How to Lead When People are Hard to Manage

Workshop Date/Time:
29/04/2026 2:00 pm

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Full access to the live workshop, a recording of the workshop, live Q+A, email Q+A, training slides, supporting documents and templates, and CPD certificate.

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Workshop Overview

Whether it’s resistance to feedback, disruptive behaviour, or constant negativity, difficult dynamics in the workplace can drain time, energy, and team morale. As a manager, avoiding these issues isn’t an option, your ability to handle them directly affects team performance, retention, and wellbeing. In this practical, no-nonsense webinar, we’ll explore how to manage challenging workplace behaviours effectively and how to approach difficult conversations with clarity, confidence, and impact.

Your Presenter

Kathy Daniels

Kathy Daniels FCIPD, FCMI, PFHEA specialises in employment law, writing for a range of sources and also speaking and training across the UK. She is also a Professor at Aston University where she is Associate Pro-Vice Chancellor (Engagement). She is a lay member of the Employment Tribunals, sitting in Birmingham and a fellow of the Chartered Institute of Personnel and Development (CIPD).

Workshop Agenda

We will look at:
  • What makes someone ‘difficult‘? Are they just different? We’ll look at reframing behaviour and how to respond to difficult situations with empathy
  • Awareness of unconscious bias and the ‘halo and horns‘ effect
  • How to adapt your leadership to manage different communication styles
  • Strategies for preparing and leading difficult conversations and handling objections
  • How to stay calm and constructive under pressure or in emotional conversations
  • Techniques to manage difficult people and scenarios
  • Ways to turn conflict into a catalyst for improved performance and relationships
  • What to do if all attempts to manage difficult people don’t work, including how to professionally part company
  • Plus, the opportunity to get advice on your real-life scenarios and have all your questions answered by Kathy.

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