![]() NHS Leadership Academy as part of the upcoming Edward Jenner programme version 3. Sometimes a courageous conversation is needed but we don’t always have them.įind some time and space with a notebook to work through this reflective guide that will encourage you to feel empowered in facing and holding courageous conversations. A courageous conversations is thought of to be a discussion that is often difficult and uncomfortable. But we also get to work with people at their best and their worst.It is working with people that can often make things hard. These are: Having a courageous conversation with a supervisee requires practice. There’s always the pressure of time, resources, and different demands on you. Practice supervisors often have to initiate courageous conversations. Most of the time we love it and it is hugely rewarding but other times it can be really difficult work. 2) Decide whether to have the courageous conversation Armed with greater self-awareness, we can then carry out a more rational assessment of the need for a courageous conversation. ![]() Importantly, we believe that courageous conversations should be an empowering encounter for everyone involved. ![]() Many of us work in the health and care system because we care about people and work to support them when they are having a difficult time. This can help us to address the fears that oen prevent us from having a courageous conversation. We explore courageous conversations as the interplay between you and another person, framed by the environment in which this interplay takes place. What conversations are you feeling apprehensive about having? In this bitesize course, we’re going to look at what makes a conversation courageous and how you can have successful conversations that make a difference. ![]()
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