Start with the communication task
Describe where the message breaks down. Is the issue a vague instruction, an unanswered question, a tense discussion or a proposal that does not help the audience decide? Collect an anonymised example. A team struggling with handovers needs different practice from a team preparing board presentations, even if both problems are labelled “communication”.
Choose conversation skills when understanding is the gap
For everyday interaction, useful practice includes asking open questions, paraphrasing, stating a request clearly and adapting tone. Active listening helps participants check what another person means before responding. Difficult-conversation exercises should use manageable workplace scenarios and allow feedback on the actual wording, rather than relying only on confidence tips.
Choose presentation skills when the audience needs a decision
Presentation training should address audience priorities, argument structure, evidence, slide design and delivery. Ask participants to bring a real presentation objective. A strong outcome is a revised explanation or recommendation tested through practice, not merely a more attractive slide deck. Question handling should be included when the role requires defending a proposal.
Evaluate the output against its purpose
For a conversation, check whether the next step and shared understanding are clear. For a presentation, ask whether the audience can explain the recommendation, evidence and decision required. Record feedback against these criteria. Use a later workplace example to see whether the learning transfers beyond the comfortable environment of the training room.
Worked example: A project update needs more than polished slides
A fictional project team presents long status decks, yet decisions remain unresolved. The useful training task is to state the decision, explain the options and answer the sponsor’s questions. At the same time, project leads practise checking what colleagues need before the meeting. Presentation structure and listening practice work together, but the brief names the separate behaviours rather than simply requesting greater confidence.
Put it into practice
- Collect a real message or presentation example.
- Identify the audience and desired response.
- Choose practice that matches the task.
- Review clarity, relevance and the next action.