Course: The Power of Emotional Authenticity
Teaching Emotional Authenticity at Work , A Practical, Measured Course Outline for Emerging Leaders
Audience and Context
- Target audience: Emerging leaders and frontline managers across corporate and professional services sectors (Sydney, Melbourne, Brisbane). Participants typically have 3 to 8 years' experience and are stepping into roles that require people leadership and performance conversations.
- Organisational context: Designed for organisations undergoing cultural change, introducing psychological safety, reducing attrition and improving team performance. Suitable for teams in finance, professional services, healthcare administration and public sector units.
- Delivery level: Intermediate (assumes basic interpersonal skills; focuses on translating self awareness into workplace practice).
- Why this audience? Because the middle tier shapes day to day culture more than executives do. Middle managers are the friction point; if they model authenticity, the rest follows. If they don't, well, meetings stay brittle and people leave.
Format, Duration and Delivery Mode (randomised)
- Preferred duration and format: 3 × 2 hour virtual live sessions, spaced weekly, plus one half day face to face reinforcement workshop in a central city hub (optional).
- Delivery mode: Hybrid , core delivery via interactive virtual workshops (Zoom/MS Teams) with breakout rooms, followed by a single on site half day practicum for behavioural rehearsal and peer feedback.
- Rationale: Short, regular sessions allow learning to be tested and practised in real workflows. The half day consolidates gains with roleplays and manager involvement. Works well for dispersed Australian teams; reduces travel costs while preserving high touch practice.
Programme Overview (big picture)
- Aim: Equip emerging leaders to recognise, regulate and express emotions in a way that's authentic, culturally appropriate and performance positive.
- Learning philosophy: Applied, not theoretical. We prioritise practice, feedback and micro behavioural change over lectures. Short, targeted assignments plus manager coaching produce measurable behavioural shifts.
- We deliver with experienced facilitators who've worked across Sydney and Melbourne corporate clients and public services. Expect real world examples and sometimes blunt honesty.
Core Learning Outcomes (behaviours and metrics)
Participants will:
1. Demonstrate improved self awareness: identify and label emotions in themselves and team members within 60 seconds during simulated scenarios.
2. Practice situational authenticity: choose one of three calibrated response styles (transparent, tempered, or strategic disclosure) appropriate to context, achieving 80% roleplay fidelity.
3. Apply conversational frameworks for courageous conversations, use a three step model (observe, express, invite) in at least two workplace interactions during the programme.
4. Improve team psychological safety scores by measurable amounts: target a 10% uplift in post programme team survey items relating to "I can speak up" within three months.
5. Reduce conflict escalation: participants will use conflict scripts in de escalation scenarios and achieve a 70% positive resolution rate in roleplays scored by peers and facilitators.
6. Commit to a 12 week behaviour change plan with manager sign off and measurable check ins.
Programme Structure , Module by Module Outline
Module 0 , Pre work (asynchronous)
- Duration: 45 to 60 minutes self paced.
- Purpose: Prime participants with shared language and self reflection.
- Activities: Short diagnostic self assessment (emotional fluency), two minute video on the range of authentic responses, short reflective journalling prompt: "When did I hold back and why?"
- Deliverable: Participants submit a one paragraph reflection and two personal goals for the live sessions.
- Rationale: We save workshop time for practice. Pre work ensures everyone arrives with a baseline and avoids the "first exposure" trap.
Module 1 , Foundations: What Emotional Authenticity Looks Like at Work
- Session length: 2 hours (virtual).
- Objectives:
- Clarify definitions: authenticity vs vulnerability vs performance.
- Introduce the three core components: self awareness, openness, whole self alignment.
- Translate these components into observable workplace behaviours.
- Key activities:
- Short facilitator led mini lecture (20 minutes).
- Paired breakout exercise: decode real meeting transcripts to identify authentic vs inauthentic cues.
- Live poll and discussion: barriers to authenticity in participants' Organisations.
- Tools & frameworks supplied:
- "Three Faces" quick reference: Authentic, Guarded, and Performed responses.
- 60 second emotional check in template.
- Assessment:
- Immediate formative feedback via facilitator rubric.
- Trainer note: Some participants will insist "authenticity equals oversharing." Push back politely. Reinforce that authenticity is calibrated, not careless.
Module 2 , Self Awareness in Practice: Naming, Regulating, Choosing
- Session length: 2 hours (virtual).
- Objectives:
- Strengthen emotional vocabulary.
- Practice quick regulation techniques (breath, framing, micro pauses).
- Teach decision rules for expression: when to speak, when to temper.
- Activities:
- Guided micro meditation (3 to 5 minutes) to model regulation.
- Individual rapid fire labelling drills with peer feedback.
- Scenario rotations: participants roleplay delivering feedback while regulating visible emotion.
- Deliverables:
- Personal "regulation toolkit" created during the session.
- Evidence of impact:
- Pre/post in session ratings of self efficacy about handling charged conversations.
- Opinion (might be contested): leaders who can't name emotions shouldn't be coaching others. Harsh? Maybe. True.
Module 3 , Communicating Authentic Emotion: Scripts, Language and Boundaries
- Session length: 2 hours (virtual).
- Objectives:
- Teach language patterns that communicate authenticity without sacrificing professionalism.
- Introduce the three step conversation model (Observe, Name, Invite).
- Coach ways to set boundaries and avoid over disclosure.
- Activities:
- Script practice: participants adapt templates to their context (e.g., performance feedback, onboarding, team conflict).
- Paired coaching , one practices, one rates candour and clarity.
- Group debrief: trade offs between authenticity and organisational role expectations.
- Materials:
- Standardised scripts, email templates and meeting openers that model calibrated authenticity.
- Trainer note: Encourage participants to preserve dignity, authenticity is not a licence to be unkind.
Module 4 , Authentic Leadership: Modelling and Cultivating Safety
- Session length: Half day in person practicum (4 hours) , optional but recommended.
- Objectives:
- Translate individual practice into team level approaches.
- Model leader behaviours that indicate safety: vulnerability, consistent follow through, apologies.
- Coach on embedding authenticity into performance processes (one on ones, team norms).
- Activities:
- Real world roleplays (difficult conversations) with 360 style feedback.
- Manager panel , senior leaders share short stories of authenticity that changed outcomes.
- Action planning: participants co create team norms and accountability structures.
- Measurement:
- Roleplay scoring by peers and facilitators; manager observation checklist.
- Organisational alignment note: When senior leaders show congruence, investments in authenticity pay off. We've seen this in multiple Sydney based professional services engagements.
Module 5 , De escalation and Conflict Management with Authenticity
- Session length: 2 hours (virtual follow up).
- Objectives:
- Apply authenticity principles in heated situations.
- Learn de escalation scripts and repair sequences.
- Activities:
- Simulated conflict scenarios with rotating roles (aggrieved, manager, mediator).
- Debrief focusing on non defensive language and repair moves.
- Deliverables:
- Participant creates a personal "repair playbook" for future conflict.
- Assessment:
- Peer reviewed resolution success metric during roleplays.
Module 6 , Embedding Change: Coaching, Measurement and Organisational Practices
- Session length: 90 minute closing session (virtual).
- Objectives:
- Set up 12 week post programme reinforcement plan.
- Train managers to coach authenticity in regular check ins.
- Introduce measurement plan and how to read the signals.
- Activities:
- Manager participant paired commitments.
- Creation of micro experiments for workplace trials (two week trials).
- Post programme survey design and KPIs.
- Output:
- Signed behaviour change plan; measurement calendar with three checkpoints (6 weeks, 12 weeks, 6 months).
- Sample KPIs:
- Team psychological safety item "I can speak up" (target +10%).
- Frequency of recorded courageous conversations per manager per quarter (+20%).
- Employee net promoter score (eNPS) changes over six months.
Assessment and Measurement Strategy
- Baseline and follow up surveys:
- Pre programme diagnostic (emotional fluency, confidence in handling conflict, team psychological safety).
- Immediate post programme pulse and 6 week, 12 week follow ups.
- Roleplay scoring:
- Objective rubric covering naming emotions, calibration, and outcome orientation. Each participant will be assessed at baseline and in the practicum.
- Manager observation:
- Short manager checklist to be completed at 6 and 12 weeks (focussing on observed changes in candour and de escalation).
- Organisational metrics:
- Track turnover intention, incident reports related to conflict, and feedback engagement scores over 6 months.
- Evidence target:
- We aim for at least a 10% improvement in selected psychological safety items within three months post programme.
Practical Constraints and Logistics (randomised)
- Pricing guideline: $495 inc GST per person for the 3×2 hour virtual series (note: half day practicum additional cost; bulk discounts available).
- Typical cohort size: 12 to 18 participants (optimal for authentic practice and meaningful feedback).
- Platform requirements: Stable video conferencing (Zoom or MS Teams), breakout room support, polling capability.
- Locations for half day practicum: central Sydney or Melbourne workshop spaces; alternative Canberra or Brisbane depending on client headcount.
- Confidentiality and safety: We require a workplace code of conduct and confidentiality agreement for in person practicum; we also provide anonymous feedback channels for sensitive disclosures.
Materials and Resources
- Participant workbook: downloadable PDF with frameworks, scripts, self assessments and journalling prompts.
- Facilitator guide: session plans, scoring rubrics and suggested facilitator interventions.
- Sample email templates and meeting scripts for authenticity in everyday communication.
- Post programme micro learning: six short 5 to 7 minute videos for reinforcement delivered weekly after the programme.
- Optional manager briefing pack to align expectations and ensure ongoing coaching.
Facilitation and Trainer Notes
- Facilitator profile: Experienced workplace trainers with lived leadership experience , not academic only. We prefer those who had navigated large scale change in Australian firms.
- Coaching approach: Gentle, direct, and practical. We aim for challenge with psychological safety.
- Common pushbacks and how to handle them:
- "Authenticity will blow up teams" , rebut by showing how calibrated authenticity contains rather than spreads conflict.
- "Workplaces are not for feelings" , counter with evidence that emotional honesty lowers long term costs and improves retention.
- Role of senior leadership: Secure buy in early. Even a 30 minute sponsor briefing dramatically amplifies outcomes.
Reinforcement and Follow up
- 12 week behavioural plan with manager checkpoints and micro experiments.
- Optional monthly peer practice clinics (45 minutes) for three months post programme.
- Quarterly "refresher" 90 minute sessions for managers to calibrate and scale practices.
- Repository: Private group (organisation only) where participants can share wins, tricky situations and receive facilitator micro coaching.
Risk Management and Ethical Considerations
- Sensitive disclosures: Clear boundaries, facilitators are not therapists. Provide a signposting list to EAP and local mental health resources when needed.
- Cultural considerations: Adapt scripts and examples to suit diverse teams; respect privacy norms and religious observances.
- Line manager involvement: Manager must sign off on participant's behaviour change plan; that creates accountability and reduces mismatch in expectations.
One practical improvement we believe in (opinionated)
- Mandate manager coaching slots as non negotiable. Too often participants return to unsupportive line managers. If the manager doesn't commit to two 15 minute coaching check ins in the 12 weeks after training, the participant's behaviour change is unlikely to stick. Tough, but true.
Sample Session Timings (practical micro schedule)
- Virtual 2 hour session:
- 0 to 10 min: warm up and framing
- 10 to 30 min: short teaching block + poll
- 30 to 60 min: breakout practice 1 (paired)
- 60 to 70 min: quick break
- 70 to 100 min: roleplay rotations in triads
- 100 to 115 min: debrief & micro commitments
- 115 to 120 min: wrap, next steps
- Half day practicum:
- Arrival + 15 min check in
- 45 min: complex roleplays with real case input
- 60 min: manager panels + discussion
- 45 min: action planning and sign off
Evaluation: What Success Looks Like
- Short term: Increased confidence in having difficult conversations; improved in session skill scores; participant satisfaction >85%.
- Medium term (3 months): Targeted 10% lift in psychological safety items and at least one behavioural change embedded into regular one on ones per participant.
- Long term (6 to 12 months): Reduction in documented conflict escalations; higher retention among teams that undertook the programme; improved team engagement metrics (ideally moving toward the top quartile in industry benchmarks).
- Note: Gallup's research is a helpful reminder, only around 21% of employees worldwide report being engaged at work (Gallup, 2023). That's not destiny; leader authenticity materially shifts engagement.
Why this course matters (brief, real world framing)
- Middle managers create lived experience. If they are coached to be appropriately authentic, teams trust them more and performance stabilises. We've seen teams in Melbourne and Sydney where a small core of authentic managers reduced absenteeism and increased discretionary effort. Authenticity is not soft. It's strategic.
Resources for further reading and integration (to be provided with the programme)
- Short list of accessible books, articles and video shorts for leaders.
- Pre built survey templates for psychological safety and feedback illusions.
- Manager coaching checklists and quarter by quarter cadence planners.
Appendix: Example Behaviour Change Template (what participants sign)
- Situation: Describe a recurring team moment (e.g., end of week debriefs).
- Behavioural intention: I will practice a 60 second emotional check in at the start of each debrief for four weeks.
- Measurement: Manager to observe 2 debriefs and record presence/absence; team survey question at week 4.
- Support: Three 15 minute check ins with manager scheduled.
- Consequence: If not implemented, revisit and re plan in manager session.
Final notes (short and unmistakable)
- Authenticity is a skill, not a posture. It takes work. It also pays dividends, in trust, retention and performance.
- We run this programme with the realism of practitioners; expect practical outputs and immediate applicability.
- If you want the half day practicum, book it early, rooms in central Sydney fill fast.
Developing emotional intelligence and resolving workplace conflicts are essential skills for modern leaders seeking authentic connections with their teams.