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Conscious Conversations

Embracing Uncomfortable Conversations

​a live interactive Instructor-Led Workshop
series of six 75-min sessions

part of the Conscious Leader Development

programs at Basileia LLC

"When you make a decision out of anger, guilt or shame, rarely will you meet the needs of anyone — not your needs, not the needs of the people around you, not the needs of the organization."

-Gregg Kendrick

Conversations that happen when we are in a reactive state are very different than conversations from a responsive state. Having "conscious conversations" means that we have the awareness — and the skills — to transform these reactive moments into responsive interactions where people feel heard and valued, especially when emotions are rising, the stakes are high, and reactivity is abundant.

Developing this level of self-awareness and the skills to shift habitual patterns of reactive behavior is challenging and requires a significant personal commitment.

Are you ready to make the personal commitment to grow and sustain conscious relationships in your work and home life?

The first part of having conscious conversations is to develop the awareness and skills to transform the reactivity in ourselves. As we gain confidence in transforming reactivity, then are we ready to engage in the those challenging but important conversations where we feel uncomfortable or scared.

Conscious conversation awareness and skills are equally powerful in communicating our gratitude to others who have contributed to ourselves or the team.

Session Outlines
  • Session 1: Move to Presence Before Action: Transform our own reactiveness 

    • Be aware of your own fear-based patterns: common triggers & limiting beliefs

    • Practice the name-embrace-transcend process to diminish my unconscious reactions

    • Amplify your awareness of body sensations as pathway to self-connection
       

  • Session 2: Shift out of the Drama Triangle: Recognize - and transcend - patterns of reactivity in the workplace

    • ​Understand common patterns of reactivity within group interactions

    • Explore how do I show up as "perpetrator," "victim" and "rescuer" within my work relationships

    • Take healthy responsibility for my part in the drama triangle

    • Shift out of the drama triangle by taking ownership and making the "wonder move"
       

  • ​Session 3: Engage in Uncomfortable Conversations: What to do when you engage in challenging situations and strong emotions arise

    • Why we need to initiate uncomfortable conversations

    • How to prepare for uncomfortable conversations

    • Develop the skills to be comfortable being uncomfortable

    • Shine the light on what matters during the conversation
       

  • Session 4: Harvest the Gifts of "Conflict": Focus on what matters amidst the chaos​

    • When I experience interpersonal "conflict" in the workplace, what does it look like to me?  ... and what do I do in the midst of it?

    • Listen beyond the words - people express anger because something matters to them

    • Avoid interpersonal communication guidelines that censor language

    • "Leaning in" to conflict vs. avoiding it - shift your mindset to look for the gifts

    • Healthy teams embrace "conflict" and have the skills to harvest the gifts
       

  • ​Session 5: Celebrations, Generosity & Gratitude: The fuel of conscious organizations

    • Take the time — make the time — to acknowledge what is working well

    • Express care through generosity - the exquisite beauty when one person reaches out to contribute to and support another person

    • Express gratitude - recognition that another person has contributed to you or to the team

    • Receive gratitude - embrace being seen in your contribution
       

  • Session 6: Define and Claim Personal & Professional Boundaries: Communicate clarity that supports our work and our dignity​

    • Setting personal boundaries when others' behaviors are not honoring my fundamental need of human dignity

    • Expressing personal boundaries​ with clarity and specificity, but not blame

    • Expressing professional boundaries when other's behaviors are not honoring our roles and our agreements of how we work together

    • What to do if the other person continues to ignore your expressed boundaries

Prerequisites

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