| | | | | - Speak truth when there is tension and conflict |
| The Three Conversations of Leadership - How | | | | The Three Conversations of Leadership - Managing |
| Leaders Drive Results by Having The Conversations | | | | Emotions in the Conversation |
| That Matter | | | | The key to having effective conversations is to |
| IHHP - Institute for Health and Human Potential | | | | manage the emotions that are at work for both |
| “The single biggest problem in communication is the | | | | people in the conversation. The Three Conversations |
| illusion that it has taken place” George Bernard | | | | of Leadership sheds light on what emotions might be |
| Shaw | | | | driving behavior for both people and helps leaders |
| | | | | effectively manage their emotions in order to |
| We all have relationships at work that aren’t | | | | communicate more effectively. |
| working. This is not surprising, given how the pressure | | | | Learning Outcomes |
| of time and need for results can cause people to have | | | | Participants will: |
| impact they don’t intend. What is surprising, | | | | - Understand the three conversations of leadership the |
| however, is the lack of skill and ability most people | | | | daily, the difficult and the courageous. |
| have to deal with the relationships that aren’t | | | | - Be able to build relationships based on trust and |
| working. | | | | respect that comes with having effective Daily |
| Leaders want to make their relationships work, they | | | | Conversations. |
| want to give performance reviews that make a | | | | - Learn and practice techniques for having Difficult |
| difference, they want to give informal feedback that | | | | Conversations: |
| improves clarity and performance, they want to be | | | | - Giving honest and candid feedback without leaving |
| better leaders. Most, unfortunately, are just not sure | | | | the other person feeling “beaten up” |
| where to begin. | | | | - Holding people accountable in an engaging way |
| The Three Conversations of Leadership provides | | | | - Giving bad news or saying “no” in a way that |
| leaders with the tools and strategies needed to build | | | | ensures the person still feels valued n Begin to learn |
| effective relationships at work. Not only to deal with | | | | the Art of Courageous Conversations: techniques to |
| the relationships at risk that keep them up at night but | | | | speak your truth when there is tension and conflict that |
| to grow the kind of robust relationships that drive great | | | | is impacting an important relationship. |
| results. | | | | The Three Conversations of Leadership gives leaders |
| In this program, participants learn the crucial Emotional | | | | new insight into what is getting in the way of their most |
| Intelligence, skills needed to more effectively: | | | | important work – and personal – relationships. It |
| - Give honest and candid feedback | | | | provides them with tools to more effectively have the |
| - Hold people accountable | | | | conversations that matter and drive results. Leaders |
| - Deliver bad news | | | | will also find peace of mind because they are finally |
| - Engage people when rolling out change; and, | | | | dealing with issues they know they need to deal with. |