Overview:
Difficult conversations present some of the most challenging aspects of management. But there are a range of techniques which can support you in planning initiating and undertaking conversations addressing poor performance, inappropriate behaviour and a range of other situations. In addition to this there are approaches which can reduce the likelihood that a difficult conversation will be required at all.
During this session you will learn how to:
- Plan for a difficult conversation to ensure that relevant information is to hand and the views of the other person have, as far as possible, been anticipated
- Understand your own preferred conflict mode
- How best to begin a difficult conversation
- Undertake a difficult conversation in a controlled and constructive way; ensuring that corrective action is agreed and acted upon
- Use insights into psychology and conversational style to maximise the chance that communication will be clear and effective
Content:
- Thomas-Kilman conflict modes
- Fundamentals of planning and undertaking a difficult conversation
- Judy Ringer Preparation Techniques
- Common Mistakes often made
Benefits to you and your organisation:
After attending this session attendees should understand the theory and practice of difficult conversations. They will be able to:
- Set the tone for behaviour in their area of responsibility
- Understand the management needs of a range of staff and respond to those needs
- Prepare effectively for a difficult conversation
- Undertake difficult conversations competently and with confidence
- Understand how to use psychological techniques and conversational style to establish rapport and minimise the risk of communication failure
Please complete the sign up form and add a calendar hold to your diary. Once the event has reached capacity we will send the joining links to all attendees. Also, please do not share any passwords, joining links or any material provided for this workshop.
Overview:
This session will cover all aspects of working with face-to-face stakeholder panels, which are of course one of a number of recruitment related activities you might face when applying for a very senior, or Director level position.
Covering:
• The purpose of stakeholder panels
• Their usual constitution and scope
• The variety of tasks candidates might be asked to work on with a panel
• Tips for navigating and working with a panel
• ‘Real-life’ examples
In addition, the session will cover some basic tips for working with, facilitating and managing groups in person. Specifically, the session will cover:
• Facilitator tips for managing the common worries about groups
• Getting groups closer to agreement
• Q&A
Who should attend this session?
Anyone looking to apply for senior or director level role.
Please do not share any material provided or joining links to this workshop.
Overview:
In this interactive one hour virtual session, participants are invited to ‘start with themselves’ and consider how they manage themselves through change. Having insight into this enables individuals to ensure they present the best version of themselves at interview but also to consider the conditions in the workplace within which they thrive. The session will also explore what participants want from their career and what is important to them. Alongside this, the session includes practical considerations when managing your career and time for action planning for participants to reflect on what to do next.
This is a great session for staff at all levels who seek to reflect on their career to date and consider options for future roles that will enable them to thrive and gain career satisfaction.
Learning Outcomes
By the end of the session participants will have gained insight into the following areas:
- Explored the impact of organisational change on themselves and some basic coping mechanisms
- Reviewed and reflected on their career journey, their strengths and achievements and what this might tell them about their future career
- Practical techniques to help career planning including selling their strengths and networking in their careers
Who should attend?
The session is open to all; however, it may be of particular interest to anyone considering their career and where to go next.
Please do not share any material provided or joining links to this workshop.
Overview:
This session offers an insight into the fundamentals of preparing and navigating your way through an interview. It will cover pre-interview preparation, common interview questions and how you might respond to these, along with a series of tips for interview success. This session will be run partly as a Q&A session, with opportunities to ask about issues you are interested in and discuss these.
Outcomes:
By the end of this session you will have had an opportunity to:
- Think about how to prepare for an interview
- Reflect on questions you may be asked
- Think about key skills and techniques you might use during the interview
Who should attend:
This session is aimed at anyone interested in preparing for interviews.
Please do not share any material provided or joining links to this workshop.
Overview:
This hour-long webinar offers an insight into the fundamentals of preparing and writing an effective Curriculum Vitae (CV). The session will cover information about both the style and structure of a core-CV, which can then be used and adapted to support any application process. The session will also cover common questions and include a series of practical tips. This session will be run partly as a Q&A session, with opportunities to ask about issues you are interested in and discuss these.
By the end of this session you will have had an opportunity to:
1. Refresh / understand how to approach the preparation and writing process
2. Understand the core-structure of an effective CV
3. Discuss the options and choices you have when presenting your CV along with a series of practical tips
This session is aimed at anyone interested in preparing a CV as part of an application process
Please do not share any material provided or joining links to this workshop.
Overview:
Difficult conversations present some of the most challenging aspects of management. But there are a range of techniques which can support you in planning initiating and undertaking conversations addressing poor performance, inappropriate behaviour and a range of other situations. In addition to this there are approaches which can reduce the likelihood that a difficult conversation will be required at all.
During this session you will learn how to:
- Plan for a difficult conversation to ensure that relevant information is to hand and the views of the other person have, as far as possible, been anticipated
- Understand your own preferred conflict mode
- How best to begin a difficult conversation
- Undertake a difficult conversation in a controlled and constructive way; ensuring that corrective action is agreed and acted upon
- Use insights into psychology and conversational style to maximise the chance that communication will be clear and effective
Content:
- Thomas-Kilman conflict modes
- Fundamentals of planning and undertaking a difficult conversation
- Judy Ringer Preparation Techniques
- Common Mistakes often made
Benefits to you and your organisation:
After attending this session attendees should understand the theory and practice of difficult conversations. They will be able to:
- Set the tone for behaviour in their area of responsibility
- Understand the management needs of a range of staff and respond to those needs
- Prepare effectively for a difficult conversation
- Undertake difficult conversations competently and with confidence
- Understand how to use psychological techniques and conversational style to establish rapport and minimise the risk of communication failure
Please do not share any material or joining links to this workshop.
Who this session is aimed at:
Leaders seeking to gain a broader understanding of how to handle complexity in their roles and in the NHS, including senior leaders and aspiring leaders in the organization who want to work more effectively with colleagues and communities across the system to develop multi-disciplinary, collaborative, and integrated, working. Building effective relationships and encouraging innovation and creativity within their teams, departments, organization, and the wider healthcare system.
Overview of the session:
In this virtual session, delegates are encouraged to explore complexity in a NHS context, both on a macro, healthcare wide perspective, as well as on a micro level, for their respective ICS, ICB, trust, and or department.
Delegates will be continuously encouraged to think holistically, identifying the critical uncertainties, and what this means in terms of possible futures, the impact on the healthcare system they operate within, the resources and competencies required, as well as the conversations that are needed ongoing to increase the chance of success. Recognising that in complex, and uncertain times, ambiguity creates different, typically inciteful perspectives. Highlighting therefore the importance of encouraging and understanding these different perspectives to encourage multiple perspectives and aid organisational readiness for the possible future scenarios.
The session uses a variety of scenario analysis, complexity, and systems thinking tools to help delegates assess the environment and relationships of different components within a system context. Using the analysis to think strategically and consider interrelationships in future possibilities and subsequent decision making. With time to reflect and understand the roles others play, taking account of the interconnectedness and potential ripple effect one or more decisions can have on other parts of the system and the intended strategy.
The session will conclude with delegates considering the different leadership styles that are required in steady-state situations, versus complex, often uncertain, and ambiguous environments. Reflecting on the different leadership strategies that are needed at different times, and the importance of understanding when diagnostic and dialogic practice is best applied. As well as how and why systems drive behaviours.
Key features of the session:
At the end of this session, delegates will have a gained:
• A clear understanding of complexity, uncertainty, and ambiguity from systems, organizational, and healthcare perspective
• The importance of when to apply diagnostic interventions, versus dialogic/mixed approaches
• A deeper understanding of the nature of complex and messy problem situations and how they can be tackled
• A system-wide perspective, and how to approach problems across traditional system barriers, and the interconnected nature of decision making across the healthcare system A deeper understanding of the nature of complex and messy problem situations and how they can be tackled.
Who the session is specifically for:
This session is ideally suited for:
• Senior leaders in the organisation looking to gain a broader understanding of how to deal with complexity in their roles and the wider NHS.
• Aspiring leaders looking to develop a broaden their understanding of complexity and systems
• Seeking to work more effectively with colleagues and communities in developing services across integrated care systems.
• Leaders seeking innovation and/or creativity within their teams, departments, organization, and healthcare system.
Please do not share any material provided or joining links to this workshop.