Our managing difficult conversations training course equips you with the tools to stay calm under pressure, communicate clearly and turn conflict into constructive outcomes: master tough talks, give and receive feedback, and handle sensitive topics with confidence.
How communication works, and preparing for the audience, structure, Q&A and the forum
Relaxing the mind and body and building rapport with the audience
Achieving engagement through tonal variation and mastering pace, articulation and projection
Creating interest by highlighting key words and maximising engagement using energy
Using eye contact and body focus to say less and achieve more
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This course is ideal for: New and experienced managers Team leaders and supervisors HR professionals and people managers Anyone responsible for performance, behaviour, or team communication
It is a practical, behavioural program designed to replace conversational avoidance with structural confidence. Rather than treating confrontation as an unpredictable hazard, we provide managers with systematic frameworks to deliver challenging news, address behavior, and resolve cross-team disagreements with clear composure and zero hostility.
When managers avoid or mishandle tough talks, productivity suffers and team engagement erodes. Employees left in the dark often feel unsupported or disconnected especially during periods of organisational change or automation. Equipping managers with these skills directly drives retention, protects psychological safety, and ensures that cross-functional collaboration does not collapse under modern workplace stress.
By training managers to address friction early and constructively, it eliminates toxic office politics and passive-aggressive silences. When a team witnesses their leader handling sensitive issues transparently and calmly, it sets a cultural benchmark, encouraging open dialogue, accountability, and a collective focus on solutions rather than blame.
We provide evidence-based de-escalation tactics grounded in cognitive discipline. This includes using tactical pauses, maintaining controlled vocal projection, using non-threatening physical posture, and employing specific verbal loops that acknowledge the individual's emotional state without derailing the focus on facts and professional solutions.
Active listening is the ultimate tool for de-escalation. It requires moving beyond preparing your next response to genuinely comprehending the other party's point of view. By reflecting back their core points and validating their perspective, you lower their defensive barriers, uncover hidden operational issues, and build the trust needed for a lasting resolution.
A successful conversation requires structured continuation. Managers should document the agreed outcomes immediately, establish explicit checkpoints for future reviews, and offer transparent support. This continuous loop ensures accountability while signaling to the employee that the business remains fully invested in their long-term growth and success.
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The founder and CEO of Working Voices, Nick Smallman has been at the top of his profession for 25 years. Advising global blue-chip clients on engagement, productivity, and retention, he counsels leaders on increasing revenue via simple cultural adjustments.
Overseeing the successful expansion of Working Voices across the UK, the US, Asia, and the Middle East, Nick supports the leadership and communication capabilities of clients in a wide range of sectors. In particular, he has advised companies such as JP Morgan, Barclays, Sony, Nomura, M&S, and Blackrock for more than 15 years.
Developing his reputation for thought leadership, in recent years Nick has been leading work on The Sustainable Human, the subject of his forthcoming book. A concept unique to Working Voices, The Sustainable Human offers a package of solutions focusing on leadership enablement, future skills, and cultural harmony.
Working closely with HR specialist Mercer, Nick has developed solutions to four key modern workplace challenges:
“I’m excited to share the conclusions of three years of research that, if implemented, can make an immediate practical difference to leaders and their organisations.”
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