How To Have Courageous Conversations 'The Positive Way' E-Guide for Managers

Turn The Dread Of Every Manager Into A Strength

Having difficult conversations with members of your team or direct reports takes courage. Unfortunately it is also something every manager has to face. But it can be done, and done well. With our 8 page step-by-step guide and 4 pull-out sections for you to use and re-use for every courageous conversation you have to have you can turn this into one of your strengths as a manager.

Achieve your objectives with How to have Courageous Conversations

Whether they're underperforming, undermining their colleagues, not training their own subordinates or damaging relationships with clients, having difficult conversations with the staff you manage in a way that is productive, rather than adversarial, can seem daunting. Here Sarah Lewis, author of Positive Psychology At Work and Positive Psychology And Change, draws on her 25 years of experience across the world in helping leaders and managers to work in a more positive and appreciative way to guide you through your own courageous conversations.

Product Information for How to have Courageous Conversations e-guide

This e-book includes: 

1. A step-by-step guide to:

   • Building up your confidence in your ability to handle these conversations, even with difficult team members and reports.

   • Getting into the mindset for having a productive conversation.

   • Planning your objectives for the conversation.

   • Opening the conversation in a non-confrontational yet non-apologetic manner.

   • Guiding both 'they just plain did something wrong' and 'an honest misunderstanding on their part' conversations towards your objectives.

   • Where to end the conversation and how to follow it up.

2. Pull-out sections to help you:

   • Draw on past examples to realise your own existing strengths in this area and other factors that can help make this conversation a success.

   • Plan your conversation by stating your minimum and maximum objectives and how you will realise when you've achieved them.

   • Plan the opening of the conversation by setting down what you can share and what the most generous interpretation is that you can reasonably put on their actions is.

   • Evaluate your own performance.

 Copyright Appreciating Change, 2016, All rights reserved. Reproduction or re-sale of this e-book without permission is prohibited.

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