Manager Conversations: 1-on-1s, Feedback, Conflict [EN]

This course contains the use of artificial intelligence.

You are judged on what your team produces. You manage it almost entirely through conversations, and nobody ever showed you how to structure one.

The conversations that quietly stopped working

The weekly one-to-one has become a status update, which you could have got from the tracker. Feedback accumulates until the annual review, by which point it is history and the person is entitled to ask why you waited. A conflict has been developing between two people for a month and you noticed at the stage where they have stopped talking to each other. Mentoring exists as the sentence "come to me if you need anything", which nobody ever acts on. And when someone finally leaves, the exit conversation contains three things you could have fixed had you heard them in March.

What this course covers

Forty lessons that turn all of this into a schedule rather than a talent. The underlying competencies first: active listening, communication and empathy as separate trainable things, navigation and influence, negotiation, keeping people informed, integrity and ethics in decisions about people, networking, accountability, giving advice to someone who did not ask, admitting a mistake in front of the team, and deciding when the situation is incomplete. Then the weekly rhythm: why this meeting is not optional, seven distinct formats including the burnout diagnosis and the conflict conversation, building enough relationship that someone tells you the truth, the coaching mode and specifically when it is the wrong choice, feedback that does not demotivate, and rolling the practice out with a return calculation. Then feedback as a cycle: why people ask for it and managers avoid it, the four obstacles and how to remove each, why feedback is not evaluation, the six steps of daily feedback, requesting it yourself, running loops at organisation scale, adapting to personality type, and recognition. Then mentoring: matching by critical success factors, the first meeting and its boundaries, the learning style, ending the relationship deliberately, and seven scenarios from the unqualified veteran to the talented person who has become bored. Then conflict: how it forms and escalates, the resolution algorithm, how a manager should react, nepotism and office politics, assessing the likelihood with a test, negotiation and mediation. Finally teaching the whole system to the managers below you: the Gallup and Google findings, ten competencies, six levels of delegation, team stages and dysfunctions, situational leadership, engagement against wellbeing, and business writing.

Two blocks recorded for the people function

The competency block was recorded for people professionals, and its first lesson compares the established certification models. The other seven lessons are general — listening, empathy, influence, negotiation, ethics, networking, accountability, critical thinking. The final block is about developing managers inside a company and touches the people processes in its last lesson. Both are here because a manager who runs these conversations well is doing the people function's work in the only place it actually happens.

Who is teaching this

I am Mike Pritula. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.

What is included

• Lifetime access to all 40 lessons

• Active instructor support in the Q&A section

• A Udemy Certificate of Completion

• Working material: the seven one-to-one formats, GROW, the six-step feedback model and script, the feedback request, mentor matching factors, the mentoring boundaries conversation, the conflict resolution algorithm, the escalation test, six levels of delegation, and the team dysfunction model

• A schedule of conversations, not a list of communication skills

Where to start

Look at your last four one-to-ones. If you could have got the same information from a project tracker, that is exactly the problem this course fixes. Enrol now and start today.