You lead in a culture where people are polite and respectful to one another, especially in meetings. So much so that what often happens is that people won’t share what they are actually thinking and feeling. This creates an unintentional consequence where true thoughts are often expressed after meetings, around the “water cooler”, and in smaller groups or coalitions. There are significant implications to this way of operating, as it leads to slowed progress, undermining, competing agendas, duplication of efforts, and at its worst, failed projects.
Organisations waste millions of dollars a year because of failed projects that did not have the full buy in needed to progress. Leaders who are equipped to have courageous, honest, authentic (and dare we say, human!) conversations with team members and other stakeholders are best equipped to drive progress and results.
Best fit for: leaders of intact teams, OD and Learning professionals, anyone in a change agent role
- Shared understanding of what a human conversation really is
- Breaks down the elements of a human conversation and how to have one in 1:1 and group contexts
- Framework to share feedback, both appreciative and developmental feedback
- Techniques to take the charge out of “heated” conversations
- Plenty of practice and how to follow up after a human conversation to sustain healthy relationships
Contact us to learn more