Navigating Challenging Behaviour
This guide gives managers the tools they need to feel confident when faced with challenging behaviour. We want to share the ideas and tools that make managing people easier and give you the confidence to deal with challenging behaviour. Central to what you’ll learn is the idea that challenging behaviour comes from someone who has moved into protection mode as their brain has detected a threat – regardless of whether that is real or imagined. Our way of handling challenging behaviour is to help move out of protection mode through a series of steps in our C.A.L.M. Framework. Moving away from the need to protect ourselves means that we can be more collaborative and display more positive social behaviour. You’re going to learn about how our brain detects threats, how we act in protection mode; then what you can do to handle the challenging behaviours you face. You’ll find inside: Part 1: Understanding how your brain reacts to challenges at work Part 2: The 5 survival strategies we use in protection mode Part 3: The C.A.L.M. framework Part 4: Taking it further Part 5: Understanding how your brain reacts to challenges at work
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Great conversations in 15 minutes
These questions have been designed to help you create more positive impact at work. When reflected on these five critical areas will help you steer clear of misunderstandings. Grab a pen, make a brew and take 15 minutes to think about a conversation you would like to have at work and have been putting off. It’s astonishing what a little preparation can achieve. Let our worksheet be your secret weapon for unlocking impactful conversations.
Recognise stress in your meetings
If we can learn the signs of stress we will become more aware of its impact on our conversations, we are able to respond better. If we brush stress under the carpet, or dismiss it as part of the job we risk ignoring its neurological impact. This guide offers practical advice to help recognise the ways stress can show up in your meetings and conversations – it’s not always obvious and the signs can be subtle. Learn to recognise the signs of stress in yourself and others, as this will make people’s behaviour easier to understand.
Disagreeing well
We like consensus in our teams. When people agree it feels good, all being on the same page is a comfy place to be – but is it too comfy? When we hurry towards consensus and rush to find an agreed solution are we missing something? Avoiding disagreement may quash new ideas, make speaking up difficult and lead to group think. Learn a key skill of a high performing team; disagreeing well.
