Never have we been in such a situation, as a country and as individuals.

The collective trauma following the 7.10 attack is affecting all of us.

The uncertainty and complexity of our feelings make it difficult to function normally. At the same time, we must ensure business continuity, deliver results, meet our targets, function to the best of our ability, and meet acceptable standards.

This session is an open and honest discussion on how to adapt and recover on a personal level. It is an opportunity to push “pause” to get a more balanced perspective and increase awareness that will help make healthier choices and better decisions.

The objective is to reflect on how each of us responds differently to the current situation and remove judgment of our own (and other people’s) feelings and reactions. Learning to accept and articulate feelings without judgment also means learning how to respond.

Key content:

• Become more tolerant, compassionate, and less judgmental of yourself and others.
• Identify and “label” emotions and what triggers them to help increase positive feelings and reduce uncomfortable feelings.
• Practical ways of responding to new situations and interactions, words and terminology to express feelings and ask for what I need right now

The emergency routine in which we live generates many complexities in the world of work.
Different people react differently to the situation, and the readiness to work, the pace and quality of work, the ability to leave the house—these are just some of the issues where gaps are noticeable between members of the organization. Within this environment, managers and employees are still required to motivate each other, agree on a work method and prioritization, and meet the organization’s obligations to maintain its resilience.

Communication around these issues is not simple, and to manage it sensitively and effectively, appropriate tools and approaches are required.
This lecture provides tools for inclusive and progressive communication, integrating practical examples that allow for correct and immediate implementation.

Key content:

• The range of responses in emergency situations and how to prepare for it when mobilizing employees and colleagues.
• How to plan and lead an inclusive and progressive conversation.
• The words that make a difference – formulations that create inclusion and influence in an emergency environment.

After several weeks of war in the region, many Israeli companies have had to adjust to major changes in service levels, project and product delivery, personnel, ongoing operations, and more.

In addition to the agility and resilience required to maintain business continuity, this reality poses a real challenge to customer communications for members of Customer Support, Professional Services, Customer Success, and other customer-facing teams.

This program will provide practical communication tools and methodologies that will enable participants to maintain customer trust and ensure ongoing satisfaction levels in this dynamic reality characterized by a high degree of uncertainty. It will demonstrate best practices for dealing with real-life customer situations (delays, impacted service levels, limited resources, etc.) that the war has forced companies to contend with.

Key content:

• Intention vs. interpretation. Effective communication in sensitive situations.
• Format and framework for proactively resetting customer expectations.
• Responding to difficult customer questions. Taking control and leading to desired outcome.

In times of crisis, effective time management is crucial for maintaining productivity and well-being. With a reduced workforce due to reserve duty, the same workload is now spread thinner. This means handling more tasks, constantly addressing urgent matters, and experiencing heightened pressure.

Further complicating the situation, wartime news, social media updates, and concerns for family and friends create distractions, making it harder to focus on daily tasks.

This workshop provides practical tips and tools to help you manage time effectively amid the challenges of war and uncertainty. Gain a fresh perspective on time management and leave with actionable strategies to achieve your goals.

Key content:

• Mindset first: From time management to self-management
• Business continuity: Planning priorities in times of crisis
• Maintaining self-discipline: Navigating the distraction of news and social media

Conducting performance evaluations during times of war presents both professional and personal challenges. Many managers feel uncomfortable having these conversations, and some may question the necessity of such evaluations during a crisis. Employees, affected by the crisis, tend to be less focused, open, and receptive to feedback.

These challenges compound the stress of performance evaluations, making it difficult for managers to convey their messages, thoughts, and feedback in a way that is positively received and fosters commitment among team members. Consequently, the time invested in these conversations often fails to achieve the desired effect, and managers may inadvertently come across as insensitive, leading to decreased motivation among employees.

Despite these difficulties, including the possible absence of employees due to military duties or reserve commitments, it is crucial to maintain a sense of continuity in performance evaluations. These evaluations are key to looking forward, reconnecting employees with their work, their team, and the organization, and encouraging improvement and growth.

This session aims to bolster managers’ confidence and provide them with tools to conduct productive performance evaluation conversations even in times of crisis. It will help managers identify obstacles to effective performance evaluations and devise strategies to overcome them, thereby strengthening their connection with employees and positively influencing motivation.

What we will discuss:

1. Psychological aspects of giving and receiving feedback.
2. Structuring conversations to promote openness and growth.
3. Using feedback to improve performance: Creating an agreed-upon action plan.