Leadership Communication Training Course

Participants can build concise messages that match stakeholder needs and required decisions.

• Stakeholder mapping by influence, interest, information needs, and decision rights
• Audience analysis separating executives, peers, frontline teams, customers, and partners
• Message house construction: headline, supporting points, evidence, and requested action
• BLUF structure for concise updates, recommendations, and decision requests
• Selecting email, briefing, meeting, video, or document by communication purpose
• Plain-language editing removes jargon, hedging, buried actions, and unnecessary detail
• Framing difficult messages without concealing material risks or accountability

Participants can lead conversations that surface facts, concerns, and commitments accurately.

• Active listening behaviours: attending, paraphrasing, summarising, and checking meaning
• Open, probing, and reflective questions matched to conversation objectives
• Ladder of Inference tested before drawing conclusions from incomplete information
• Silence, pace, and turn-taking used to improve psychological safety
• Nonverbal signals interpreted cautiously across hierarchy, culture, and virtual settings
• Listening barriers diagnosed: confirmation bias, defensiveness, distraction, and premature problem-solving
• Conversation summaries convert concerns into agreed facts, decisions, and next steps

Participants can give and receive feedback that produces specific behavioural commitments.

• SBI feedback identifies Situation, Behaviour, and Impact without attributing intent
• Feedforward requests focus discussion on future behaviour and observable commitments
• COIN model structures corrective feedback around context, observation, impact, next steps
• Coaching questions distinguish capability gaps, confidence issues, and resource constraints
• Receiving feedback using clarification, reflection, ownership, and response commitments
• Recognition messages link specific contribution to customer, risk, or performance outcomes
• Documenting agreed actions, support, review dates, and escalation thresholds

Participants can prepare and conduct difficult conversations while maintaining clarity and respect.

• Preparation separates facts, interpretations, interests, emotions, and non-negotiable boundaries
• DESC script addresses behaviour, effects, desired change, and consequences
• Interest-based negotiation distinguishes positions from underlying needs and options
• De-escalation language acknowledges emotion without agreeing to inaccurate claims
• Conflict styles assessed using Thomas-Kilmann conflict mode instrument
• Boundary-setting statements specify acceptable conduct, consequences, and follow-up
• Escalation decisions consider safeguarding, conduct policy, legal risk, and authority

Participants can gain support for recommendations through structured and ethical influence.

• Stakeholder influence map identifies sponsors, blockers, allies, and affected groups
• Reciprocity, social proof, and authority applied ethically to gain commitment
• Influence without authority through expertise, relationships, coalition-building, and exchange
• SCQA structure frames strategic recommendations around situation, complication, question, answer
• Objection handling tests concerns, evidence, alternatives, and decision criteria
• Pre-wiring builds support before formal meetings and governance decisions
• Commitment language records owner, deadline, dependencies, and measures of completion

Participants can run decision-focused meetings and deliver structured leadership briefings.

• Meeting charters define purpose, attendees, decision rights, and required preparation
• Agenda design allocates time to decisions, risks, discussion, and actions
• Facilitation techniques manage dominant voices, silence, divergence, and timekeeping
• Decision logs capture rationale, dissent, owners, deadlines, and review points
• Executive briefings lead with recommendation, implications, evidence, and requested decision
• Pyramid Principle structures presentations from governing thought to supporting arguments
• Slide design uses assertion headlines, evidence, and readable visual hierarchy

Participants can communicate change and uncertainty with consistency, candour, and follow-through.

• Change narrative links strategic case, operational impact, and individual expectations
• ADKAR messages address awareness, desire, knowledge, ability, and reinforcement
• Communication cascades assign sender, audience, channel, timing, and feedback routes
• Rumour management corrects misinformation promptly with known facts and uncertainties
• Town-hall questions handled through acknowledgement, evidence, boundaries, and follow-up
• Change readiness signals gathered through pulse questions, listening sessions, and manager reports
• Resistance conversations distinguish legitimate concerns from avoidance or misinformation

Participants can select suitable channels and communicate inclusively across distributed teams.

• Media richness matched to ambiguity, sensitivity, urgency, and audience dispersion
• Virtual meeting protocols establish participation, chat, cameras, decisions, and follow-up
• Async updates use context, decision, action, owner, deadline, and source links
• Cultural Intelligence framework considers communication preferences, power distance, and directness
• Time-zone planning protects inclusion, response windows, and handover clarity
• Written tone checked for unintended force, ambiguity, and exclusion
• Accessible communications use plain language, readable formats, captions, and alternative channels

Participants can create an actionable communication plan for a current leadership priority.

• Communication risk assessment identifies audiences, sensitivities, failure points, and mitigations
• RACI clarifies who recommends, approves, communicates, and executes key decisions
• Ethical communication tests accuracy, confidentiality, fairness, and conflicts of interest
• Leader communication plan aligns objectives, messages, channels, owners, and measures
• After-action reviews examine intended message, received message, outcomes, and adjustments
• Personal commitments specify one conversation, one habit, and one feedback measure
• Thirty-day application plan schedules stakeholder conversations, checkpoints, and manager support