How to Get Big Results From Small Conversations
How do we get colleagues, bosses and employees to change their behavior?
If they’re doing things we appreciate, how do we get them to keep up the good work? The answer seems simple: Provide feedback. Yet, most of us don’t do it. Wary of causing offense or embarrassment, or of triggering a negative response, we fail to have the small conversations we need to have, when we need to have them.
The EPS Approach
Through an intuitive step-by-step process we will show you how to analyze issues and reframe gaps in performance and expectations so that you can ask for what you want in a quiet way without seeming harsh, confrontational or threatening. Learning how to translate nagging complaints into non-critical requests will give you the confidence necessary to take on those seemingly awkward conversations.
Through this experiential program gain new skills to assess and analyze issues, create the right talking points and manage the resulting conversations:
DIAGNOSE AND ANALYZE THE ISSUE
- Accurately and quickly assess the overall performance levels of your entire team.
- Identify your high, mid-level, developing and problem performers.
- Isolate the most important area for
development or improvement for each person.
- Hone-in on the real issue at hand whether with a team member, colleague or even your boss.
CRAFT THE MESSAGE
- Understand and avoid triggering the brain-based defensive reaction we all have to the outdated constructive criticism approach.
- Learn how to think and talk in terms of what you want to have happen versus using confrontational language.
- Find the right words to address disruptive behaviors involving interpersonal skills, temperament, tone and approach, etc.
- Learn the types of phrases to avoid because they nearly always trigger defensive reactions.
- Address issues in a non-critical tone and avoid the number one trap most people fall into.
- Depersonalize tough messages by positioning the information alongside the business rationale for change.
- Use competency models, values and other supporting behavior-type descriptors within your organization to anchor your feedback.
- Learn the three easy steps for creating meaningful positive feedback messages to allow others to do more-of-the-same and leverage their strengths.
MANAGE THE CONVERSATION
- Determine the most suitable timing and place for conversations.
- Check for readiness and insure the feedback receiver is a full participant in the conversation.
- Anticipate and respond effectively to common reactions to feedback, including typical objections.
- Once you have gained agreement on an area for development, determine how you can best support the individual’s success.
Tools participants Will Take Away
- A straightforward three–part process for effectively providing feedback, designed to fit any situation.
- Participant workbook filled with examples and job aids.
- Creation of at least one real-time message.
- A time saving feedback approach that can be learned in the session and used the next day.
- The ability to communicate feedback which has a greater chance for a “you’re right, this is something I can do” response versus a defensive reaction.
- Learn how to use a simple strategy to share your new skills back on the job and collaboratively involve your team in the process versus making feedback an event.
- Gain communication skills that can be utilized with colleagues, your boss and outside of work.
WHO SHOULD ATTEND?