If difficult conversations are avoided however the impact in terms of “raining feelings” in the workplace, toxic relationships and inefficient teams are immense with many potential negative outcomes to individuals, productivity and the profitability of the organisation.

At our two-day Managing Difficult Conversations workshop, the essential strategies and skills are explored and acquired to equip managers to deal more effectively with these complex communications thereby creating P.E.A.C.E:

Plan and Prepare
The majority of difficult conversations should be carefully considered with an outline plan of what needs to be discussed, how, when, where and who should be involved.

Engage and Explain
Setting the scene at the outset of the conversation, also agreeing what will/will not happen within the conversation; displaying empathetic listening skills and creating rapport, help to develop the right context and safety for the difficult conversation to occur

Account, Clarify and Challenge
Both facts and feelings will be accounted for in the conversation; with the opportunity for either party to clarify and challenge what is being said and explained.  There are a range of techniques to enable the de-chunking of the issues and emotions which can be applied.

Close
It is absolutely essential that an action plan and review timescale is agreed at the end of the conversation.  Completion and closure give direction and determination by both parties and should be recorded, with a copy of the action plan being available to both parties.

Evaluate
At least 24 hours afterwards, analyse and reflect upon the difficult conversation.  How did it go; what worked/didn’t work; what would be done the same/differently in the next difficult conversation?

Learning by doing and reflecting builds confidence and competence and is essential for the manager to acquire mastery in complex communications.