Professional Communication and Relationship Skills Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Team Leaders, Project Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-IS-031

Before you join: Participants should have at least one year of professional experience involving regular communication with colleagues, customers, managers, suppliers or project stakeholders.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Professional relationships determine how quickly work moves, how reliably information is shared, and whether disagreement produces progress or avoidance. Managers, specialists and client-facing staff often have the technical answer but struggle to frame a difficult message, read stakeholder concerns, set boundaries or repair trust after a misstep. The result can be delayed decisions, repeated conflict, unclear accountability and damaged working relationships.

This course develops the communication and relational skills needed for credible, productive interactions at work. Participants learn to diagnose communication preferences, listen for facts and interests, structure concise messages, ask effective questions and give feedback that leads to action. They practise the SBI feedback model, DESC assertiveness script, Thomas-Kilmann conflict modes and stakeholder relationship mapping. The programme also addresses emotional self-management, influencing without formal authority, managing difficult conversations and maintaining professional boundaries.

Teaching combines short instructor briefings with realistic cases, paired simulations, group analysis and structured peer feedback. Scenarios reflect common workplace situations: resolving delivery disagreements, addressing poor performance, influencing a senior decision-maker, responding to a dissatisfied client and clarifying expectations between functions. Each participant develops a personal communication profile, stakeholder relationship map, difficult-conversation plan and 90-day relationship improvement plan for immediate use at work.

The course suits professionals who already communicate regularly with colleagues, managers, clients, suppliers or partner organisations and need a more deliberate approach to relationship management. It is particularly relevant where work depends on cross-functional coordination, service quality, stakeholder confidence or timely resolution of competing priorities.

What you will be able to do

  • Apply active listening techniques to identify facts, emotions, interests and unstated concerns
  • Structure clear workplace messages using audience, purpose, key message and action
  • Deliver developmental feedback using the Situation-Behavior-Impact model
  • Conduct assertive conversations using the DESC communication script
  • Diagnose conflict responses using the Thomas-Kilmann conflict mode framework
  • Map stakeholder relationships and plan tailored engagement approaches
  • Manage emotional triggers during high-stakes conversations and disagreements
  • Create a 90-day communication and relationship improvement plan

Benefits of attending

For you

  • Greater confidence addressing disagreements before they become entrenched
  • Clearer feedback conversations with colleagues, managers and direct reports
  • Stronger ability to influence decisions without relying on job title
  • Improved awareness of personal triggers and communication blind spots
  • Practical plans for strengthening priority workplace relationships

For your organisation

  • Fewer avoidable misunderstandings between teams, functions and project partners
  • More timely escalation and resolution of delivery-related disagreements
  • Better quality performance conversations and clearer accountability
  • Stronger client and stakeholder confidence through consistent communication
  • Improved cross-functional cooperation on shared operational priorities

Course modules

10 modules over 5 days

Participants can assess communication purpose, audience and channel before initiating a workplace interaction.

  • Communication purpose, audience and action defined before selecting channels
  • Message architecture using context, key point, rationale and requested action
  • Communication channels matched to urgency, complexity, sensitivity and record requirements
  • Johari Window used to identify known, hidden and blind information
  • Verbal, vocal and non-verbal signals interpreted without premature assumptions
  • Credibility built through consistency between commitments, messages and follow-through

Participants can listen actively and use questions to establish accurate shared understanding.

  • Active listening demonstrated through attending, reflecting, clarifying and summarising
  • Open questions used to surface facts, interests, concerns and options
  • Closed questions applied to confirm commitments, priorities and specific details
  • Paraphrasing separates observed facts from interpretations and assumptions
  • Ladder of Inference checked before responding to incomplete information
  • Summaries convert discussion into agreed decisions, owners and deadlines

Participants can adapt communication approaches to different preferences while maintaining clarity and respect.

  • Communication preferences identified through pace, detail, risk tolerance and decision style
  • Direct and indirect communication patterns handled without stereotyping individuals
  • Message detail adjusted for executives, specialists, clients and operational teams
  • Cultural dimensions considered when interpreting silence, hierarchy and disagreement
  • Written messages revised for clarity, tone, brevity and actionability
  • Meeting contributions framed to advance decisions rather than repeat information

Participants can state needs, limits and concerns clearly without becoming passive or aggressive.

  • Assertive, passive, aggressive and passive-aggressive responses distinguished through workplace examples
  • DESC script structures difficult requests, refusals and boundary-setting conversations
  • I-statements express impact and needs without assigning blame
  • Boundaries set around workload, availability, authority and acceptable conduct
  • Broken-record technique maintains a clear position under repeated pressure
  • Requests converted into specific agreements with owners, dates and escalation routes

Participants can give and receive feedback that improves performance and preserves working relationships.

  • SBI model links specific situations, observable behaviour and resulting impact
  • Feedforward focuses discussion on future choices, support and expected standards
  • Recognition describes contribution, impact and behaviours worth repeating
  • Feedback requests invite specific observations rather than general reassurance
  • Defensive reactions managed through pauses, questions and acknowledgement
  • Performance concerns documented with evidence, expectations and review dates

Participants can recognise emotional triggers and choose constructive responses under pressure.

  • Emotional triggers identified from recurring situations, assumptions and physical signals
  • Pause techniques create space between emotional reaction and chosen response
  • ABC model separates activating events, beliefs and consequences
  • Self-talk reframed to test interpretations before making accusations
  • Empathy distinguishes understanding another perspective from agreeing with it
  • Stress signals managed before high-stakes meetings and difficult conversations

Participants can prepare and conduct difficult conversations focused on interests, options and agreements.

  • Thomas-Kilmann modes compared for competing, avoiding, accommodating, compromising and collaborating
  • Conflict mapped across task, process, relationship and values dimensions
  • Interests separated from stated positions before proposing solutions
  • Difficult conversations prepared with evidence, objectives, risks and desired outcomes
  • Common ground established before addressing points of disagreement
  • Agreements recorded with actions, ownership, deadlines and follow-up arrangements

Participants can build support for proposals by aligning messages with stakeholder interests and decision criteria.

  • Stakeholder analysis identifies influence, interest, attitude and engagement priorities
  • Influence messages connect proposals to stakeholder goals, risks and constraints
  • Reciprocity builds cooperation through credible support and practical contribution
  • Coalitions developed through early consultation and shared problem definition
  • Objections handled by acknowledging concerns, testing assumptions and offering choices
  • Decision-makers briefed with recommendation, evidence, implications and required approval

Participants can maintain productive relationships across teams, clients and organisational boundaries.

  • Relationship maps identify trust levels, dependencies, expectations and communication cadence
  • Psychological contracts surfaced through explicit discussion of mutual expectations
  • Service recovery conversations address impact, accountability, remedy and follow-up
  • Trust strengthened through reliability, competence, openness and appropriate care
  • Cross-functional handoffs clarified using roles, inputs, outputs and service standards
  • Remote relationships maintained through purposeful contact and documented commitments

Participants can apply course methods to priority relationships and planned workplace conversations.

  • Priority relationship selected using impact, urgency, risk and improvement potential
  • Communication diagnosis identifies patterns, assumptions, barriers and stakeholder needs
  • Conversation plans combine purpose, evidence, questions, requests and contingencies
  • Feedback, DESC and conflict tools matched to the presenting issue
  • Personal commitments translated into observable behaviours and review measures
  • Ninety-day relationship plan schedules actions, checkpoints and accountability support

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Personal communication style profile
  2. Stakeholder relationship mapping template
  3. SBI feedback conversation planner
  4. DESC assertiveness conversation script
  5. Difficult conversation preparation checklist
  6. 90-day relationship improvement plan

Who should attend

  • Team Leaders — need clearer conversations, feedback and conflict handling with staff
  • Project Managers — depend on cooperation across functions without direct authority
  • Relationship Managers — maintain trust with clients, partners and internal stakeholders
  • Technical Specialists — must explain recommendations clearly to non-specialist decision-makers
  • HR and People Managers — address performance, conduct and workplace relationship issues
  • Programme Officers — coordinate diverse stakeholders around shared delivery commitments

Skills and tools covered

Active listeningAssertive communicationFeedback deliveryConflict resolutionStakeholder engagementRelationship planning

Tools and standards

Johari Window, Situation-Behavior-Impact model, DESC script, Thomas-Kilmann Conflict Mode Instrument

How the course runs

Training methodology

The course uses short instructor briefings to introduce models, followed by case analysis, group discussions, paired simulations and structured peer feedback. Participants work with realistic situations such as missed commitments, competing priorities, difficult feedback and stakeholder resistance. Simulations are observed against practical criteria for listening, questioning, message structure and response management. Individual reflection is used to identify communication patterns and emotional triggers. The programme closes with application planning based on live relationships and upcoming conversations.

Requirements and prerequisites

Participants should have at least one year of professional experience involving regular communication with colleagues, customers, managers, suppliers or project stakeholders. They should be comfortable discussing workplace situations and reflecting on their own communication habits. No formal qualification in psychology, management or communications is required. The course does not assume prior knowledge of behavioural models, mediation techniques or negotiation theory. Participants will gain most value by bringing current examples of working relationships or conversations they need to improve, while respecting confidentiality requirements.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should have experience communicating with colleagues, managers, clients or other stakeholders in a professional setting. No prior study of communication theory, psychology or conflict management is required.

Bring examples of workplace conversations, relationships or communication challenges that would benefit from improvement. Do not bring confidential documents or disclose protected personal, commercial or client information.

It is designed for professionals who work through relationships and need better outcomes from conversations with colleagues, customers, partners or decision-makers. It is especially useful for team leaders, project managers, relationship managers and technical specialists.

Presentation skills courses focus primarily on formal speaking and audience delivery, while negotiation courses focus on reaching agreements between parties. This course addresses the wider day-to-day relationship skills needed for listening, feedback, influence, conflict and professional boundaries.

Participants leave with conversation planners, feedback tools, relationship maps and a 90-day improvement plan. These materials can be applied to upcoming meetings, performance discussions, stakeholder engagements and conflict situations.

The five-day programme provides approximately 32.5 contact hours, typically from 08:30 to 16:30 each day. Time is divided across ten modules covering communication foundations, feedback, conflict, influence, relationship management and application planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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