The problem with most difficult conversations is the illusion that agreement has been reached.
Coming to a town near you.
We estimate that the average manager will spend more than nineteen thousand hours of their working life having difficult conversations.
Invest nine learning how to have them well.
Designed for current and future leaders, managers and teams ready to have the important conversations that most of us would rather avoid.
In one day and one hour (we interview everyone beforehand), you’ll learn how to navigate through contentious issues to reach genuine agreement that results in action, and preserves the most important relationships.
You’ll work on your real life examples, not abstract concepts or made up scenarios.
Need proof that these skills can be learned?
You need look no further than this guy.
The workshop draws on almost three decades of real-world experience, research, and first-hand observations from working with and within start-ups to multi-nationals, in both the private and public sectors.
It combines lessons from recognised experts on psychology, human communication, leadership, negotiations, and neurodiversity, and provides proven, practical tools developed for the New Zealand audience.
Mastering difficult conversations is not some mysterious superpower. Avoiding or fumbling difficult conversation is not a character flaw.
It is simply a skill gap, and like any other skill, it can be learned.
Richard Quin - Chief Pontificator and all the proof you should need.
Recommended reading from some of the experts who helped us make sense of it all.
RESOLVE
ISSUES
PROTECT
RELATIONSHIPS
NINE HOURS
SKILLS
FOR LIFE
FUNDAMENTAL
SKILLS
PRACTICAL
TOOLS
PRACTICAL APPLICATIONS
EIGHT MODULES
YOU'LL LEARN HOW TO
Leadership, people, and performance management.
Strategy setting and organisational change and alignment.
Investment and resource prioritisation.
Conflict resolution.
Commercial negotiations with customers, suppliers, and other partnerships.
Product and service design.
Shareholder and governance conversations.
Leading and embedding change.
Influencing: up, across, and out.
Culture, engagement and retention.
Decision execution and accountability.
Personal relationships with the people who matter most.
What is a Difficult Conversation, and why do they matter?
Understanding your brain when under pressure.
Preparing and framing for dialogue.
Rewriting the stories we tell ourselves.
Facts, fiction, feelings, and the power of curiosity.
You have what it takes. Practical tools and a particular set of skills.
When others experience or process the world differently.
From dialogue to decision to action.
Get crystal clear on what you want, and don’t want, from a conversation.
Set up a difficult conversation without triggering defensiveness.
Notice and control your emotions that hinder dialogue.
Read the signals in the room before a conversation can spiral.
Rewrite the unhelpful stories we tell ourselves, about ourselves and others.
Get the most from and for culturally, generationally, and neurodiverse teams.
Find the shared interest and avoid bargaining over positions.
Shift the conversation from ‘me vs you’ to ‘us vs the problem’.
And you will leave with a completed plan for a real conversation you’ll have within three weeks of the workshop.
Curious?
Book 30 minutes with Richard.
The first conversation costs nothing and commits you to nothing.
Either complete and submit the contact form, or simply book a call for a time that suits.
Clarity builds Confidence drives Momentum.
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Contact
Email: contact@reqlarity.co
Phone: +64 (0)27 498-1394
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