THE CONVERSATIONS YOUR PEOPLE AREN’T HAVING ARE COSTING YOU
Workshops for workplaces, apprenticeship programs, community colleges, and veterans organizations.
Most people were never taught how to disagree with someone without losing them. Not at home, not in school, and not on the job. That gap shows up in your turnover numbers, your near-miss reports, and the supervisor who waited eight months to say something and then had to say it to HR.
These are working sessions. People practice the thing in the room, with a real situation they brought with them.
WHO BOOKS THESE
Apprenticeship and trades programs
Union training centers, apprenticeship sponsors, workforce development boards.
Prevention and community education organizations
Domestic and sexual violence agencies, youth intervention programs, and the coalitions that train them.
Community colleges
Workforce and adult education cohorts, apprenticeship readiness programs, veteran student services, student leadership.
Veterans organizations
Transition and reintegration cohorts, post programs, mentorship initiatives.
Workplaces
Frontline supervisors, leadership teams, employee resource groups.
Civic organizations and men’s groups
nonprofits, community coalitions, mentorship programs.
If your group isn’t on this list, ask anyway. Some of the best sessions came from rooms that didn’t fit a category.
THE SESSIONS
Three core sessions, each built from the framework in Allied We Can Find Common Ground. Every one is adapted to your group before delivery — same structure, your language, your pressures, your examples.
Hard Conversations on the Job
Supervisors avoid the conversation until it becomes a termination, or they have it badly and lose a good person over it. Either way you pay for it twice.
Participants bring an actual conversation they’ve been putting off and work it in the room: how to stay grounded when it gets hot, how to recognize the trigger before it drives the response, and how to say the hard thing without detonating the relationship.
Built for: frontline supervisors, leads, crew chiefs, team managers. Fits budget lines for: supervisor training, leadership development, conflict resolution.
The First Ninety Days: Keeping Young Men in the Trade
Around a quarter of construction apprentices finish. Roughly forty percent cancel outright, and sixty percent of those cancellations land inside the first year. The research is uncomfortable for sponsors: most of the reasons sit on your side of the table. The job didn’t match what he was told. The on-the-job training was thin. He decided he was cheap labor, not a trainee — and he was right.
This session is not for the apprentices. It’s for the journeymen, leads, and coordinators who train them. What a twenty-four-year-old is actually reading in his first month, what makes him decide he belongs, and the specific moves in the first ninety days that decide whether he’s still there in year two.
Built for: journeymen, training coordinators, apprenticeship sponsors, crew leads. Fits budget lines for: apprentice retention, workforce development, training and completion.
Disagree Without Detonating
Politics, culture, and the argument that runs under half the conversations in your building. People either avoid it and resent each other, or engage it and blow something up.
Participants practice staying in a disagreement without conceding the point or losing the person: addressing the emotion before the argument, finding the ground underneath the position, and holding a line without contempt.
Built for: mixed teams, student cohorts, civic groups, anyone in a room that’s gotten tense. Fits budget lines for: civil discourse, student success, workplace culture, civic engagement.
Also available on request
Accountability for safety-sensitive crews. Near-miss reporting only works if people will say they made a mistake, and most crews won’t. Built for manufacturing, construction, utilities.
Steady Under Pressure
Reading your own signal before it drives your reaction. Built for veterans organizations, crew leads, and frontline teams.
Ask about either on the call.
HOW I WORK IN A ROOM
FORMATS AND PRICING
👉 Format Length Fee
Single session 90 minutes $1,100
Half day 3–4 hours $2,700
Full day 6–7 hours $4,900
Virtual delivery is 50% of the in-person fee.
Reduced tier for nonprofits, community colleges, and veterans organizations. Ask on the call — the rate is real, not a token discount.
Travel outside southeast Michigan is billed at cost and agreed in writing before booking. No surprises on the invoice.
Every booking includes: a pre-session call with you or your team lead, a working handout for every participant, and a short written debrief afterward you can put in front of whoever approved the spend.
WHO’S LEADING IT
Eric Miller is the author of Allied We Can Find Common Ground, a two-time bestselling author, an ICF-credentialed coach, spiritual director, entrepreneur and veteran.
He’s spent his life in rooms where men don’t talk easily and built a method for getting them to. He doesn’t come in as an academic. He comes in as someone who’s been on the floor.
HOW BOOKING WORKS
Get a 30-minute call
You tell me who’s in the room, what’s actually going on, and what you need them walking out with.
Get a written proposal.
Session, format, fee, and date, usually within two business days.
Delivery and debrief.
I run the session and send you a written summary you can forward up.
REQUEST A CUSTOM WORKSHOP
👉 Ready to start the conversation? Take a look at the calendar below and choose a date and time that fits your schedule. Answer a few questions and that’s it. Looking forward to our conversation.
We’re grateful you’re here, and we’re listening.
WE'RE NOT HERE TO AGREE.
WE'RE HERE TO UNDERSTAND.