AH Academy Training Prospectus 2016/17 v2 Volume 2 | Page 13

Duration: One day
Overview:
zz What is feedback and why give it?
zz Conflict avoidance cycle
zz Why we avoid difficult conversations?
zz What makes them so difficult?
zz Conflict handling modes
zz What happened
-- truth assumption
-- intention invention
-- the blame game
zz Listening
-- ICE model
zz The feelings formula
zz Mind-sets
zz Value of constructive feedback
zz Balanced conversations
zz The essentials of constructive feedback
zz Feedback and the behaviours it breeds
zz Action planning.

Pre- work:
Think about a #RealTalk situation to be
managed now or in the near future. Ideally,
this’ll be a work related conversation but
can be personal. (If you choose a personal
example it’ll need to involve you influencing
other people to achieve it.)
Give some thought to the detail: why you
need the conversation, what the desired
outcomes are, what the consequences of not
doing it are, what barriers you foresee, etc.
You’ll use this example during the workshop.
Post-work:
Participation in an action learning set. This
will take place approximately six to eight
weeks following the course.

STAR Managers

#RealTalk

Objectives:
zz Be aware of the importance of
having #RealTalk and how to do it
zz Look at your own behaviour and
commit to areas for improvement.

We’ve a number of courses in development:

Leading Meetings
The Art of Delegation
Managing Virtual Teams
Talent Management
Team Work and Team Building
Empowering and Enabling Teams
Decision Making

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