The architecture makes sense. The stakeholders still need convincing.
Tailored customer communication training for engineers, consultants and technical specialists. Practise explaining recommendations, handling questions, negotiating scope and coordinating commitments, with specific feedback and workplace actions.
Illustrative situations
“Walk us through the recommendation — and be ready for the questions.”
Rehearse a real proposal, design or technical presentation using approved work material. Practise explaining the recommendation, leading the discussion and handling tough Q&A.
“The client needs Friday. The project team says next Wednesday.”
Use a tailored role play to practise the negotiation your project managers or consultants actually face: priorities, scope, time, trade-offs and a workable next step.
“What does this mean for us?”
Practise explaining a technical change in terms of the team’s work: responsibilities, disruption, support and decisions. Use approved project details to make the implications clear.
“Three teams. Three priorities. One decision needed.”
Practise leading the real discussion: ask better questions, surface disagreement, manage conflict and close with decisions, owners and actions.
“We need to challenge this without damaging the relationship.”
Practise a direct opening, useful questions and constructive responses in role plays based on scope disputes, missed expectations, conflict or sensitive feedback.
“Sales promised an outcome. Delivery needs the assumptions.”
Practise carrying the customer’s priorities, agreed commitments and unresolved questions between sales, technical and delivery colleagues. Make the next conversation build on the last.
Bring the real situation. Tailored role plays give your people space to test their approach, receive practical feedback and build confidence before the conversation happens at work.
SaaS presales, project and stakeholder context shape relevant practice: explain the recommendation, explore changes to working practices and agree the next decision. Your technical specialists validate the product and project details.
Focus & outcomes
Choose the customer situations that matter to your roles and projects. Participants practise with approved examples, receive feedback on observable behaviour and agree how their manager will review application.
Open the exercise previews below to see how selected topics become practical work. These illustrative activities are starting points; your brief determines the final programme.
Practise with a real presentation, proposal or technical specification approved for training use. Rehearse the recommendation, the decision you need and the questions stakeholders are likely to ask.
Bring a short, approved technical recommendation. Present the customer problem, the options and the decision needed, then respond to questions from a non-technical stakeholder.
Feedback: relevance, clarity, use of evidence and a clear decision request. Refine the opening and practise it again.
Practise influencing without authority and negotiation skills: explore stakeholder priorities, deadlines, scope, resources and trade-offs using the channels your people actually use.
Use a fictional customer request that conflicts with the team’s delivery capacity. Explore the priority behind the deadline, explain the trade-offs and agree what needs a decision.
Feedback: useful questions, clear options and commitments within your authority. Capture the agreement and unresolved points.
Lead discussions with a clear purpose, ask better questions, surface competing views and close with decisions, owners and actions.
Help managers give specific feedback on customer conversations, coach useful follow-up and align the internal responsibilities behind customer commitments.
Review a short customer-conversation role play. Describe one observed behaviour and its effect, ask the participant to reflect, then agree a specific change for a repeat attempt.
Takeaway: two workplace actions and an agreed manager review using the same feedback criteria.
Prepare for disagreement, missed expectations, scope tension or sensitive feedback. Use relevant role plays to practise a direct opening and constructive responses when pressure rises.
Work with approved examples to strengthen emails, proposals and written recommendations: clearer purpose, stronger structure and the right level of technical detail for the reader.
How we tailor it
Discovery can draw on leadership, HR/L&D, line managers and the participants themselves. Interviews or surveys explore what people actually need to present, negotiate, write, facilitate or manage; who the stakeholders are; where conversations get difficult; and which themes repeat across the group.
NewSkilz builds tailored role plays based on your team’s real situations. If the conversation happens on Teams, practise the role play on video. If the difficult negotiation happens by phone, practise the call. Approved workplace material can provide the content for presentation rehearsal, meetings, writing exercises and Q&A. Existing competency frameworks or learning content can also shape the programme.
See how priorities become a practical design, how delivery works and what can stay with your team afterwards.
Explore how we workLearning that stays useful
People can return to agreed prompts, feedback tools and action plans when the next real presentation, negotiation, meeting or difficult conversation arrives.
Add facilitator guidance and Train the Trainer to equip your team to run future practice with a clear purpose and consistent feedback.
From practice to application
Agree the behaviours and review arrangements during scoping, so feedback has somewhere to go after the session.
Record a starting point and a repeat attempt using consistent criteria. Feedback names what the participant said or did and its effect on the buyer.
Participants choose two actions, an upcoming opportunity, an evidence source and a review date. Managers confirm the opportunity and support needed.
Check the agreed behaviour across a manageable set of interactions. Record progress and remaining practice needs, with a later review where useful.
How progress is reviewedTell us who needs to practise, what they actually do at work and where the friction appears.
People Skills for Tech Teams and People Skills for SaaS Sales Teams. Two days or four half-days, tailored to your people.
From the Resources library
Practical ideas, examples and prompts to use with your team.
Replace vague judgements with a clear conversation about behaviour, impact and the next attempt. A practical preparation and follow-up approach for managers.
Read the articleUnderstand competing priorities and make a proposal another team can evaluate. A practical influence approach for managers working across organisational boundaries.
Read the articleDefine the decision, invite the right contributions and close with a usable record. A practical meeting structure for managers facing competing views and unclear ownership.
Read the article