Learning objectives :

• Being comfortable with the "no's" of daily life as a manager
• Firmly reject requests without sparking a debate
• Speaking up, even when you're in the minority
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Course :

Session 1: Everyday "No"s
The most common "no" isn't the most dramatic one: it's the one a manager chooses—or fails to choose—to say to their team members over the course of weeks, to coach rather than do things for them, and to protect their focus without feeling guilty. Participants work on two tools: defining and communicating their values (what they won’t compromise on), and choosing the right communication channel so that the “no” is neither too harsh nor too ambiguous.

Case Study : Practicing how to repeatedly say no to colleagues without losing credibility or demotivating them, while relying on your values to stand your ground.

Session 2: Unambiguous Rejections
There are situations where “no” is non-negotiable: a request goes against an established framework or a collective rule. The challenge isn’t finding the right words, but avoiding the trap of “Let me think about it,” which signals hesitation and opens the door to a debate you didn’t want. Participants learn to adopt the right approach: a clear, firm “no,” without excessive justification.

Example scenario : Saying no to a request that violates a company policy (required office hours, non-negotiable procedures) without sparking unnecessary debate or leaving the door open.

Session 3: Disagreement in a Group Setting
The most uncomfortable situation: speaking up in a group setting (Executive Committee, Steering Committee) to express a dissenting opinion when everyone else seems to be converging on the same view. Participants practice four techniques: stating disagreement first (articulating it upfront to feel more at ease once it’s said), making concessions (showing that you share the concern), encouraging reflection through a coaching approach, and proposing actions even when you don’t have a better solution to offer.

Case Study : Taking a stand in a group setting by expressing a dissenting opinion without being perceived as “against” the group, using the phrasing and approach practiced in the workshop.