11 June 2024
09:30 - 10:30
1 hour

MS Teams
Online video conferencing

Conversations are the lifeblood of developing effective and satisfying relationships at work. A good relationship with someone can work both ways when having difficult conversations. It can either be easier to raise things because there is trust between you or it can be more difficult because we’re apprehensive about fracturing what has essentially been a good relationship. Some of what gets in the way of us having difficult conversations is our drive to be liked, our fears about how we might be seen and the assumptions we make about the other person and their motivations. Considering our contribution to a relationship is difficult, thinking about our purpose in tackling a difficulty, as well as approaching the conversation with the intention of learning about how the other person sees things first, are all tried and tested and, in some cases, evidence-based ways to have more effective difficult conversations.

The workshop will cover:

•  Identifying what it is about difficult conversations that make them difficult – drawing on participants' real experience

•  Considering the contribution we make to difficulties with others (either in the assumptions we make or our underdeveloped skills)

•  A model approach to having a difficult conversation (based on the work of the Harvard negotiating project)

•  The importance of language in difficult conversations

•  The superpower that is listening – along with demonstrating empathy and developing rapport – key skills for having better difficult conversations

•  How to plan, structure and open a difficult conversation

Who should Log in:

Anyone who has struggled with raising difficulties with others—and not just those we manage or work with—might be patients and families who want to improve their skills, gain some insight about themselves, and learn some practical approaches and principles that will contribute to having better, difficult conversations.

Lead facilitator

Jim Lusby  

Jim has worked in and around the NHS for more than 30 years, 20 of them at the Executive level or equivalent. His Board-level experience has been drawn from roles in several large acute Trusts, a Strategic Health Authority, and the NHS Trust Development Authority. He also spent four years as a senior civil servant, in national positions in the Department of Health and later as head of the health team in the Prime Minister's Delivery Unit. 

Jim has a longstanding interest in developing holistic, person-centred care models with a focus on prevention and population health. He has extensive experience in partnership work and has been closely involved from a Trust perspective both in local ICS development and in collaboration between acute providers. 

The breadth of this experience has allowed Jim to build significant insight into most aspects of strategy development and implementation, change, engagement and operational delivery in the health and care system. 

 How he can help you:  Jim's experience makes him well-placed to advise on all aspects of organisational and system strategy and delivery.  He has a particularly rounded view of governance and the interactions within and between organisations, having held a number of Executive roles on the Boards of provider organisations as well as senior regional and regulatory positions.  Building relationships and shared priorities in the face of often conflicting priorities and incentives has been a theme throughout his career. 

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