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Course Outline

Introduction

  • Reasons for Avoiding Difficult Conversations
  • The Costs of Misalignment and Unspoken Tension in Government Operations
  • Differentiating Between Conversation and Confrontation
  • Leadership Mindset Necessary for Candid Discussions
  • Understanding Psychological Safety for Government Teams

The Anatomy of a Difficult Conversation

  • Common Patterns Leading to Conversation Breakdowns
  • Identifying Emotional Triggers and Reactivity in Government Settings
  • Power Dynamics and Role Clarity in Public Sector Conversations
  • Distinguishing Between Intentions and Impacts for Effective Communication

Structuring the Conversation

  • Clarifying the True Objective of the Discussion
  • Preparing a Framework for the Conversation
  • Starting Strong and Setting the Context for Government Discussions
  • Clearly Stating Expectations
  • Transitioning from Problem Identification to Agreement

Managing Emotion and Resistance

  • Identifying Defensive Behaviors in Government Settings
  • Responding Without Escalating Tensions
  • Maintaining Composure Under Pressure for Effective Leadership
  • Strategies for De-escalation in Public Sector Conversations
  • Rebuilding Trust When Discussions Derail

Accountability and Follow-Through

  • Establishing Clear Behavioral Expectations for Government Staff
  • Defining Ownership and Timelines for Action Items
  • Documenting Agreements to Ensure Accountability
  • Following Up Without Micromanaging

Practice Lab

  • Role-Play Exercises for Government Scenarios
  • Peer Feedback Sessions to Enhance Communication Skills
  • Hot-Seat Coaching and Debriefs for Immediate Application
  • Applying Lessons to Real Workplace Situations in the Public Sector

Summary and Next Steps

  • Common Pitfalls to Avoid in Government Conversations
  • Developing a Personal Action Plan for Improvement
  • Embedding Courageous Conversations into Leadership Practices for Government

Requirements

  • A solid understanding of fundamental leadership principles

  • Demonstrated experience in managing or leading teams

  • Previous involvement in team meetings or performance discussions

Audience

  • Managers and Team Leaders

  • Human Resources and People & Culture Professionals

  • Senior Leaders and Executives

  • Project and Program Managers

  • Any individual responsible for guiding conversations that impact performance or strategic direction, particularly for government initiatives

 7 Hours

Number of participants


Price per participant

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