Changes and workload in your organization affect the resilience of your employees. As a manager you are partly responsible for the well-being of your employees. Should you support your employees in all these matters? Where does your responsibility as a manager reach? And to what extent is an employee themselves responsible for strengthening their resilience?
“When you pick up stress signals in your employees and make them a subject of discussion, you lay the foundation for a resilient team.“
In the interactive training course ‘Discussing Resilience,’ we focus on your role as a manager. We start with your real-life cases, allowing you to immediately apply new knowledge and skills in the workplace. After this training, you will understand what resilience is and where your responsibilities as a manager lie—and where they end. You will understand the impact of negative stress and recognize warning and danger signals within your team. You will also have mastered several proven communication techniques to address stress, both on an individual and group level.
You will practice these techniques with fellow participants and a simulation actor. You will work on your personal action plan and receive a useful visual or job aids to refer to even after the training.
1. What is resilience, really?
To build resilience, you need to understand exactly what (positive and negative) stress is and how it affects your brain. Where is the tipping point?
2. Recognizing stress patterns in my team
You know what stress is? Then let’s look at its impact on the body, thoughts, and behavior. Learn to recognize warning and danger signals in yourself and your team, and intervene in time. Make sure that positive stress doesn’t turn into negative stress.
3. My role as a manager in resilience
But how should you intervene? You’re a manager, not a therapist. That may seem obvious, but where do you draw the line? And what is expected of you? What preventive measures can you take? And what do you do if someone does end up taking short- or long-term leave?
4. Let’s do this – conversation techniques: the fundamentals
Learn what to do when an employee is experiencing negative stress or isn’t doing well, and how to address and discuss this stress or situation. Practice conversation techniques, both proactive (initiating a discussion yourself) and reactive (when an employee comes to you).
5. What’s next?
What will you take with you and start applying tomorrow? Use the job aids in practice and prepare your conversations!
After this training:
This training can be used perfectly as a plug and play training, but can just as well be part of a Learning Journey. Below are a few examples that you can use to increase the effect of the training:
Managers
You don’t build a strong culture of dialogue with a one-size-fits-all approach. To make dialogue work effectively within organizations, we offer various formats tailored to different needs and situations. These tools help strengthen skills, drive change, and achieve learning objectives. Discover how our formats contribute to impact and sustainable results.
There are currently no events in French. By clicking on the button below, you can consult the events organised in Dutch.