THE POWER TO ENGAGE:  Advanced II

Navigate dialogues, deals and meetings

When managing individual and team engagements, polarized opinions and strong emotions can often make these high-stakes conversations challenging or altogether ineffective. Ineffective dialogues erode team productivity, leadership credibility, and stakeholder engagement.

Giving negative performance feedback, facilitating regular meetings, or negotiating a deal, successful engagements are critical for building trust, solving problems, and strengthening bonds with people who matter.

Develop peak performance communication in three core areas:

CHALLENGING CONVERSATIONS: Influence people who matter
  • Allay fears and quickly establish rapport
  • Use a proven methodology to balance curiosity, empathy and guidance
  • Influence under pressure — even when you have no authority
NEGOTIATION: Move beyond zero sum
  • Create a flexible plan that can accommodate multiple outcomes
  • Identify mutual interests, resources and capabilities
  • Protect your position by identifying the other side’s tools of persuasion
GENIUS MEETINGS: Save time, plan and facilitate
  • Quickly clarify objectives and identify obstacles to focus on top priorities
  • Improve conversation efficiency through better inquiry and focused listening
  • Turn diversity of opinion into collaboration that drives targeted results

LEARNING DESIGN


FOR

• A leader whose top talent has gone rogue
•  A team constantly looking at their phones in meetings
• A sales leader trying to influence business partners

METHOD

• Delivered live in an interactive, desk-free setting
• Frequent small-group breakouts for practice and feedback
• Powerful tools to manage mindset in relevant scenarios

"A vexing problem reported by 85% of project participants is something we call “fact-free planning.” ... Interestingly, success or failure is not determined by whether project teams are pressured to make unrealistic commitments (as happens all the time), but whether those teams are able to confront, discuss and manage the phenomenon effectively. The problem is that fewer than one in seven people who are afflicted by fact-free planning are able to succeed at this very crucial conversation. The result is agonizingly predictable. When the crucial conversation fails, there is an 82% chance that the project will come in far over budget, terribly past schedule or woefully short on quality."

- Joseph Grenny, David Maxfield and Andrew Shimberg

MIT Sloan Management Review