AI-Assisted Courses
AI-Assisted Courses
AI-Assisted Courses
The training is
just the beginning.
The training is
just the beginning.
The training is
just the beginning.
A learning framework for organisations that want communication training to last. An experienced trainer starts the work in the room. AI Communication Gym lets participants keep practising their real situations afterwards. Personal feedback closes the loop.
A learning framework for organisations that want communication training to last. An experienced trainer starts the work in the room. AI Communication Gym lets participants keep practising their real situations afterwards. Personal feedback closes the loop.
A learning framework for organisations that want communication training to last. An experienced trainer starts the work in the room. AI Communication Gym lets participants keep practising their real situations afterwards. Personal feedback closes the loop.
Why we developed the model
Why we developed the model
Why we developed the model
Understanding is not the same as doing.
Understanding is not the same as doing.
Understanding is not the same as doing.
In a good training session, people see what works. They try it, get honest feedback and leave knowing more clearly how they want to communicate.
In a good training session, people see what works. They try it, get honest feedback and leave knowing more clearly how they want to communicate.
In a good training session, people see what works. They try it, get honest feedback and leave knowing more clearly how they want to communicate.
The harder part comes later. The difficult conversation arrives weeks after the session, under pressure, with no trainer in the room. That is where new habits are most often lost.
The harder part comes later. The difficult conversation arrives weeks after the session, under pressure, with no trainer in the room. That is where new habits are most often lost.
The harder part comes later. The difficult conversation arrives weeks after the session, under pressure, with no trainer in the room. That is where new habits are most often lost.
We did not build this model to replace in-person training. We built it so the training keeps working after the session ends.
We did not build this model to replace in-person training. We built it so the training keeps working after the session ends.
We did not build this model to replace in-person training. We built it so the training keeps working after the session ends.
The framework
The framework
The framework
One framework.
Three parts.
One framework.
Three parts.
One framework.
Three parts.
1
1
1
In-person kick-off
In-person kick-off
In-person kick-off
In-person kick-off
With an experienced communication trainer.
With an experienced communication trainer.
With an experienced communication trainer.
What participants do
Work on real situations from their own role
Work on real situations from their own role
Work on real situations from their own role
Build their message with the trainer, using Message Building™
Build their message with the trainer, using Message Building™
Practise in the room and get direct feedback
Practise in the room and get direct feedback
Practise in the room and get direct feedback
2
2
2
Practice in AI Communication Gym
Practice in AI Communication Gym
Practice in AI Communication Gym
Practice in AI Communication Gym
Between sessions and beyond the classroom.
Between sessions and beyond the classroom.
Between sessions and beyond the classroom.
What participants do
Prepare for your own real-life situations, or practise using the scenarios set out in the teaching materials.
Prepare their own upcoming situations, or choose a prepared scenario
Prepare their own upcoming situations, or choose a prepared scenario
Rehearse realistic conversations
Rehearse realistic conversations
Rehearse realistic conversations
Get feedback, improve the message and try again
Get feedback, improve the message and try again
Get feedback, improve the message and try again
3
3
3
Personal feedback and follow-up
Personal feedback and follow-up
Personal feedback and follow-up
Personal feedback and follow-up
Back with the trainer.
Back with the trainer.
Back with the trainer.
What participants do
Review what they practised with the trainer
Review what they practised with the trainer
Review what they practised with the trainer
Get personal feedback on what has changed and what still needs work
Get personal feedback on what has changed and what still needs work
Get personal feedback on what has changed and what still needs work
Agree the next steps
Agree the next steps
Agree the next steps
Session length, group size and the time between steps are agreed with each organisation.
Session length, group size and the time between steps are agreed with each organisation.
Session length, group size and the time between steps are agreed with each organisation.
Three ready-developed courses
Three ready-developed courses
Three ready-developed courses
One framework.
Different moments that matter.
One framework.
Different moments that matter.
One framework.
Different moments that matter.
Each course works on its own. Organisations can choose one, combine them, or start with the one that meets their most urgent need.
Each course works on its own. Organisations can choose one, combine them, or start with the one that meets their most urgent need.
Each course works on its own. Organisations can choose one, combine them, or start with the one that meets their most urgent need.
Difficult
Conversations
Difficult
Conversations
Difficult
Conversations
Difficult
Conversations
The workplace problem
Some conversations get postponed because they are hard to start and harder to control. When they finally happen, the message is often softened until it no longer says what it needs to, or delivered so bluntly that the working relationship suffers.
Some conversations get postponed because they are hard to start and harder to control. When they finally happen, the message is often softened until it no longer says what it needs to, or delivered so bluntly that the working relationship suffers.
Some conversations get postponed because they are hard to start and harder to control. When they finally happen, the message is often softened until it no longer says what it needs to, or delivered so bluntly that the working relationship suffers.
What participants develop
Saying difficult things clearly and respectfully
Saying difficult things clearly and respectfully
Saying difficult things clearly and respectfully
Staying calm and on message when the other person pushes back
Staying calm and on message when the other person pushes back
Staying calm and on message when the other person pushes back
Listening, answering questions and moving the conversation forward
Listening, answering questions and moving the conversation forward
Listening, answering questions and moving the conversation forward
Practice situations
Giving difficult feedback
Handling conflict
Announcing an unpopular decision
Sensitive conversations with colleagues
Handling resistance and questions
How the framework applies
In the room, participants learn how to build a message with Message Building™ for a conversation they are actually facing. In AI Communication Gym, they rehearse it against realistic reactions. At follow-up, they review with the trainer what changed.
In the room, participants build the message for a conversation they are actually facing. In AI Communication Gym, they rehearse it against realistic reactions. At follow-up, they review with the trainer what changed.
In the room, participants build the message for a conversation they are actually facing. In AI Communication Gym, they rehearse it against realistic reactions. At follow-up, they review with the trainer what changed.
Who it is for
Managers and team leaders who give feedback, manage conflict or deliver unwelcome news.
Managers and team leaders who give feedback, manage conflict or deliver unwelcome news.
Managers and team leaders who give feedback, manage conflict or deliver unwelcome news.
The workplace problem
A decision that is clear in the leadership meeting can be confusing three levels down. Leaders often explain what has been decided, but not why it matters or what they need from people. Support fades before the change is under way.
A decision that is clear in the leadership meeting can be confusing three levels down. Leaders often explain what has been decided, but not why it matters or what they need from people. Support fades before the change is under way.
A decision that is clear in the leadership meeting can be confusing three levels down. Leaders often explain what has been decided, but not why it matters or what they need from people. Support fades before the change is under way.
What participants develop
Explaining decisions so people understand the reasoning
Explaining decisions so people understand the reasoning
Explaining decisions so people understand the reasoning
Building commitment, not just compliance
Building commitment, not just compliance
Building commitment, not just compliance
Communicating honestly when not everything is known yet
Communicating honestly when not everything is known yet
Communicating honestly when not everything is known yet
Practice situations
Explaining decisions
Building commitment
Communicating change
Getting people behind an idea
Leading through uncertainty
How the framework applies
The kick-off works on the leader’s real agenda. Between sessions, participants practise the conversations and announcements the change requires. Follow-up checks whether the message is landing.
The kick-off works on the leader’s real agenda. Between sessions, participants practise the conversations and announcements the change requires. Follow-up checks whether the message is landing.
The kick-off works on the leader’s real agenda. Between sessions, participants practise the conversations and announcements the change requires. Follow-up checks whether the message is landing.
Who it is for
Leaders and managers responsible for strategy, change or new initiatives.
Leaders and managers responsible for strategy, change or new initiatives.
Leaders and managers responsible for strategy, change or new initiatives.
Communicate
to Lead
Communicate
to Lead
Communicate
to Lead
Communicate
to Lead
Present with
Confidence
Present with
Confidence
Present with
Confidence
Present with
Confidence
The workplace problem
Important presentations are often prepared as slides first and as a message last. The result covers everything, yet leaves the audience unsure what it was meant to remember or decide.
Important presentations are often prepared as slides first and as a message last. The result covers everything, yet leaves the audience unsure what it was meant to remember or decide.
Important presentations are often prepared as slides first and as a message last. The result covers everything, yet leaves the audience unsure what it was meant to remember or decide.
What participants develop
Structuring a clear, memorable message
Structuring a clear, memorable message
Structuring a clear, memorable message
Delivering with presence in front of senior audiences
Delivering with presence in front of senior audiences
Delivering with presence in front of senior audiences
Handling challenging questions without losing the thread
Handling challenging questions without losing the thread
Handling challenging questions without losing the thread
Practice situations
Presentations to leadership
Important team meetings
Persuasive pitches
Clear, memorable messages
Challenging questions from the audience
How the framework applies
Participants build and deliver their talk with the trainer, rehearse it and the likely questions in AI Communication Gym, and refine it at follow-up.
Participants build and deliver their talk with the trainer, rehearse it and the likely questions in AI Communication Gym, and refine it at follow-up.
Participants build and deliver their talk with the trainer, rehearse it and the likely questions in AI Communication Gym, and refine it at follow-up.
Who it is for
Anyone who presents to boards, leadership teams, clients or large internal audiences.
Anyone who presents to boards, leadership teams, clients or large internal audiences.
Anyone who presents to boards, leadership teams, clients or large internal audiences.
The courses are not a sequence or a certification path. Each one stands on its own.
The courses are not a sequence or a certification path. Each one stands on its own.
Flexible by design
Flexible by design
Flexible by design
Three ready-developed courses. One flexible learning framework.
Three ready-developed courses. One flexible learning framework.
Three ready-developed courses. One flexible learning framework.
The three courses show how the framework works. The framework itself can be shaped around other communication challenges your organisation faces.
The three courses show how the framework works. The framework itself can be shaped around other communication challenges your organisation faces.
The three courses show how the framework works. The framework itself can be shaped around other communication challenges your organisation faces.
New topics
New topics
New topics
We can apply the framework to further communication topics.
We can apply the framework to further communication topics, once we have agreed together that it is a good fit.
We can apply the framework to further communication topics, once we have agreed together that it is a good fit.
New practice scenarios
New practice scenarios
New practice scenarios
We can write prepared scenarios around the situations your people actually face, in your own context.
We can write prepared scenarios around the situations your people actually face, in your own context.
We can write prepared scenarios around the situations your people actually face, in your own context.
Your process
Your process
Your process
We can adapt the in-person sessions, the AI-practice phase and the feedback process to your learning objectives and schedule.
We can adapt the in-person sessions, the practice phase and the feedback process to your learning objectives and schedule.
We can adapt the in-person sessions, the practice phase and the feedback process to your learning objectives and schedule.
Not every topic suits this model. If a different approach would work better, we will say so.
Not every topic suits this model. If a different approach would work better, we will say so.
Not every topic suits this model. If a different approach would work better, we will say so.
Which course fits your organisation?
Which course fits your organisation?
Which course fits your organisation?
Which course fits your organisation?
Tell us who you want to train and what they find difficult. Together we can work out whether one of the existing courses fits, or whether a new one should be developed.
Tell us who you want to train and what they find difficult. Together we can work out whether one of the existing courses fits, or whether a new one should be developed.
Tell us who you want to train and what they find difficult. Together we can work out whether one of the existing courses fits, or whether a new one should be developed.