating understanding, and formalizing agreements. Emotions, especially for women, are noted as one of the hardest parts to manage. Personal notes encourage finding strengths, avoiding accusations, and progressing at work without compromising values or ambitions. A short Mad Men video clip portrays challenges for women in the workplace.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
This document discusses having difficult conversations in the workplace. It outlines that people dislike difficult conversations because they take time, involve emotions, and can cause conflict. However, having the conversations (action) is better than no action, as problems will escalate without action. The document provides a 3-step process for handling difficult conversations: 1) gain clarity on the issue by separating facts from feelings, 2) overcome the instinct to avoid the conversation, and 3) deliver the message in a direct but sensitive way using "I" statements. The goal is to have productive discussions to improve relationships and work productivity.
Difficult Conversations in Creative Environments ~ IA Summit 2009Dan Brown
Information Architects work in environments that demand close collaboration with other people, primarily clients and colleagues. Design teams of any size need to manage the logistics of the design process, collaborate with each other to solve complex problems, and communicate those ideas effectively. Clients also exert pressure on the design team, presenting the design problem and vetting potential solutions. Successful senior designers and team managers must know how to navigate these waters delicately. Every one of these activities–from clarifying requirements to presenting design ideas to walking through revisions–requires working with other people. Every task on a design project has some element of communication and collaboration. And these infinite touchpoints within the team (designers, managers, stakeholders, and clients alike) represent risks to the project: one misstep and the project can come to a screeching halt.
This workshop is for information architects to help them understand and improve the core communications skills for working with teams and clients. Junior information architects seeking advancement will benefit from this opportunity to explore the crucial skills that separate them from senior designers.
This document provides guidance on having difficult conversations in employment situations. It discusses preparing for conversations regarding probationary periods, disciplinary issues, and performance management. Key points include controlling the situation and your emotions, asking open-ended questions, actively listening, being consistent in applying sanctions, and maintaining ongoing dialogue rather than storing up problems. Thorough preparation is emphasized, such as knowing policies, evidence, and possible outcomes before meetings.
The objective of this module is to
Identify difficult interpersonal situations
Learn how to initiate and close conversations in difficult situations
Minimize destructive conversations
Develop precise questions to conduct a skillful conversation.
Engage in open and productive conversations
Training Slide Deck
Tips on Difficult Conversations
-What to think about when preparing for difficult conversations
-Things to remember during difficult conversations
- Top 6 mistakes that can turn difficult conversations into disasters.
The document outlines 5 steps for having difficult conversations: 1) Prepare by considering different perspectives; 2) Check your purpose and decide if the issue needs to be raised; 3) Start from a place of understanding different perspectives; 4) Explore all stories and perspectives; 5) Problem-solve by considering all options and standards. It provides guidance for each step, such as inquiring with open-ended questions, acknowledging feelings, and inventing options for resolution. The overall aim is to have authentic conversations that understand multiple perspectives and jointly solve problems.
This document provides guidance on having difficult conversations and delivering bad news. It recommends expressing empathy for the other person's feelings and perspective. It advises practicing your core message but not too much, and delivering bad news in person. It also suggests having a plan but not being talked out of your decision, focusing on communicating your core message clearly, and then planning an exit from the conversation once understanding is reached. The document concludes with a reminder that difficult conversations should always be handled with respect, follow-up, and consideration of the other person's perspective.
This document provides tips for having difficult conversations. It advises to see difficult conversations as opportunities rather than obstacles. When having the conversation, plan what you will say and your responses. Choose an appropriate time and place and take emotion out of the discussion. Get straight to the point by clearly explaining what needs to change and why. Listen to the other person's response without getting derailed from your message. Keep the conversation respectful, constructive, and honest. Agree on next steps and commitments to move forward.
How To Manage A Difficult Conversation At Work - Task 3812guest0d9001c
The document discusses how to manage difficult conversations at work. It provides tips for having productive difficult conversations, such as keeping the conversation private, stating the purpose and desired outcome, listening and paraphrasing, using "I" and "and" instead of accusatory language, being direct but not judgmental, preparing for negative reactions, involving the other person in solutions, and thanking them. The overall message is that difficult conversations are an opportunity to turn something negative into something positive.
Dorset HR Forum April - Having Difficult ConversationsMandy Fitzmaurice
This document provides guidance on having difficult conversations in the workplace. It begins with an introduction to the topic and common fears or challenges associated with difficult conversations. It then provides a 3-stage process for managing difficult conversations, including preparing for the conversation, using a 4-step approach during the conversation, and practicing the conversation. Finally, it discusses two legal cases related to discrimination and dismissal to demonstrate how conversations can have legal implications if not handled properly.
This document provides strategies for effectively engaging in difficult conversations and negotiations. It emphasizes the importance of preparation, including identifying the problem, clarifying one's goal, anticipating reactions, and planning a message that is accurate, brief, and clear. Key recommendations include listening without interrupting, acknowledging other perspectives, responding calmly without becoming defensive, and being willing to discuss issues as they arise in the future. The overall message is that preparation, empathy, and maintaining composure are vital for successfully navigating high-stakes discussions.
This document provides guidance on having difficult conversations effectively and respectfully. It emphasizes getting clear on the key issues and one's own perspective, considering the other person's viewpoint, and focusing on understanding each other and resolving conflicts together through open-ended questions, active listening, and validating each other's perspectives rather than blaming. The goal is to have a respectful discussion and work toward an mutually agreeable outcome.
This document outlines an agenda and activities for a training session on initiating difficult conversations. The session aims to help participants identify effective strategies for difficult conversations, reflect on how they have handled such conversations, and reconcile beliefs about efficacy with an open mindset. The agenda includes discussing common pitfalls, roleplaying scenarios, and preparing for a real difficult conversation. Participants will practice skills like preparing purposefully, exploring all perspectives, and problem-solving.
Leadership Principles for Difficult ConversationsRhett Laubach
The document outlines principles for having difficult conversations as a leader. It provides examples of difficult conversations, such as explaining why someone did not get a promotion or confronting unacceptable behavior. It then describes 5 principles for difficult conversations: put others first, don't delay difficult conversations, take an adaptive approach, find common ground to build from, and let goals and values guide the discussion. The principles advise focusing on behavior, being prepared, and seeking win-win outcomes through understanding different perspectives.
This presentation will support the webinar and covers;
What is a baseline and why is it important?
Baseline questions
What to look for and take note of
Common errors when establishing/interpreting a baseline
Techniques for building rapport
Mirroring, understanding, sharing experiences
How to conduct conversational style interviews
Building rapport across cultures
How to ensure you come across as sincere
Exercises for developing and improving skills
Know and avoid the biggest mistake in difficult conversations 181114Sonia Gill
The single biggest reason a difficult conversation fails is because we don’t clearly tell the other person what the problem is. In this webinar Sonia Gill will be sharing how you can get clear on the issue and say it so that you can create the positive change that is needed.
The slide is about the need and importance of inter personal skills. Each and every business day the manager puts many decision questions to the test. The questions must first be identified as problems or opportunities, verified; scaled into mathematical models for which an answer will abound, and then controlled by updating the solutions because of the dynamic nature of business decisions. Mathematics has been recognized as an autonomous interior constructional activity which, although it can be applied to an exterior world, neither in its origin nor in its methods depends on an exterior world. The criterion of a good mathematical model is confined to its usefulness in making good strategic decisions. This is the absolute core of Management Science approach to decision-making, which is the science of decision-making. Not all science facts have practical usefulness. For example, Darwin's insight had no practical payoff, but he was a revered figure because he changed the way humans see their place in nature. The slide is based on the premise that a good decision maker has good interpersonal skills.
Management Science can help reduce or eliminate the fear of making wrong decisions by providing help with the decision-making process. In fact, management science's goal is to eliminate decidophobia. This is accomplished through the phased processes of management science that dissects the components of the decision into workable elements and allows one to proceed to the decision-making stage with sound knowledge on which to base one's choice. However, if you choose not to use management science, there are plenty of other ways to avoid making decisions.
This document provides a summary of a workshop on body language basics across 12 modules:
The workshop teaches how to interpret body language as a form of communication, covering topics like communicating with gestures, reading facial expressions and body positions, gender differences, lying detection, and improving one's own body language. The overall goal is to enhance understanding and improve interactions, negotiations, and relationships through correctly interpreting unspoken signals.
Difficult Conversations is based on the book Difficult Conversation and is a methodology of how to engage anyone successfully through a difficult conversation. It is a method I work with in instructing clients how to work with those that they have typically been challenged with. It works as well in your personal life as it does your work life.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
It's the summary of the book "The power of a positive No" -A positive No balance power and relationship in the service of your interests.
The presentation will tell you 1> Prepare-Uncover your core interests 2>Deliver a positive No 3>Follow through
Michael Klejman, Bill Smith and I (Katherine Popaleni) developed this power point and used it in our presentation to delegates at the Ontario Assoc. of Not for Profit Homes and Services for Seniors.
Many of us struggle when we want to bring up a sensitive issue with others (peers, colleagues, family, friends, neighbours etc.) Our awkward, uncomfortable feelings can lead us to react in the moment or put things off for fear of damaging the relationship. The reality is that the issue does not disappear, and, if not addressed, it can lead to misunderstandings and strained relationships.
The power point outlines a new approach that will help you handle challenging conversations with confidence and success. The PP outlines a 3-stage model for 'coaching' your own conversations constructively.
While the focus of this group was health care, the model can apply to different kinds of workplaces as well as in personal relationships.
Hope it's helpful.
Katherine Popaleni
How to Master Difficult Conversations at Work – Leader’s GuidePiktochart
Confrontation and having difficult conversations with employees is one of the hardest jobs of a leader. Learn how to approach them using the GROW acronym:
G is for Goals
Start every difficult conversation by stating its purpose
R is for Reality
State the reality of how the person is performing or how he or she is behaving.
O is for Options
Lay out a few options to help this person improve.
W is for Willingness
Ask this person what they would do and give them time to respond
Here's the full article about it: https://piktochart.com/blog/master-difficult-conversations
Let us know how you approach difficult conversations!
The document provides 5 unconventional ways to boost creativity: 1) Cut yourself off from sensory input by reducing visual input, noise, and isolating yourself. 2) Engage in daydreaming to allow problems to be solved creatively. 3) Take improv comedy lessons to improve mental flexibility. 4) Eat something new for breakfast to disrupt normal thought patterns. 5) Switch up your work schedule by staying up late or waking early when your mind is less awake to make unusual connections. The goal is to get the brain working less efficiently to spark creativity.
Training Slide Deck
Tips on Difficult Conversations
-What to think about when preparing for difficult conversations
-Things to remember during difficult conversations
- Top 6 mistakes that can turn difficult conversations into disasters.
The document outlines 5 steps for having difficult conversations: 1) Prepare by considering different perspectives; 2) Check your purpose and decide if the issue needs to be raised; 3) Start from a place of understanding different perspectives; 4) Explore all stories and perspectives; 5) Problem-solve by considering all options and standards. It provides guidance for each step, such as inquiring with open-ended questions, acknowledging feelings, and inventing options for resolution. The overall aim is to have authentic conversations that understand multiple perspectives and jointly solve problems.
This document provides guidance on having difficult conversations and delivering bad news. It recommends expressing empathy for the other person's feelings and perspective. It advises practicing your core message but not too much, and delivering bad news in person. It also suggests having a plan but not being talked out of your decision, focusing on communicating your core message clearly, and then planning an exit from the conversation once understanding is reached. The document concludes with a reminder that difficult conversations should always be handled with respect, follow-up, and consideration of the other person's perspective.
This document provides tips for having difficult conversations. It advises to see difficult conversations as opportunities rather than obstacles. When having the conversation, plan what you will say and your responses. Choose an appropriate time and place and take emotion out of the discussion. Get straight to the point by clearly explaining what needs to change and why. Listen to the other person's response without getting derailed from your message. Keep the conversation respectful, constructive, and honest. Agree on next steps and commitments to move forward.
How To Manage A Difficult Conversation At Work - Task 3812guest0d9001c
The document discusses how to manage difficult conversations at work. It provides tips for having productive difficult conversations, such as keeping the conversation private, stating the purpose and desired outcome, listening and paraphrasing, using "I" and "and" instead of accusatory language, being direct but not judgmental, preparing for negative reactions, involving the other person in solutions, and thanking them. The overall message is that difficult conversations are an opportunity to turn something negative into something positive.
Dorset HR Forum April - Having Difficult ConversationsMandy Fitzmaurice
This document provides guidance on having difficult conversations in the workplace. It begins with an introduction to the topic and common fears or challenges associated with difficult conversations. It then provides a 3-stage process for managing difficult conversations, including preparing for the conversation, using a 4-step approach during the conversation, and practicing the conversation. Finally, it discusses two legal cases related to discrimination and dismissal to demonstrate how conversations can have legal implications if not handled properly.
This document provides strategies for effectively engaging in difficult conversations and negotiations. It emphasizes the importance of preparation, including identifying the problem, clarifying one's goal, anticipating reactions, and planning a message that is accurate, brief, and clear. Key recommendations include listening without interrupting, acknowledging other perspectives, responding calmly without becoming defensive, and being willing to discuss issues as they arise in the future. The overall message is that preparation, empathy, and maintaining composure are vital for successfully navigating high-stakes discussions.
This document provides guidance on having difficult conversations effectively and respectfully. It emphasizes getting clear on the key issues and one's own perspective, considering the other person's viewpoint, and focusing on understanding each other and resolving conflicts together through open-ended questions, active listening, and validating each other's perspectives rather than blaming. The goal is to have a respectful discussion and work toward an mutually agreeable outcome.
This document outlines an agenda and activities for a training session on initiating difficult conversations. The session aims to help participants identify effective strategies for difficult conversations, reflect on how they have handled such conversations, and reconcile beliefs about efficacy with an open mindset. The agenda includes discussing common pitfalls, roleplaying scenarios, and preparing for a real difficult conversation. Participants will practice skills like preparing purposefully, exploring all perspectives, and problem-solving.
Leadership Principles for Difficult ConversationsRhett Laubach
The document outlines principles for having difficult conversations as a leader. It provides examples of difficult conversations, such as explaining why someone did not get a promotion or confronting unacceptable behavior. It then describes 5 principles for difficult conversations: put others first, don't delay difficult conversations, take an adaptive approach, find common ground to build from, and let goals and values guide the discussion. The principles advise focusing on behavior, being prepared, and seeking win-win outcomes through understanding different perspectives.
This presentation will support the webinar and covers;
What is a baseline and why is it important?
Baseline questions
What to look for and take note of
Common errors when establishing/interpreting a baseline
Techniques for building rapport
Mirroring, understanding, sharing experiences
How to conduct conversational style interviews
Building rapport across cultures
How to ensure you come across as sincere
Exercises for developing and improving skills
Know and avoid the biggest mistake in difficult conversations 181114Sonia Gill
The single biggest reason a difficult conversation fails is because we don’t clearly tell the other person what the problem is. In this webinar Sonia Gill will be sharing how you can get clear on the issue and say it so that you can create the positive change that is needed.
The slide is about the need and importance of inter personal skills. Each and every business day the manager puts many decision questions to the test. The questions must first be identified as problems or opportunities, verified; scaled into mathematical models for which an answer will abound, and then controlled by updating the solutions because of the dynamic nature of business decisions. Mathematics has been recognized as an autonomous interior constructional activity which, although it can be applied to an exterior world, neither in its origin nor in its methods depends on an exterior world. The criterion of a good mathematical model is confined to its usefulness in making good strategic decisions. This is the absolute core of Management Science approach to decision-making, which is the science of decision-making. Not all science facts have practical usefulness. For example, Darwin's insight had no practical payoff, but he was a revered figure because he changed the way humans see their place in nature. The slide is based on the premise that a good decision maker has good interpersonal skills.
Management Science can help reduce or eliminate the fear of making wrong decisions by providing help with the decision-making process. In fact, management science's goal is to eliminate decidophobia. This is accomplished through the phased processes of management science that dissects the components of the decision into workable elements and allows one to proceed to the decision-making stage with sound knowledge on which to base one's choice. However, if you choose not to use management science, there are plenty of other ways to avoid making decisions.
This document provides a summary of a workshop on body language basics across 12 modules:
The workshop teaches how to interpret body language as a form of communication, covering topics like communicating with gestures, reading facial expressions and body positions, gender differences, lying detection, and improving one's own body language. The overall goal is to enhance understanding and improve interactions, negotiations, and relationships through correctly interpreting unspoken signals.
Difficult Conversations is based on the book Difficult Conversation and is a methodology of how to engage anyone successfully through a difficult conversation. It is a method I work with in instructing clients how to work with those that they have typically been challenged with. It works as well in your personal life as it does your work life.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
It's the summary of the book "The power of a positive No" -A positive No balance power and relationship in the service of your interests.
The presentation will tell you 1> Prepare-Uncover your core interests 2>Deliver a positive No 3>Follow through
Michael Klejman, Bill Smith and I (Katherine Popaleni) developed this power point and used it in our presentation to delegates at the Ontario Assoc. of Not for Profit Homes and Services for Seniors.
Many of us struggle when we want to bring up a sensitive issue with others (peers, colleagues, family, friends, neighbours etc.) Our awkward, uncomfortable feelings can lead us to react in the moment or put things off for fear of damaging the relationship. The reality is that the issue does not disappear, and, if not addressed, it can lead to misunderstandings and strained relationships.
The power point outlines a new approach that will help you handle challenging conversations with confidence and success. The PP outlines a 3-stage model for 'coaching' your own conversations constructively.
While the focus of this group was health care, the model can apply to different kinds of workplaces as well as in personal relationships.
Hope it's helpful.
Katherine Popaleni
How to Master Difficult Conversations at Work – Leader’s GuidePiktochart
Confrontation and having difficult conversations with employees is one of the hardest jobs of a leader. Learn how to approach them using the GROW acronym:
G is for Goals
Start every difficult conversation by stating its purpose
R is for Reality
State the reality of how the person is performing or how he or she is behaving.
O is for Options
Lay out a few options to help this person improve.
W is for Willingness
Ask this person what they would do and give them time to respond
Here's the full article about it: https://piktochart.com/blog/master-difficult-conversations
Let us know how you approach difficult conversations!
The document provides 5 unconventional ways to boost creativity: 1) Cut yourself off from sensory input by reducing visual input, noise, and isolating yourself. 2) Engage in daydreaming to allow problems to be solved creatively. 3) Take improv comedy lessons to improve mental flexibility. 4) Eat something new for breakfast to disrupt normal thought patterns. 5) Switch up your work schedule by staying up late or waking early when your mind is less awake to make unusual connections. The goal is to get the brain working less efficiently to spark creativity.
New Manager’s Playbook: Having Difficult Conversations With EmployeesMarcus Blankenship
It’s a fairly routine deployment, but this time, it’s not full of victories. Something goes wrong—seriously wrong—and when the dust settles, you discover the problem centers on a basic mistake from one of your programmers.
To add to the pain, this particular programmer just happened to leave work early that day and miss all of the fun.
Your stomach is churning, your head is pounding, and you’re about ready to rip loose a torrent of frustration on innocent bystanders.
Welcome to management! Now is the perfect time to have a difficult conversation.
Time Management & Worklife Balance training coursewulston alderman
I recently delivered this training course to an organisation to address Time management and Worklife Balance. It was well received and met with some interesting results.
Taking the Difficult Out of Difficult ConversationsXenium HR
We’re dreading them…the hard conversations that are often unavoidable in our professional relationships. We try to put off the stress inducing interactions with our colleagues and our bosses only to learn that we pay the price in relationships gone badly or unaddressed issues getting out of hand. Not having these difficult conversations is a costly affair in most cases.
It is possible to confidently and successfully have a difficult conversation by applying just a few key strategies.
Strategies for Managing a Diverse WorkforcePayScale, Inc.
In an ever increasingly global economy, the ability to manage a diverse workforce is a key competitive advantage. However, today’s HR teams are challenged when it comes to figuring out compensation strategies for a diverse workforce.
Join Crystal Spraggins, SPHR and Mykkah Herner, MA, CCP as they talk about the intersections between diversity and compensation:
Alternative ways of looking at diversity
Identifying pay inequities
Training managers well beyond compliance
Diversity and the salary negotiation process
Diversity beyond compensation such as practicing inclusion in hiring, training and development
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. It defines crucial conversations as important discussions where opinions differ and emotions run high. Such conversations include disagreements with bosses, spouses, or coworkers. The document notes that people often handle these conversations poorly when under pressure. It outlines skills taught in the book for having dialogue where all parties can respectfully share their perspectives to find mutually agreeable solutions. These include focusing on understanding different viewpoints rather than just asserting your own and working to develop a shared understanding.
These are the slides from a workshop I am running, it definitely doesn't quite translate to self paced online, but you get an idea of some of the stuff. Please provide comments if you have any feedback!
This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
Diversity Management The Challenges And OpportunitiesShruti Bhatia
Managing diversity in organizations is important for several reasons. A diverse workforce can lead to greater creativity and innovation through different perspectives. It can also improve a company's public image and expand its markets. However, diversity also presents challenges like resistance to change, interpersonal conflicts, and backlash. The best companies manage diversity effectively by embracing diversity, recruiting and selecting employees fairly, providing training, being flexible, and avoiding stereotypes. They recognize diversity as an asset rather than just a legal requirement.
The document discusses work-life balance and its importance. It defines work-life balance as the ability to be productive at work while maintaining a happy home life with leisure time. It then discusses six components of achieving work-life balance: self-management, time management, stress management, change management, technology management, and leisure management. The document also discusses causes of imbalance like work pressure and stress, and consequences like health risks, absenteeism, and burnout. Finally, it discusses responsibilities of employers in helping employees achieve better balance through options like telecommuting, job sharing, and flexible scheduling.
The document discusses diversity in the workplace. It defines diversity and outlines laws from the 1960s that promoted diversity and prohibited discrimination. Research on diversity has found both benefits like increased innovation and creativity, as well as potential negatives like conflict. Whether diversity has positive or negative effects depends on factors like organization size and culture. Many organizations now provide diversity training to increase awareness and promote effective management of diverse workplaces, though discrimination still exists in some companies.
This document discusses core management skills including emotional intelligence, communication skills, planning and time management, managing individuals, and negotiation skills. It provides an experiential learning cycle model and describes different personality types and brain modes. It emphasizes developing self-awareness, listening skills, giving feedback, dealing with conflict, and adapting management style based on an individual's competence level. The overall goal is to enable participants to improve their leadership skills and achieve more effective results as a manager.
This document discusses leading into 2021 and beyond. It focuses on evolving leadership by working on individual and collective internal and external areas of focus. The internal individual areas include reflecting personally and being self-aware. The collective internal involves aligning a team through shared vision and values. The individual external is about priorities, communication, and integrity. The collective external centers on clear structure, roles, systems, and training. It emphasizes that context and words shape reality, and leaders should be aware of team beliefs and values to create aligned futures. Leaders are encouraged to reflect regularly on assumptions and decide consciously on futures.
This document provides an overview of a workshop on building emotional intelligence (EQ). It discusses the five core EQ skills - self awareness, self regulation, motivation, empathy, and social skills. For each skill, it describes strategies for improving such as mindfulness meditation, understanding emotions, compassion exercises, and relationship management techniques. The goal is to help participants understand EQ, assess their current level, and learn ways to strengthen their emotional skills through activities and self reflection.
This presentation i have prepared with reference to the "Seven Habits of Highly Effective People" by Stephen Covey and some other studied material to conduct the Leadership Skills training for my second line management team.
The document discusses key factors for organizational success, including effective leadership, a clear mission and goals, strong communication, and focusing on talent and people. It emphasizes creating trust and a positive work environment. Other topics covered include understanding and managing risk, avoiding complacency through training, and maintaining an optimistic mindset.
This document summarizes Stephen Covey's book "The Seven Habits of Highly Effective People" in 3 sentences or less per habit:
Habits 1-3 focus on self-mastery through being proactive, having a vision and values, and prioritizing important goals. Habits 4-6 involve managing relationships and interactions with others through cooperation, understanding different perspectives, and creating synergistic solutions. Habit 7 emphasizes the need for self-renewal through balanced improvements to one's physical, social/emotional, mental, and spiritual well-being.
Emotional intelligence is key to effective leadership. Leaders must manage their own emotions to avoid relationship problems, rage in the workplace, poor decision making, and high employee turnover. Developing emotional intelligence allows leaders to have personal mastery, build empathy, influence others, solve conflicts, make good decisions under pressure, and drive vision and performance. Leaders can improve emotional intelligence by paying attention to body language, listening more than speaking, reframing negative emotions into curiosity, eliciting pride in others, and being aware that emotions are contagious. Regularly checking in on factors like work-life balance, feedback, productivity, motivation, and purpose within their team can help leaders build a strong emotionally intelligent team.
Emotional intelligence is key to effective leadership. Leaders must manage their own emotions to avoid relationship problems, rage in the workplace, poor decision making, and high employee turnover. Developing emotional intelligence allows leaders to have personal mastery, influence others, solve conflicts, be approachable, make good decisions under pressure, and drive vision and performance. Leaders can improve emotional intelligence by paying attention to body language, listening more than speaking, getting curious instead of furious, eliciting pride in others, and remembering that emotions are contagious. Regularly checking in on factors like motivation, self-awareness, and relationship management can help build an emotionally intelligent team.
Emotional Intelligence plays a very important role in Leadership Development and Succession Planning. It's about developing empathy and supporting your colleagues by partnering with them.
Emotional intelligence (EI) refers to the ability to recognize one's own emotions and understand how those emotions affect others. The document discusses five key elements of EI: self-awareness, self-regulation, motivation, empathy, and social skills. People with high EI are often successful because they are good listeners, manage their emotions well, and understand other people's perspectives. EI can be developed by observing one's reactions, evaluating strengths and weaknesses, and examining how one's actions impact others.
The document discusses understanding learning styles and provides guidance for new managers. It covers understanding the purpose of one's job by defining the function versus the purpose. It also discusses goal setting, effective communication, modeling good behaviors, different learning and behavior styles, and the importance of teamwork.
Seven habits of highly effective peoples - Gerhardtgenesissathish
The document provides an overview of leadership qualities and strategies for career success based on Stephen Covey's Seven Habits of Highly Effective People. It discusses the importance of understanding the big picture, empowering and developing people, and adapting to different situations. It also covers personal leadership through strategic planning, mentors, and continuous self-improvement. Teamwork, culture, and the four levels of leadership are examined. Finally, the seven habits are summarized with a focus on being proactive, beginning with the end in mind, and putting first things first.
The document provides an overview of leadership qualities and Stephen Covey's Seven Habits of Highly Effective People. It discusses that effective leadership requires understanding the big picture, empowering and developing teams, and adapting to different situations. It also outlines the seven habits which include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand, synergizing, and sharpening the saw.
This document discusses ways to avoid failure in organizations through effective leadership and management. It provides 10 ways that can guarantee failure, such as losing trust, poor communication, and not having a clear mission. It also discusses two main reasons for failure: system flaws and leadership flaws. System flaws include an unclear mission, undefined roles and responsibilities, and lack of accountability. Leadership flaws include failing to create a proper work climate, poor communication skills, and micro-managing. The document emphasizes the importance of trust, communication, talent development, clear mission and goals, and focusing on people in building a successful organization.
This document provides an overview of a presentation on emotional intelligence. It discusses key concepts such as self-awareness, social awareness, self-management, relationship management, and EQ competencies. Various assessment tools are presented to help individuals understand their own preferences and strengths. Effective leadership is shown to require skills like self-confidence, credibility and trust that relate to emotional intelligence. Motivation and achieving goals are also linked to managing emotions. The importance of effective communication and relationships is emphasized.
This document summarizes a strengths-based leadership workshop that took place on March 24, 2017. The workshop objectives were to help participants understand strengths-based leadership principles to develop themselves, lead others, and create a strengths-based organization. Key aspects of the workshop included understanding that leadership is both innate and developed, focusing on individuals' talents and strengths rather than weaknesses, and creating well-rounded teams. The workshop also involved strength identification exercises and discussion of leadership theories over time.
The document discusses leadership and coaching. It emphasizes that leaders should coach people's attitudes, teach skills, and manage actions in order to achieve peak performance. A key message is that leaders must focus on coaching individuals to improve their attitudes, skills, and actions in order to drive better results. Coaching involves setting high standards, instilling a growth mindset, and helping people learn, grow and improve continuously.
How to get started with Emotional IntelligenceCoralie Sawruk
90% of top performers in the workplace possess high Emotional Intelligence! Get started with those simple actions you can take every day!
Want to know more about emotional intelligence? Pay a visit to www.coraliesawruk.com
Create more SWIFT Success with new go GO Mindset Mastery process & real Meaningful goals that create TRUE Success with Tony Dovale successactivators.com/free-book/
Entrepreneurs need a new mindset to create value and meaning as they master thier crafts and talents with PMR protocol to Rewire, re-energise and rejuvenate your brain and mindset. see more info at www.lifemasters.co.za and business Keynote speakers at www.tonydovalespeaks.com
To Be a Great Leader You Have to ListenCenterfor HCI
There are two basics when it comes to coaching namely, listening and asking questions. However, listening skills can be learned and improved by following some tips and day-to-day practice.
Similar to The Discomfort Zone: How leaders turn difficult conversations into breakthroughs (20)
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
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A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
2. What people want and expect from their leaders is
evolving with the changing world.
3. What are the key
leadership skills now?
Source: Human Capital Institute
Adaptability
Problem-Solving
Skills
Communication
Skills
Empathy
Coaching Skills
What
employees
want
What
managers
think
4. WHY COACHING WORKS
Most peopleMost peopleMost peopleMost people –––– especiallyespeciallyespeciallyespecially thethethethe
millennialsmillennialsmillennialsmillennials ---- want to think forwant to think forwant to think forwant to think for
themselves, they want to bethemselves, they want to bethemselves, they want to bethemselves, they want to be
developed (mentally as welldeveloped (mentally as welldeveloped (mentally as welldeveloped (mentally as well
as skills), and they want toas skills), and they want toas skills), and they want toas skills), and they want to
feel they are significant.feel they are significant.feel they are significant.feel they are significant.
5. What are the most
important leadership
skills?
I’m not looking to be led…
I’m looking for a leader who will
listen to me, honor me, and
partner with me to meet my goals
and grow.
22. How Humans
Learn
Without considerable repetition, words must prompt
strong emotions to be remembered. The emotions
say to your brain,
“Look at me! Remember this!!”
But information
often doesn’t
change behavior.
27. Behavioral learning
happens when what we
are told either supports
what we believe
OR
Learning happens when
the protective barrier
breaks down and we see
ourselves and the world
around us differently..
What Triggers
Behavioral Learning?
28. A surprising fact,
a disruptive reflection, or
a powerful question.
What Triggers
Behavioral Learning?
34. When how someone defines
themselves and the world
changes, so does their behavior.
35. Reflective Inquiry =
• Behavior changes
• People learn to think
more broadly for
themselves
• There is greater
possibility for
creative thinking
Transformational Leadership Coaching and Training
Why Coaching
Works
40. Level 3 Listening
One
• What I am thinking
Two
• What they are saying
Three
• What they haven’t said
Assumptions/Beliefs, Values, Desires,
Needs, Doubts,
Fears, Attachments
I and Thou
41. Level 3 Listening
Listen for assumptions/beliefs, desires, needs,
conflicting values, fears, attachments.
DON’T BE AFRAID TO BE WRONG
43. If you can
discover what is
triggering the
emotion, you will
open the door to
new possibilities.
Being Self-Aware
44. Emotional Triggers
Acceptance Respect Credibility
Achievement Feel Valued Be Understood
Appreciation Attention Feel Needed
Be Right Accuracy Control
Comfort Feel Safe Peace and Quiet
Freedom New Challenges Independence
Order Predictability Balance
Cleanliness Fairness Be Liked
45. Acceptance Respect Credibility
Achievement Feel Valued Be Understood
Appreciation Attention Feel Needed
Be Right Accuracy Control
Comfort Feel Safe Peace and Quiet
Freedom New Challenges Independence
Order Predictability Balance
Cleanliness Fairness Be Liked
Emotional Triggers
47. Being Self-Aware
Step One: Be Alert To Your Reactions
Step Two: Discover Why
Step Three: See the Options
a. Ask for what you need
b. Acknowledge what is out of your
control.
c. Discover what you can do to get your
need met.
48. Exercise:
What is the Trigger
Please work together in groups of 4-5.
1. One person describes their challenging situation
2. Each person at the table suggests what is triggering the
person’s reaction.
3. The person picks one trigger and chooses a new response
for future situations
4. Rotate so everyone has a chance to share their situation.
Do not try to fix the situation. DO NOT give any solutions or suggestions.
49. This ends of the first day of our journey.
Tonight, notice how you listen.
Notice what triggers you to stop
listening.
See if you can shift to listening more
deeply.
50. Conversation Intention
Emotional Intention
Highest Regard
Your Plan
What stoodWhat stoodWhat stoodWhat stood out for you today?out for you today?out for you today?out for you today?
WhatWhatWhatWhat can you do to integrate these skillscan you do to integrate these skillscan you do to integrate these skillscan you do to integrate these skills
intointointointo youryouryouryour conversationsconversationsconversationsconversations inininin the future?the future?the future?the future?
Coaching Group
54. The Discomfort Zone
Their discomfort ranges from slight to
profound; you just need to hold the space for
discovery to take place.
55. Conversation Intention
Emotional Intention
Highest Regard
Shifting Your Emotions
RelaxRelaxRelaxRelax Your Body
DetachDetachDetachDetach From Your Thoughts
CenterCenterCenterCenter Yourself
FocusFocusFocusFocus on How You Want to Feel or Who You
Want to Be
63. Conversation Intention
Emotional Intention
Highest Regard
Shifting Your Emotions
RelaxRelaxRelaxRelax Your Body
DetachDetachDetachDetach From Your Thoughts
CenterCenterCenterCenter Yourself
FocusFocusFocusFocus on How You Want to Feel or Who You
Want to Be
68. Care
(heart)
Desires, Values…
Listening to Your
Three Centers in
Conversation
Doubt based on
disappointments,
betrayal
What do they
want or need that
they don’t expect
to get now?
69. Courage
(gut)
Fears,
Attachments
(can’t let go)
What are they
afraid they won’t
get, angry they
didn’t get, or what
they can’t let go of
because it was
important to their
ego?
Listening to Your
Three Centers in
Conversation
77. Practice
Receive, not just listen
Coach the person, not the
external problem or other
people
Have them articulate the new
awareness and what
appears to be true.
78. When you start the
conversation…
AID feedback model
A Action (their behavior)
I Impact (on work or others)
D Desired outcome (what you
want for them that they want
too)
80. EmotionalTriggers
Most often in conversations at work, people react
when they feel they are losing:
Credibility, reputation or respect
A sense of control or predictability (success)
Fairness
Being right (or being made wrong and looking stupid)
Independence (autonomy) and Freedom
Being liked
81. Get them to stop and
think about their
thinking.
To change people’s
minds…
Reflect and ask questions so they
question themselves.
Help them articulate what else could be
true and possible.
87. Conversation Intention
Emotional Intention
Highest Regard
Your Plan
What do you want to focus on as aWhat do you want to focus on as aWhat do you want to focus on as aWhat do you want to focus on as a
part of your leadershippart of your leadershippart of your leadershippart of your leadership
development?development?development?development?
88. Conversation Intention
Emotional Intention
Highest Regard
Your Plan
What can you do to integrate theseWhat can you do to integrate theseWhat can you do to integrate theseWhat can you do to integrate these
skills into the leadershipskills into the leadershipskills into the leadershipskills into the leadership
conversations in your organization?conversations in your organization?conversations in your organization?conversations in your organization?
Coaching Group
89. Your Plan
They want you to be
present
more than they need
you to be perfect!