Online programme


Gytha’s research into addressing undesirable behaviour in organisations shows that we all look at each other hoping that someone (the management team, colleagues, the chairman of the meeting…) will intervene. We ourselves keep silent because we don’t want to ruin the good atmosphere, because we don’t want him or her to lose face or because we fear negative consequences (no promotion, loosing our job etc.).

  • How can you stop undesirable or inappropriate behaviour and encourage desirable behaviour at work?
  • How do you address someone’s behaviour and keep the relationship running smoothly?
  • How do you prevent the escalation of the conversation?
  • How do you deal with defensive behaviour?
  • And how can you make sure that your team creates a culture of speaking up (and not only talks about it)?

In the online Feedback Academy you will find answers to these questions and you’ll learn how to make more impact when you address someone’s behaviour.


  • Dilemmas about addressing undesirable behaviour.
  • Act ‘normal’!
  • How we behave differs from how we think we do.
  • We think it is incredibly important… And refuse to do it.
  • They should change (not us).
  • Excuse or not?
  • Why conversations sometimes derail.
  • Does it make sense to join a feedback workshop?
  • Don’t bother the other person if you’re not in control of your own business.
  • We do not like to give negative feedback, but we are all eager to receive it.
  • We do not feel safe at work.
  • We deny we are anxious about addressing someone’s behaviour.
  • We are reluctant to give bad news.
  • We avoid losing.
  • We focus on short-term results.
  • We want to belong.
  • We protect our self-esteem and avoid losing face.
  • We overestimate our competences.
  • Manage your instincts!
  • The mind shift.
  • Be empathetic and confrontational at the same time.
  • Bring it up now, postpone it or let it go?
  • In a one-to-one meeting or in a group?
  • What if you think it is in someone’s character?
  • Other factors that determine the impact of the conversation.
  • How to address someone’s behaviour if you can’t meet in person?
  • Take a selfie first.
  • What you should know about the recipient.
  • What type of addresser are you?
  • Preparing the conversation.
  • Do’s and don’ts.
  • What if you suspect the other person does not feel safe?
  • What do you (actually) want to achieve?
  • Acknowledge and share your emotions.
  • Don’t wait too long.
  • Change track if necessary.
  • Have one conversation at a time.
  • What if things get out of hand?
  • Do not let yourself be used to do someone else’s dirty work.
  • Navigating cultural differences.
  • It happens all day long, but we don’t recognise it.
  • What have you got to lose?
  • How we deal with criticism differs per person.
  • Know and control your primal reaction.
  • What is his motive?
  • Help the sender (and yourself).
  • A guideline for the conversation (although it always turns out differently).
  • How to ask for critical feedback.
  • Processing the feedback.
  • What if I don’t succeed in changing?


In the online training you will find interesting theory, assignments, cases, facts & figures from scientific research, videos and the opportunity to dive deeper into specific themes that interest you. Each module comes with a digital workbook.

Every two weeks you will receive a new module. Click on the modules above to see the content.

Going through the training requires a time investment of 12 to 20 hours over 10 weeks (depending on how you handle the assignments).


What participants say:

‘Inspiring and informative!’

‘Clear structure and immediately applicable at work’.

‘Nice variation in text, videos and assignments’.

‘I like the fact that I get a reminder every two weeks’.

‘This is very relevant for everyone, whether you are a manager or not!’


After the online training you will feel differently about speaking up and addressing people’s behaviour. It will become easier to confront them with the impact of their behaviour. You will know what you can do to prevent the escalation of the conversation. And you will also respond more effectively to constructive feedback about your own behaviour.