Communication

We communicate from the moment we are born. The way we were encouraged or criticised, the labels we received, how we gave feedback, and whether our needs were met or not—all of this has deeply shaped our communication style.

For example, if you grew up in a supportive environment, giving difficult feedback may feel relatively natural. If, on the other hand, you grew up in a more conflictual or harsh environment, having those conversations can be much more challenging.

Even when feedback is well prepared in a structured and technical way, that is not always enough to actually have the conversation. Deeper work is often needed—a new internal redicision, a new belief, a form of permission—to take a different first step.

That step is then supported through practice and feedback, allowing a new learning pattern to gradually emerge.

In this work, I draw on insights and techniques from Transactional Analysis (Parent–Adult–Child model, drivers, script decisions, permissions…) as well as Nonviolent Communication.

Themes:

Giving and receiving feedback
Development conversations
Performance conversations
Appraisal conversations
Conflict / difficult conversations
Making clear agreements

For whom:

Employees
Managers