Complicated negotiations with subordinates. Workshop on the actions of the head

August 21, 2015 Conducted by Pavel Sivozhelezov

Business coach, co-author of the book "Preparing for the" Management Duel "and difficult negotiations." 10 years of managerial experience, including general director of a construction company, commercial director of a branch of MegaFon. Leading the evening club management struggle.

“It’s hard to learn, easy in battle,” A.V. Suvorov. And “battles” with complex subordinates and in very difficult situations, each leader has to conduct regularly. And getting out of them as a winner is very difficult. Because to win, or at least not to lose in such negotiations, it is necessary immediately in three coordinates: 1) business interests, 2) relations with people, 3) power and authority of the leader. Therefore, simple solutions do not exist in them. For example, if you “just put pressure” on a subordinate, this will lead to his demotivation, if you make concessions to him, the authority of the leader may suffer, etc.

In this difficult training, students will encounter the most difficult types of managerial situations, and in a face-to-face encounter, they will put into practice strategies, techniques and behavioral technologies in such negotiations. After completing the course, in a real “battle” with real subordinates, you will be armed with effective scenarios, techniques and formulations, and you will take a serious step in developing your managerial skill, increasing your authority and level of motivation for your subordinates!

A feature of this super-intensive program is that participants have a unique opportunity to work out negotiation scenarios in sparring with other participants playing the role of a “complex subordinate”, then receiving feedback from them. The ratio of practice to theory 60/40.

Passing the training will help you:

  • Master in practice more than 10 effective scenarios of negotiations with subordinates in a difficult situation
  • Properly analyze incidents, misconduct and mistakes of subordinates
  • Prevent conflict with team
  • Admit your mistakes without losing credibility
  • Put "in place" subordinates who feel "indispensable"
  • “Recover” motivated employees
  • Replace salary increases with intangible motivation
  • Dismiss employees quickly and without conflict
  • Communicate unpleasant news to employees while maintaining their motivation
  • Introduce unpopular changes and overcome resistance
Teaching methods:
  • Testing techniques in negotiations with a coach, receiving feedback from a second coach
  • Mini - lectures
  • Role-playing games
  • Team and individual work with tasks and cases
  • Management (negotiation) fights

Training Content


  • “Three whales” in difficult negotiations with subordinates
  • Powers of Punishment and Dismissal
  • The power of indifference to the care of a subordinate
  • The combination of confidence and correctness

  • "The court is coming." Parsing errors, misconduct and incident.
  • Error subordinate. The difference between error and misconduct. The benefits and harms of mistakes.
  • How to achieve recognition of a mistake.
  • Extract subordinate conclusions from the error.
  • The act of a subordinate. Technology interrogation. Typical mistakes of the head
  • How to get a guilty plea.
  • Adequate punishment and exit from negotiations.

  • “I won’t!” Resistance to the actions and decisions of the leader
  • Resistance in the statement of the problem
  • Resistance during control
  • Resistance to deteriorating working conditions in a crisis

  • Management error correction
  • Taming the "indispensable." Work with the "stars"
  • "Return to life" employee who lost motivation

  • "A sore point." Negotiating salary and intangible motivation
  • How to prevent talk of a pay raise
  • Employee Arguments and Manager Arguments

  • "Parting." Dismissal on the initiative of the head
  • To dismiss or not to dismiss?
  • Peacefully dismissed. Possible negotiation scenario
  • “Combat” dismissal. Blitz Krieg Scenarios