+44 (0) 1727 847 889

  • Does your feedback help people change?
    Does your feedback help people change?
  • Are your conversations achieving what you want?
    Are your conversations achieving what you want?
  • How are you coming across to your boss?
    How are you coming across to your boss?
  • Can you allow discussion and still keep control?
    Can you allow discussion and still keep control?
  • Do you frequently get into arguments?
    Do you frequently get into arguments?
  • Are you getting the best out of your people?
    Are you getting the best out of your people?

Might your need to find a more effective management style
be met by this training course
called Skills with People?

Yes if you agree with any of the following 

  • When you’ve an important decision to make you like to discuss it with your team, but it can take ages while you wait for consensus in the team.
  • Though it’s okay to consult the team, perhaps sometimes the right thing to do as team manager is to be decisive.
  • And perhaps that’s what your team want you to do.
  • You don't find having your management style labelled is much practical help - it's too general, too abstract, and seems to imply that management style is a reflection of personality or character - something you may not be able to change.
  • If you're going to change your management style wnat you need is much more precise feedback about what specific effect you're having on others, what exactly you're saying or doing that has that effect, and, if it's not the effect you want, what specific changes in your behaviour would be likely to achieve the effect you want.

What you'll take away from this course

You'll be more aware of the things you're in the habit of saying and doing, and the effect this has on others. By being so aware, you'll be able to change your approach in order to be more successful with people. You don't need to change your character in order to be a more successful manager. All you need to change is your behaviour. Small changes in the way you deal with people can make a huge difference to how they experience you, in other words, to your perceived management style.

Free exploratory coaching session

INTERESTED?

If so, you can have a FREE exploratory coaching session. It'll give you a foretaste of what you can get from the course. You make no commitment to proceed beyond this until you're sure this training is relevant to your own particular need.

How to accept this offer

Simply contact us for a preliminary chat and to arrange your free exploratory coaching session. 

What this session will do for you

In this session we'll aim to give you something practical you can use right away that'll help you handle a difficult situation more successfully at work. All you need do to prepare for this session is think about the kinds of situations you want to be able to handle more successfully.

FAQs

You'll find answers to many of your questions about the content and method of this course under FAQs (in the main menu above).

How the skills you'll practise on this course
will enable you to develop
a more successful management style 

Here's an example of someone who needed to change his management style. His approach to people was getting him into difficulties because it was having an effect on them that he didn't want it to have. He'd been labelled as having an autocratic management style, but he found the label perplexing, upsetting and unhelpful.

He was reacting defensively to complaints

He was a distribution manager in a manufacturing company. Like many people in his position, as a distribution manager was under fire from all sides. It wasn’t his fault – it went with the job. Anyone else in that job would have experienced similar pressure. He took the brunt of complaints from customers about late deliveries. Sales people blamed him when customers were unhappy. Production people blamed him when he told them they would have to alter their production schedules because of last minute changes demanded by customers. 

Unfortunately some of these conversations became heated and there were a few complaints that he himself was difficult, defensive and annoying to deal with. That's why his management style was assessed and he was labelled as an autocrat. He was upset and confused by this because although he had to put up with a lot of abuse from all sorts of people he always did his best to respond to complaints in a calm, reasonable, practical and helpful manner. 

A habit he needed to become aware of and change

His method of handling a complaint was to try to get straight down to the facts so that he could sort out the problem with a minimum of delay. He would urge the person complaining to calm down and stick to the facts. He tried to take no notice of the complainer's feelings because he believed they were a waste of time and would only make matters worse. Unfortunately the effect of this approach was often the opposite of the one he intended. His intention was to resolve the difficulty and give quick satisfaction by being practical, helpful and efficient, but his effect was often the opposite. His effect was to wind them up and make them feel even worse. He didn't understand what was happening.

His underlying mental habit - an assumption he'd held all his life

He grew up in a family that never talked about feelings. Their underlying belief was that feelings were uncomfortable, dangerous, better suppressed or ignored, and that expressing or talking about feelings only made them worse. This fear of allowing people to express feelings would be a challenging obstacle for him to overcome. It's not easy to turn and face something you've always run away from, particularly when you're not even aware that you're afraid of it.

How a new set of skills and a new approach helped him change the way he was perceived

First he needed to be helped to be aware of his fear of communicating about feelings. The underlying assumption that it's dangerous to allow people to express feelings needed to be challenged and replaced with the opposite idea - that the safest and fastest way to calm people down is to encourage them to let off steam.

His initial reaction to this idea was of amazement and disbelief. But in the safety and privacy of one-to-one coaching sessions he was encouraged to slow down and respond with empathy instead of trying to ignore people's feelings. Difficult though this was for him initially, he began to try it and the effect was dramatic. Instead of winding people up, his empathy seemed to calm them down, and to do it very quickly.

Admittedly, in the process of letting off team people were sometime initially aggressive, but the aggression soon blew over. By using empathy to calm people down he was able to have much calmer conversations with people and therefore be quicker to give them satisfaction by sorting out the problems they were complaining about. There were no more complaints at work that he was a difficult or autocratic kind of manager.

Sometime later he said that learning to show empathy and not be afraid to let people express feelings had helped him a great deal not only at work but as home as well. He said he wished he had learned it much earlier in life. 

Is there more information on this website
relevant to developing your management style?

Yes. You might also find our pages on how to drive for results and coaching skills relevant and helpful.

We love helping you communicate successfully

By giving you communication skills that'll transform even your most challenging relationships and interactions.

That's the purpose of Skills with People, our training course for managers and professional people at all levels. Thousands have benefited from this course.

Video Introduction

What People Have Said About The Course

Workshop Manager, Professional Plant Services

I now find it easier to have awkward conversations. (As a result of how he has changed several more people from his company are asking to attend the c ...

Read More...
Feedback from participant's boss - an HSBC investment director

I have had three unprompted comments from different team members and colleagues who have been surprised at the consideration he has shown in helping s ...

Read More...
Feedback from participant's boss - a Kimberley-Clark marketing director

He is now aware of his need to control his direct approach. He was sometimes too assertive. I think he is now well balanced in this respect.

Read More...
Feedback from a participant's boss - a Shell International senior manager

He is showing far more self-awareness and more restraint in potentially confrontational situations. He is far more aware of the impact his actions and ...

Read More...
Feedback from participant's boss - a Prudential director

He is a lot more confident. At the last meeting of our business unit leaders he fully led the meeting and dealt with people very well.

Read More...
Thank you from a participant

I wanted to let you know that I have secured a new role.  I had to go through an assessment centre and one challenge was to negotiate with a 'belliger ...

Read More...
Feedback from participant's boss - a Johnson Matthey Catalysts (Germany) senior manager

There has been a noticeable improvement in the performance of this customer service engineer. He is much more succinct now than he was before. He was ...

Read More...
Learning & Development Coordinator - The Entertainer

I can't recommend this course enough. It has genuinely been the most impactful course I have ever completed. Understanding that I can be assertive w ...

Read More...
The wife of a participant

"Just thinking about last night’s conversation and it’s bringing tears to my eyes – it’s what I’ve always wanted: to be able to talk with you like tha ...

Read More...
National Training Index* report on the course

"From delegates reports we have identified Skills with People is a 'highspot' among UK business courses. Delegates mentioned as most helpful the enha ...

Read More...
Golf Club Manager

Ten out of ten for the course for me personally. I think I would have resigned if it hadn't been for the course.

Read More...
Fundraising Officer, United Nations High Commission for Refugees (UNHCR)

A very intimate training which will make anyone reflect on how best to engage with colleagues when confronted with difficult situations.

Read More...
Leisure Centre Manager

The most useful part of the course was learning how to convey my disappointment with a member of staff without demotivating them, without making them ...

Read More...
Theatre Manager

Managing to confront them but still maintain their cooperation and support. Previously I was either not confronting or confronting and ending up with ...

Read More...
EHS advisor (environmental health and safety), Johnson Matthey

This is the best non-techincal course the company has ever put me on because it's the most useful. 

Read More...
Project Quality Engineer (self funding)

A lesson for life! The power of effective communication is incredible when one masters the skills "listen with empathy" / "speak assertively". Defin ...

Read More...
Feedback from a participant's boss - a WS Atkins director

Now he actively listens, probes, asks for clarifications and does not assume anymore he knows the answer.

Read More...
Feedback from a participant's boss - a Merck Sharp & Dohme medical director

She feels more confident in tackling people and has been impressed with her new found techniques, e.g., in dealing with members of the marketing depar ...

Read More...
Feedback from a participant's boss - a Glaxo SmithKline research director

He has made good progress in two areas: 1. team leadership - he listens with empathy to others well and considers their standpoint as well as his own. ...

Read More...
Senior Resource Consultant, Shell International

“Skills with People” has helped me deal with conflict situations.  It has helped me to diffuse tension in meetings and convert pushback into alignment ...

Read More...
Feedback from participant's boss - Chairman of White Clarke Group

He has greatly improved his ability to manage a situation. He listens more and uses that information to convince. A good example is the .... group, wh ...

Read More...
Feedback from participant's boss - a Johnson & Johnson marketing director

She has become increasingly aware and focussed on ensuring she is gaining cooperation from colleagues by the way she approaches situations. E.g., Meet ...

Read More...
Feedback from participant's boss - A Philips Semiconductors director

To what extend do I think his training need has been satisfied? Completely. I have been approached by 4 peers to tell me that they could see a very po ...

Read More...
Feedback from participant's boss - a Billiton director

He's obviously making a positive effort and it does show. People used to be scared of him. No longer.

Read More...
Feedback from participant's boss - a Johnson & Johnson finance director

He has made excellent progress in the management of his team. He has ensured key stakeholders are involved in decision-making and has gone to great le ...

Read More...
Feedback from participant's boss - head of projects in Heinz

He now gains support through his willingness to involve people more and take them with him.

Read More...
Senior Engineer, Qualcomm

An unbelievable experience, highly motivating training and one of the few which stays forever in your mind. A tangible impact to your life and workin ...

Read More...
Sports Centre Manager

I feel that my relationship with other attendees has improved massively following the session. I'd say 9/10 for what I've got from the course as I sa ...

Read More...

Examples of Training Needs Met

Flying high but creating a tense atmosphere Read More...
Technically very sound but lacking persuasive skills Read More...
Had a positive attitude but gave a negative impression Read More...
Lots of energy and ideas but little attention for his clients Read More...
Enormous enthusiasm but little sensitivity Read More...
Very diligent but hated dealing with difficult people Read More...
Forceful communicator who created friction Read More...
Allowed his meetings to get out of hand Read More...
Being more assertive would help career go better Read More...
Preparing for a more challenging role Read More...
Well intentioned but demoralising his team Read More...
Respected specialist who was too quiet at meetings Read More...
Not delegating or developing others Read More...
Difficulty communicating with non-technical people Read More...
Very logical but not creating enough rapport Read More...

Need To Know The Quick Facts?