Webinar on Giving feedback to a toxic person? Strategize your conversation and handle it the smart way
OVERVIEW
Giving feedback to a toxic person is one of the most
painful forms of feedback. Our upcoming webinar discusses top strategies to
start the feedback conversation with difficult people, keep it rolling
positively, and end the conversation with critical actions.
The
webinar covers the following key areas:
·
Giving feedback to a toxic person based on
whether the employee is a peer, direct report, or boss.
·
Deal more effectively with the 94% of employees
who have reported they have worked with a toxic person in the past 5 years.
·
Be exposed to a simple assessment tool to
understand how team climate impacts everyday civility.
LEARNING
OBJECTIVES
In this webinar, Dr. Kusy helps leaders
separate performance problems from toxic behavior problems. They are different
and needed to be treated differently. Giving feedback to a toxic person is one
of the most painful forms of feedback.
Why?
For three reasons.
First, toxic people are often clueless
about the impact of their actions on others.
Second, leaders stumble over how to give
feedback because it’s not as cut and dry as performance problems.
Third, leaders often don’t understand
the subtle differences in giving feedback to a toxic peer, a toxic direct
report, and a toxic boss.
This webinar shares all three
perspectives so that leaders will be well-poised about how to deal with a toxic
employee and providing feedback in the most successful light—all formed from extensive
research and evidence-based practices of Dr. Kusy and others.
WHO
WILL BENEFIT
All industries—profit, non-profit,
government, healthcare, education, etc.
Leaders, managers, and supervisors
Human resource professionals
Talent development professionals
Counselors
Coaches
Talent development professionals
SPEAKER
Mitchell Kusy has worked as a professor, author,
organizational psychologist, and consultant for 25+ years. Hehas traveled the
world sharing not only the cutting-edge research on toxic personalities, but
just as importantly—what to do about it.
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1.
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2.
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purchases
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