Workshops and Coaching for Leaders & Managers: Navigate a difficult working relationship

One-to-one coaching: Reclaim your enthusiasm

Are certain people on your team difficult to deal with?

Are you tearing your hair out trying to get them to co-operate?

Most of us come across awkward people at some stage in our lives.

If we are lucky, we can avoid them or work around them. But if you work with them directly or have to manage them, day in day out, you can’t keep side-stepping them.

Are you tired of making a relationship work?

We’ve all been there… feeling stuck and stressed with someone’s behaviour or attitude. We’ve tried being nice.
We’ve tried  tough love. But neither seem to  work.

Feeling disheartened?

You don’t have to choose between giving up or giving in
You can learn how to make difficult relationships work.
You can discover new ways to approach stubborn and rebellious people.
You can get them to take you seriously. And you can feel calmer and in control.

Dealing with difficult behaviour is a skill you can learn with practice, just like any other skill.   

We don’t learn this at school like we do Maths or History. And we think we should know how to deal with people already. But what most people don’t realise is that we can apply scientific techniques to difficult conversations and tricky behaviours. It’s like any other problem we try to solve.

Here’s how coaching can help: 

The first step is to figure out what’s going on underneath your own ‘bonnet’ and clear away gloomy feelings befuddling your thinking.

The fog lifts, and you can see your options with more clarity.

The next step then becomes much more manageable: mapping out in detail how you can take the most workable options forward.

You might rehearse a conversation – the phrases you’ll use, the tone you’ll try and adopt. Or you might put the bones on a long term strategy to influence people who are driving you mad to change their behaviour towards you and others.

Dealing with difficult behaviour is always a challenge

No easy answers exist. When we see a person as a problem person, we often conclude  we can either put up with them or leave – or get them to leave.

But here’s a question for you…

                    • What if you could figure out a way to work with them?
                    • What if you could learn how to master difficult conversations ?
                    • What if you could nurture a built-in calmness to buffer against negative behaviours

You’d no longer feel stressed and under pressure.

You‘d see clearly how to deal with this person and situation.

You‘d be able to turn conflicts and arguments into productive discussions.

This is what coaching can do for you

You discover why some people drive you mad. You learn how to stop  relationships turning negative. You learn how not to take things personally. You enhance your confidence and clarity

You learn to:

                  • Confront a difficult issue without the other person going off the deep end
                  • Diffuse angry outbursts and get things back on track
                  • Make sure what you say is heard and understood
                  • Encourage people to co-operate and work with you rather than against you

“I would highly recommend Mary Rafferty’s ‘Conflict Management for Leaders’ Workshop and Coaching programme. The course gave me new insights and skills in approaching situations of conflict. The entire programme was very practical and conducted in an encouraging and supportive atmosphere. If you wish to enhance your skills as a leader, particularly in helping people to understand each other and work together, then this is certainly an excellent programme to undertake”

Br. Martin Kenneally
Congregation Leader, Presentation Brothers
“It’s not just the gentleness of her tone, her skill or her groundedness, Mary performs some kind of alchemy where my fixed, justified position suddenly made no sense. At first it is irritating, as having someone to blame makes life so simple but Mary enabled me to measure what I would actually achieve and what it would cost me. More importantly, it transformed my experience from helpless victim into active participant and highlighted what I needed to do differently. I am back at work interested, enthusiastic, open and it is going far better than I could ever have imagined. I am eternally grateful to Mary.”


Niamh Morrin