Leadership and People Capability
Leadership Communication
Many capable managers struggle not with strategy but with saying difficult things clearly. This programme gives leaders a practical structure for the conversations they tend to avoid or handle poorly.
ClassroomVirtual
The workplace situations it addresses
- • Feedback conversations that get diluted or avoided altogether
- • Team direction that is understood differently by different people
- • Leaders who default to email or written instructions to avoid a hard conversation
Intended audience
- • First-time and mid-level managers
- • Senior leaders looking to sharpen team communication
- • High-potential employees preparing for people-leadership roles
Practical learning outcomes
- Structure a feedback conversation so the message and the relationship both land intact
- Set clear, checkable direction for a team rather than vague intent
- Recognise when a conversation is being avoided and choose to have it anyway
- Adapt communication style to the person and the situation, not just personal habit
Indicative topics
- • Structured feedback models
- • Setting direction that can be acted on
- • Listening under pressure
- • Difficult conversations
- • Communicating change and ambiguity
Learning experience and methods
- • Realistic manager-employee role plays
- • Structured reflection using participants' own recent conversations
- • Group discussion of what worked and what didn't in shared scenarios
- Typical duration
- One or two days
- Group size
- [CONFIRM: recommended participant range]
- Availability
- Classroom, Virtual
- Optional follow-up
- [CONFIRM: whether manager reinforcement or follow-up sessions are included in this engagement]
Customisation options
Scenarios are built around the organisation's actual team structures and the kinds of conversations its managers report avoiding.
What the organisation should provide
- • A short briefing on current manager capability gaps, if known
- • A representative group of managers at a similar level for the cohort
Frequently asked questions
- Is this only for new managers?
- No. The content is calibrated to the cohort. First-time managers focus on foundational structure; more senior leaders focus on communicating through ambiguity and change.
Related programmes
Planning a leadership, sales or behavioural learning intervention?
Tell Soumyashree about the audience, business need, location and preferred format. He will respond to discuss the requirement and determine an appropriate starting point.