Working Well With People

About this course

Most of what makes a job go well or badly is not the technical work. It is whether your messages get read, whether meetings decide anything, whether feedback lands, and what happens when two people want different things. This course covers the parts nobody is formally taught. How to write so the ask is not buried. When a meeting is the right tool and when it is a message wearing a costume. How to hear criticism without your first reaction deciding your response, and how to give it so it can be acted on. What actually causes workplace disagreement, and what to do about colleagues you find difficult. It ends with managing yourself: making your work visible without self-promotion, declining extra work by showing the trade rather than refusing, and recognising the difference between a hard week and a structural problem.

What you will learn

• Write messages where the ask is unmissable and the urgency is explicit
• Decide when a meeting is warranted, and run one that ends with owners and dates
• Receive critical feedback without your first reaction deciding your response
• Give feedback that is specific, timely, and about behaviour rather than character
• Work through disagreement by finding the difference in information or priority first
• Make your work visible to a manager, and decline extra work by showing the trade-off

Before you begin

• No prior experience needed
• Most useful if you currently work with other people in some form