Difficult conversations and feedback
Training for managers who put off difficult conversations or handle them in a way that makes things worse. Participants practise corrective, disciplinary, appraisal and development conversations through role-plays based on situations from your organisation.
Who it is for and what problem it solves
Avoiding the conversation
The problem grows for weeks because the manager doesn’t know how to start or what to say.
Emotions and resistance
The conversation ends in an argument, tears or a promise that changes nothing.
Feedback as a formality
Feedback is vague or only comes up at the annual review.
Legal risk
Harsh criticism or unequal treatment may be perceived as harassment – especially after the change in Polish workplace bullying legislation.
What participants will practise
Structuring the conversation
- preparation: facts, goal, expected outcome
- separating facts from judgements
- clear messages and agreements
Difficult situations
- talking about results and mistakes
- disciplinary conversations and setting boundaries
- refusing a promotion or pay rise, changing someone’s responsibilities
- talking about dismissal
Feedback and emotions
- corrective and reinforcing feedback
- responding to resistance, grievances and complaints
- maintaining the relationship and respect under tension
How the process works
Understanding the situation
We collect examples of difficult conversations in the organisation from HR and participants.
Workshop
A little theory, lots of role-plays with feedback from the trainer and the group.
Implementation task
Each participant prepares and holds one real conversation.
Summary
Reviewing experiences, adjusting the approach, recommendations.
What HR receives
A common standard for conversations
Managers hold conversations using the same structure.
Tools
Conversation preparation cards and checklists for managers.
Mini-report
Participant ratings, the group’s key difficulties and recommendations.
How we assess the outcome
Pre/post test
Knowledge and reactions in described situations before and after the training.
Observation
Role-plays assessed on the same scorecard at the beginning and at the end.
Implementation
Number of conversations held and their effect as assessed by the line manager.
Who leads it
A sample line-up of trainers – the final team is matched to your company and group.
Anna Wodyńska
Works with senior management on strategic and difficult conversations and a culture of accountability.
Adam Kołodziej
Practises corrective conversations and enforcing standards with managers in a production setting.
Paweł Strycharczyk
ICF ACC coach; practises corrective conversations and fact-based feedback with managers.
Paweł Machalica
Difficult conversations and feedback are his specialism – he gives managers ready-to-use conversation models.
Michał Kurdziej
Psychologist; trains assertiveness, corrective conversations and conflict resolution.
Olga Ziółko
HR Business Partner; runs development and appraisal conversations from an HR perspective.
What does the first consultation look like?
A free, no-obligation conversation – by phone or online. All you need to know is what the problem is; we will work out the rest together.
You talk to one of our client managers, and a trainer joins if needed.
who the development is for (roles, number of people, locations), what problem you want to solve, what has already been done, timing and budget.
We investigate the problem thoroughly before proposing anything. We also use diagnostic tools such as the NESSE Competency Map®.
a programme proposal with a schedule, a trainer recommendation, a way of measuring results and a quote.
Call or write to us directly:
Let’s prepare your managers for the conversations they avoid
Describe the situations your managers face – we will build role-plays based on them.