How do you and your leadership team feel about those difficult conversations: the appraisal conversation, the performance management interview or the final written warning meeting? Leaders often want to avoid conflict or unpleasantness and many do. As a result, we continue to hear stories of long-serving employees being made ‘redundant’ because they’ve been performing unsatisfactorily for years or of managers retaining toxic employees because they’re too anxious to tackle them. The negative impact on the team, the organisation and the leader themselves is enormous. Effectively undertaking those challenging conversations is a sign of genuine leadership. In this briefing we’ll outline how you can enable yourself and others to have those conversations and value them.
As the initial 10 spaces filled up in just a few short weeks, we've extended the places to 15.