FOR ORGANIZATIONS | COMMUNICATION WITH IMPACT

Get To What You Want Without Losing The Person In Front Of You.

A two-day workshop for sales professionals and customer experience teams. Plan the conversation, read the person, shape the sentence, and ask the question that moves them — with a written method you can use the same afternoon.

TALK TO US ABOUT YOUR TEAM

ABOUT THIS WORKSHOP

2 delivery days + 30 days of structured field practice

Built for people who sell, serve, negotiate and recover relationships

Delivered in Arabic and English, in-house or as an open cohort

Every sales person and every customer experience representative has the same job description under the surface: change what someone else is willing to do — using nothing but a conversation.

Yet almost nobody plans that conversation.

We plan the product, the price, the policy and the ticket. Then we improvise the one thing the outcome actually depends on — and afterwards we call the result "a difficult customer", "a tough market", or "a personality clash".

It is none of those. It is an unplanned conversation.

The Cost - Why This Matters Commercially

What an unplanned conversation actually costs

Discount Leakage

A price is dropped not because the value was not there, but because nobody could hold the conversation.

Silence After The Proposal

The meeting ended without a defined next step, so there is nothing to follow up on.

Complaints That Climb

The escalation was not caused by the fault. It was caused by the first sentence spoken about the fault.

Quiet Churn

A satisfied customer leaves after one exchange that made them feel unseen.

Burnout On The Front Line

Not from workload — from absorbing reaction after reaction with no way to interrupt it.

"The conversation is not the soft part

of the job. It is the product."

WHO IS IT FOR

Who Should Be In The Room

Sales professionals: Account managers, business development, field sales and anyone whose target depends on a decision someone else makes.

Customer experience teams: Service representatives, call centre and front-desk teams, complaint handlers, and the people who say "no" for a living.

Team leaders of both: Managers who need a shared language to coach with — and a way to review a lost deal or a bad call that is diagnostic rather than personal.

Both functions work best in one room. The method is identical; only the practice scenarios split. What sales hears about how service is spoken to — and what service hears about what sales promised — is often the most valuable hour of the two days.

WHAT CHANGES AFTER 2 DAYS

What You Will Be

Able To Do

Plan any high-stakes conversation in under ten minutes, on one written page.
Name, in the moment, which voice you and the other person are speaking from — and refuse the pull to answer in kind.
Tell a tested objective from a preference, and stop trading the objective away to protect the preference.
Rebuild an accusation, a judgment or a reaction into a sentence that carries the same position without starting a fight.
Open a subject you have no right to raise yet, and be given permission to raise it.
Ask the question that moves a stalled deal or an escalated complaint toward a decision.
Say no, deliver bad news, and hold a boundary while keeping the relationship intact.

THE METHOD

The Six Moves Of Impact

The Move & The Question It Answers:

Pause - What is actually happening in me right now?
Read - Who am I speaking as, and who are they speaking as?

Aim - What do I actually want out of this conversation?
Shape - How do I say it so that it can be heard?
Ask - What question moves them, rather than me?
Own - What am I feeling, and what will I say if this goes badly?

The whole workshop runs on this one sequence. It is taught once, practised six times, and printed on a card you carry. Underneath it sit three layers: aligned intent — planning the conversation before you have it; building bridges — reading the person in real time; and getting to what you want — the questions that transfer ownership of the solution.

"A Statement Keeps The Problem,

A Question Hands It Over."

INSIDE THE 2 DAYS

What Happens In The Room

Day One — seeing and aiming: The cost of the unplanned conversation. The six voices in every exchange, and which one you default to under pressure. Why customers pull you out of your best self — and how to stay in it while being provoked. Then the planning discipline: objective, strategy, tools, and the escalation scale that tells you when to raise something at all.

Day Two — shaping and asking: How to formulate the statement so the position survives without the fight. Blending tone without losing authority. The question banks — opening, direction, position, evidence, needs, closing. Then practice labs on your own real situations, observed and scored by a peer. The day closes on what to do when it goes badly.

Roughly 60% of floor time is participants speaking, practising and being observed. This is not a lecture with exercises attached.

WHAT YOU TAKE AWAY

You Leave With Working Tools, Not A Certificate

The Conversation Prep Sheet — the one-page planning instrument, from trigger to exit line.
Your Objection & Complaint Playbook — your own shaped statements and questions for the eight situations that recur most in your week.
The Question Bank card — pocket-sized.
The Six Moves card — the method on one side, the two rules that never bend on the other.
A 30-Day Practice Log — with a practice partner and a debrief format.
Your Communication Profile — a self-and-observer read, with a development note.

Why this works

Scripts Fail, Capacity Does Not

Most communication training hands people scripts. Scripts work until the customer goes off- script — which is the exact moment you needed help.

We train something else: the capacity to plan, read and shape. That works on the conversation nobody wrote for you.

The other half is inner work made practical. The pause, the read and the hook are not ideas to agree with; they are physical, observable skills, and they are trained as such. That is the Transcend difference, and it is why the change is still there in the second month.

FORMATS

Three Ways To Run It

In-house — recommended: Two delivery days for your team, with the scenarios harvested from your real accounts and complaint log before we arrive. 12–20 participants.

The journey: The two days plus 30 days of structured field application, a two-hour virtual clinic, and pre- and post-measurement. This is the version that changes behaviour rather than mood.

Open cohort: Individual seats for professionals whose organisation is not running it in-house. Announced by date on this page.

All formats are delivered in Arabic and English, with materials in both.

FOR THE PERSON SIGNING THE INVOICE

How We Measure It

Before — a communication profile with self plus three observers, and a baseline of three business metrics you choose

In the room — observed role-play scored on the Six Moves, twice per participant

Day 30 — practice logs and the clinic

Day 90 — a manager check-in on three named behaviours, and a re-read of the three metrics

Metrics clients commonly choose: win rate on qualified opportunities · average discount granted · meetings ending with a defined next step · first-contact resolution · escalation rate · retention of customers who complained.

YOUR FACILITATOR

Islam Abokandil

Founder and CEO of Transcend Egypt. Leadership and communication facilitator, executive coach, and a certified practitioner in the communication and emotional-management methodology this workshop is built on. He works at the meeting point of inner development and outer performance, and has delivered communication, leadership and emotional-intelligence programmes for corporate teams across Egypt and the region, in Arabic and English.

Frequently Asked Questions

Is this a sales course or a communication course?

Both, and it is built for people who are judged on outcomes. Sales teams use it to reach decisions instead of "send me a proposal". Service teams use it to keep relationships while saying no.

Our team says they are already good communicators. Will this insult them?

No. The first exercise is not about skill, it is about planning — and almost nobody plans. Experienced people tend to be the fastest to see what the method gives them.

Can it be delivered in Arabic?

Yes. Delivery is bilingual by default, and key terms are taught in both languages so the method survives in the language your team actually works in.

How many people can attend?

Twelve to twenty. Beyond that, individual practice time disappears and the labs stop working.

Do you use our real situations?

Yes. Before delivery we run a 60-minute session with your leadership plus a short participant form, to collect real lost deals, live objections and the complaints that recur. Those become the practice labs.

What happens after the two days?

In the journey format: four weeks of structured practice with a partner, then a two-hour virtual clinic where everyone brings one conversation that worked and one that did not.

Is there anything for team leaders?

Yes. Leaders leave with the same prep sheet their people use, so coaching becomes diagnostic rather than personal. A dedicated manager track is available.