Communication Skills for Managers Training Course

Participants can listen actively and ask questions that reveal facts, concerns and options.

• Active listening behaviours include attention, paraphrasing, summarising, silence and accurate note-taking
• Open questions draw out context, priorities, evidence, constraints and possible options
• Closed questions confirm facts, deadlines, ownership, commitments and decision boundaries
• Probing questions test vague statements without creating unnecessary defensiveness or resistance
• Paraphrasing checks meaning before responding to emotionally charged or technically complex statements
• Listening for unstated concerns distinguishes positions, interests, fears and practical constraints

Participants can tailor communication while maintaining accuracy, respect and managerial accountability.

• Stakeholder message maps identify audience needs, likely questions, benefits and required actions
• Language level adjusted for executives, specialists, frontline staff, customers and partners
• Directness calibrated according to risk, relationship, cultural expectations and decision urgency
• Technical detail translated into business implications, operational impacts, costs and choices
• Tone managed through word choice, pacing, body language and response timing
• Inclusive communication avoids assumptions about knowledge, status, identity and working arrangements

Participants can give specific feedback and recognition that improves performance and accountability.

• SBI feedback model links situation, observable behaviour and resulting impact
• Evidence gathered from records, examples, expectations and agreed performance standards
• Recognition describes contribution, impact and behaviours worth repeating consistently
• Feedback requests invite recipient perspective before discussing conclusions or next steps
• Future-focused questions identify support, commitments, measures and review dates
• Written follow-up records agreed actions without inflammatory language or disputed interpretation

Participants can prepare and conduct difficult conversations using facts, respect and clear agreements.

• DESC script structures descriptions, expressed concerns, stated needs and consequences
• Conversation preparation separates documented facts from judgement, hearsay and emotional reactions
• Opening statements establish purpose, respect, confidentiality limits and discussion boundaries
• Defensive responses handled through acknowledgement, clarification and return to observable evidence
• Disagreement explored by identifying interests, constraints, options and non-negotiable requirements
• Agreements specify actions, owner, deadline, support and review arrangements

Participants can design and facilitate meetings that result in clear decisions and follow-up.

• Meeting purpose classified as information-sharing, consultation, problem-solving, decision or coordination
• Agenda design assigns outcomes, timings, contributors, pre-reading and decision rights
• RACI matrix clarifies responsible, accountable, consulted and informed roles
• Facilitation questions keep discussion focused on evidence, options, risks and decisions
• Participation managed by drawing out quieter contributors and containing repeated interventions
• Action logs record decision, owner, due date, dependencies and communication requirements

Participants can present concise recommendations that enable timely management decisions.

• Recommendation-first briefings state requested decision before supporting analysis and detail
• Executive messages connect proposal, evidence, risk, cost, benefit and required action
• Logical sequencing moves from context through options to recommendation and next steps
• Slides support spoken messages with readable evidence, comparisons and decision prompts
• Questions anticipated through stakeholder concerns, data gaps, trade-offs and implementation risks
• Objections answered by acknowledging concerns, testing assumptions and clarifying choices

Participants can write concise messages that prompt accurate understanding and action.

• Email subject lines state purpose, urgency and required recipient action
• BLUF writing places bottom line, decision or request before supporting detail
• Paragraphs separate background, analysis, decision, action owner and deadline clearly
• Digital channel choices distinguish email, chat, shared documents and live discussion
• Sensitive messages avoid unnecessary distribution, speculation, blame and ambiguous wording
• Editing checks clarity, tone, factual accuracy, attachments, names and action deadlines

Participants can communicate change with credible rationale, practical implications and listening routes.

• Change messages explain rationale, scope, timing, impacts and immediate expectations
• Known facts distinguished clearly from pending decisions, estimates and unresolved risks
• Stakeholder concerns gathered through questions, listening sessions and manager escalation routes
• Repeated core messages maintain consistency while local details address team needs
• Rumours addressed with verified information, clear boundaries and stated update commitments
• Manager briefings prepare supervisors to answer predictable operational and people questions

Participants can create a focused plan for improving communication in their management role.

• Communication self-assessment identifies strengths, recurring gaps and high-risk situations
• Priority stakeholder map ranks influence, interest, communication needs and relationship status
• Upcoming conversations selected using business impact, urgency and relationship importance
• Message plans define purpose, audience, evidence, channel, action and follow-up
• Personal feedback sources identify colleagues able to observe communication behaviours
• Ninety-day application plan sets milestones, measures, review points and accountability partners