Managing Difficult Conversations with skill and confidence

This lecture looks at some of the reasons we might have to have a difficult conversation, the problems we might encounter and why certain issues may be particularly sensitive and present us with specific challenges.

The lecture looks at why conversations can go wrong and what we can do to avoid some of the common mistakes that we make.

This lecture looks at how to prepare properly for a conversation that may present challenges, including where and when to hold the conversation and what kind of research to do in advance.

This lecture looks at the importance of not just what we say, but how we say it, and how to ensure that our words, tone and body language all support our objectives.

This lecture looks at effective techniques to use when having a difficult conversation, such as the use of 'I' statements and effective listening.

This lecture sets out a set of key considerations when having a difficult conversation.

This lecture explains the BUILD model, which sets out a step-by-step framework for approaching and conducting a conversation to ensure the best outcome.

In this drama, manager Grant meets with new employee, Jack, to discuss aspects of his performance.

Clive Lewis provides analysis of Grant's conversation with Jack.

In this drama, manager Sue pays a visit to an employee, Olivia, who has been absent from work for several weeks.

Clive Lewis provides analysis of Sue's conversation with Olivia.

In this drama, manager Grant meets with employee, Karen, to discuss aspects of her behaviour towards a colleague and her management of a new team member.

Clive Lewis provides analysis of Grant's conversation with Karen.

In this drama, manager Marie meets with employee, Simon, to discuss the company's plans to restructure his department.

Clive Lewis provides analysis of Marie's conversation with Simon.