Soft Skills Training Courses

Soft Skills Training

Soft Skills Training, Skills Soft (Soft Skills).

Testi...Client Testimonials

Communicating and Influencing - For Managers and Team Leaders

Interaction and flexibility

Olivier Pugliesi-Conti - la cuisine

Six thinking hats by Edward de Bono

the dynamism and the ability to adapt

Abdelkader Fezazi - JDI Europe GmbH

Six thinking hats by Edward de Bono

It is an interesting topic as we can "feel" it everywhere in the life.

Dejan Dimic - JDI Europe GmbH


Soft Skills Course Outlines

Code Name Duration Overview
communic Communication 14 hours If you want to: understand why some people do not respond to what you say to them, improve your relationship with your spouse, children, boss, co-worker, etc... expand the scope of their personal skills in communication with other people, learn how to quickly feel better, safer, quieter and just as you like, make other people interested in your own person and to make them to like you this course is for you! Communication tools that you learn are from different fields of NLP, psychology, psychotherapy, hypnotherapy. This accumulated knowledge based on the latest research and developments in these areas. Hundreds of hours of study, reading, listening and viewing materials, books and movies, and psychological consultations available in the form of a lecture with exercises.   Introduction: assumptions to facilitate effective communication responsibility in the communication process Communication with self: how it affects the communication with other people asking better questions rapid changes in emotional states Communication with other people: representation systems (auditive, visual, kinesthetic) techniques of building and maintaining contact (rapport) motivating and influencing - the body language the power of suggestion, the language of persuasion, 'hypnotic' language patterns
commtm2 Communicating and Influencing - For Managers and Team Leaders 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office This course is almost identical to the Team Members’ course (see separate outline) but with these changes: There is an addition module entitled: Leadership v Management which covers: The similarities and differences between Leadership and Management. What makes a Great Leader; what makes a Great Manager? Management Styles There is an additional module entitled: Delivering Change which covers: Why Change does / does not work Change Principles Resistance to Change – and why, occasionally, resistance to change is beneficial
2899 Effective communication skills 21 hours Who should attend Individual contributors, Managers, Team leaders, whose success depends on their ability to communicate clearly, to be understood and to influence how another person performs, and create positive working relationships. Course description Individual and team success depends upon the ability of individuals to communicate with others, face to face, as well as virtually. Every interaction with another person determines how you are perceived and every interaction is an opportunity to develop trust and exert positive influence. Whether presenting one to one or to an audience of one thousand, conveying information to a project team or delivering a difficult message, communicating effectively is one of the most powerful skills for achieving your objectives. This course develops your ability to focus on your outcome, tune in to your audience and develop your message for clarity and impact. Your ability to create an environment for open discussion and ongoing dialogue is crucial for communication success. The communications skills covered in this course will increase your ability to exercise choice and control for every type of conversation, influence with out authority and improve quality of relationships and productivity. Course Outline Foundation Tools Set clear communication objectives Establish clear understanding of roles Clarify the requirements and process that is most effective to achieve communication outcomes Identify and utilize common ground for successful interactions Team Exercise The Communication Process Stages of Communication Prepare the message Match the message Deliver the message Barriers to communication Communication Exercise-Case Studies Communication Skills Choice and Control Emotional Intelligence Four Key Components Developing Trust Gaining Rapport Outcome Thinking Listening for understanding Expressing without Provoking Questioning for Specifics Summarizing Influencing Expanding the Skill Set Influencing Framework Guidelines Personal Needs and Motivations Influencing Strategy Influencing Exercise-Planning and Practice Challenging Situations Understanding and Managing Conflict Communicating Non-Defensively Communicating Exercise-Real Plays Facilitating Team Communications Dealing with Dreaded Behaviors Team Exercise-Difficult Situations Summary and Action Plans Lessons learned and plans for ongoing development
didactictb Build your Didactic Toolbox 7 hours In this workshop you can improve your repertoire of teaching methods to formulate your message clearly, create more interesting lectures and seminars, and collect feedback. You will practice communicative techniques that help students to master difficult subjects in a self-responsible way. Target audience Technical professionals who prepare and deliver training sessions What are teaching methods? Introduction Expectations of participants Planning a teaching unit Setting learning objectives with Blooms Taxonomy Setting learning objectives without Blooms Taxonomy SMART learning goals Method laboratory Well-known teaching methods Methods for frontal presentations Methods for interactive teaching Methods for computer-based training sessions Teaching methods in practice When to apply which method? Learning phases Writing a lesson plan Frequent pitfalls Practical exercises Teaching units conducted by participants Feedback
862 Building an Effective Team with Belbin Team Roles 7 hours The Team Roles identified by Dr Meredith Belbin are used extensively in organisations worldwide. This course will guide you through the Team Roles theory to help identify ways to use your strengths to your advantage and manage your weaknesses as best you can. The course is suitable for individuals who want to learn to function better in, or improve their management of, teams. It is also ideal for existing teams, who, together, can examine ways to work more effectively in their specific environment. Introduction The work of Dr Meredith Belbin How Team Roles theory has been used effectively How not to use Team Roles theory Belbin Team Roles overview Determining Your Preferred Role Self-Perception Inventory Observer Assessments Team Development The 9 Belbin Team Roles Developing  your individual strengths for team success Understanding allowable weaknesses (Belbin Team Report – optional for teams taking the course together) Team Dynamics Understanding how others affect your behaviour Handling difficult people How to deal with missing roles
pemm Personal Efficiency and Managing Meetings 7 hours Audience Managers, Team Leaders and staff members who feel that: They are attending too many meetings Their time is being “stolen” by other people They cannot get to the bottom of their day’s work because of a lack of planning, foresight or prioritisation Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage meetings effectively – respecting the time pressures of those whom they invite to meetings Follow the standard processes for calling, managing and preparing the output of meetings Appreciate more widely some of the ways of managing themselves and their time more efficiently: to work smarter not harder… Understanding Ourselves and Others Understanding that when we ask others to attend a meeting we are imposing upon them our list of priorities What makes us behave the way we do? Are we aware how our behaviour affects others: do they always respond in the way we want them to and in the way that they should? If not, why not…? The Process for Managing Meetings Why is a meeting necessary; what are the alternatives; are any of the alternatives preferable? The process for calling, managing and preparing for meetings: Creating a meaningful agenda covering the objectives for the meeting, the subject(s) to be covered and suggested timings Inviting only the right people – and nobody else Managing the meeting: allowing only relevant contributions (but being careful to differentiate between relevant and irrelevant); keeping to the agenda; keeping to time Creating outputs: not necessarily detailed minutes but, at least, actions points Arranging follow-up meeting(s) Attending Meetings Do I need to attend all the meetings to which I am invited? How do I decide whether (or not) to attend meetings? What justifications do I have for declining to attend? What else am I allowed to do during a meeting related to attendees, subject matter being discussed and timings? Other Personal Efficiency and Time Management Issues Setting Objectives – personal and professional – and keeping to them Work Prioritisation How do I decide what needs to be done? How do I prioritise these activities? Employee-Imposed Time: are my staff and colleagues working for me or am I working for them…? Time Bandits: what else steals time away from me and what can I do about it? E-mails Telephone calls Unplanned interruptions Displacement activities: procrastination… Other things… Effective Delegation Assertiveness: seeking a compromise; learning to say “no” effectively
sccomm Scientific Communication 14 hours During this workshop participants will be familiarised with basics of scientific communication including ways of preparing presentations, short articles and posters promoting scientific results. The theoretical course is interwoven with simple practical exercises, quizzes and tests to make sure that participants understand the concepts. During the training you will be taught how to present your results in a comprehensible and interesting way. By the end of the course you will be able to deliver a memorable speech and create a presentation that will be remembered. The course has been designed for people who want to learn how to present their work in an interesting, clear, understandable and memorable way. It has been designed especially for: Researchers presenting their scientific results at conferences and workshops Scientists applying for grants Managers who want to introduce their ideas and plans in a scientific environment Lecturers who want to learn how to run their courses in a professional way General rules of scientific communication Rules for preparing high quality scientific presentations Rules for preparing understandable and effective scientific figures and posters
66256 Presenting technical solutions to the world of non-engineers 14 hours This course is dedicated to: engineers who come up with difficult to explain technical solutions and want to present them to non-technical people, marketers who have to translate the language of engineers from the company to the language of users, which sometimes is not the same. After taking this course, the delegates will be able to present hard technical solutions in a simple way. The course will consist mostly of practical tasks, including designing a short presentation. Some short videos with examples of great presentations will be shown as well. Overcoming stage fright understanding the origins of stress, how to prevent stress long time before the presentation, how to quickly improve your confidence before going to the stage. Why instead of What starting with Why this solution matters, describing How is it different from others, What it exactly is? A toolkit of the presenter using metaphors, using user-friendly language, the power of props and demos, introducing guests, and how did Steve Jobs do all that? Designing presentations that don't scare off simplifying slides, the power of visuals, presenting data (schemes, charts, etc.).
infavdconf Influencing and Avoiding Conflict 21 hours Audience Staff who need to be fully aware of the issues surrounding Influencing and Avoiding Conflict with :  Their colleagues Their bosses Their internal and external customers and stakeholders Course Objectives By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Format The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and  Case Studies Module 1: Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Module 2: Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Module 3: Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Module 4: Delegation What is Delegation? The Stages of Delegation Module 5: Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Module 6: Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Module 7: Dealing with Change  The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance  Module 8: Handling Conflict What causes conflict? The Phases of Conflict Handling Understanding the Conflict Understanding your / the other person’s position in the conflict Resolving the Conflict Kilmann’s Five Conflict-Handling Modes – and how to apply them Bridging the Gap
297 Assertiveness 7 hours A highly participative course involving individual and group discussions and skills practice to enable delegates to share ideas and develop their skill levels. Audience Anyone who is looking to enhance their assertiveness skills Aim This course aims to raise confidence and increase the delegate’s ability to communicate confidently and assertively with colleagues and customers. Objectives By the end of the programme the participants will: Understand and overcome the barriers to being assertive Recognise behaviour traits within yourself and others and learn effective strategies for managing them Communicate effectively with a wide range of people to achieve a win-win situation wherever possible Effectively manage difficult situations. What is assertiveness and how can I achieve it? Understanding and overcoming the barriers to assertiveness Building self confidence Communicating effectively – getting your message across Identifying influencing strategies that can effectively manage difficult situations Continuing Professional Development (personal reflection and action planning).  
JMM_BUY The Buyers Mind hours We all buy stuff but when we're excited or under pressure we can often make buying decisions that we later come to regret. A safe bet is to stick with known brands or a preferred supplier which often means paying more because it feels safer. This can be costly especially when you're working on a tight budget, or if the competition is beating you on price. So how can you increase your bottom line? Your top sales team will meet their targets and in turn be rewarded handsomely simply because they can move a lot of stock or services that your provide. However, this also means you an increase in work load, produce more, more wages, more energy, more logistics, more postage and packaging. As you know the net difference is your sales minus your costs which includes all the production costs plus the amount you pay to your suppliers. Many buyers will have a list of preferred suppliers which means they will ignore and accept the creeping price increases in order to save them valuable time spent in researching new companies because sticking with existing suppliers is a safe bet but it doesn't keep you or your business competitive. This brief course will give you an insight to how the mind of a buyer works. We explore the internal thinking strategies buyers use and the persuasion techniques sales people use to extract you from your hard earned cash. For example; Suppliers of NHS consumables, or suppliers of Military spec components will charge up to 500% more for the items found commercially which are identical in fitness, form and functionality. Buying is often overlooked as a means to increase profit margins. Forewarned is forearmed. Learn to recognise the 8 short cuts (S.L.A.C.K.E.R.S.) which our brain uses to save glucose when making buying decision. You’ll leave the workshop with the tools and strategies to rethink your own buying habits. Aims of the course include: Helping you cope with the way your brain reacts and instead implement more effective buying strategies. Helping you to cope better with uncertainty and retain control in negotiations. To give you a deeper understanding of your mind which will lead to greater calm during adversity. Outcomes of the course will include: Attendees will be able to improve their bottom line by evaluating their present buying strategies before implementing new ways to make buying decisions. BONUS Get to understand how the sales meta program works. (A brief outline of 'The Sales Hand') Learn how a good salesman operates on your mind.
intrcgov Integrated Risk & Corporate Governance 35 hours Overview Across the globe regulators are increasingly linking the amount of risk taken by a bank to the amount of capital it is required to hold and banks and financial services are increasingly being managed on risk-based management practices. The banks, their products, the regulations and the global market are becoming increasingly complex, driving ever greater challenges in effective risk management. A key lesson of the banking crisis of the last five years is that risks are highly integrated and to manage them efficiently banks have to understand these interactions. Key features include: the explanation of the current risk-based regulations detailed review of the major risks faced by banks industry best practices for adopting an enterprise approach to integrating risk management across an entire organisation using governance techniques to build a group wide culture to ensure everyone takes an active role in managing risks in line with the banks strategic objectives what challenges could be faced by risk managers in the future. The course will make extensive use of case studies designed to explore, examine and reinforce the concepts and ideas covered over the five days. Historical events at banks will be used throughout the course to highlight how they have failed to manage their risks and actions that could have been taken to prevent loss. Objectives The objective of this course is to help bank management deliver an appropriate integrated strategy for managing the complex and changing risks and regulations in today’s international banking environment. Specifically this course aims to give senior level management an understanding of: major risk within the financial industry and the major international risk regulations how to manage a bank’s assets and liabilities whilst maximising return the interaction between risk types and how banks use an integrated approach for their management corporate governance and the best practice approaches to managing the diverse interests of the stakeholders how to develop a culture of risk governance as a tool for minimising unnecessary risk taking Who should attend this seminar This course is intended those who are new to integrated risk management, senior management responsible strategic risk management, or those who wish to further their understanding of enterprise risk management. It will be of use to: Board level bank management Senior managers Senior risk managers and analysts Senior directors and risk managers responsible for strategic risk management Internal auditors Regulatory and compliance personnel Treasury professionals Asset and liability managers and analysts Regulators and supervisory professionals Suppliers and consultants to banks and the risk management industry Corporate governance and risk governance managers. An introduction to risk What is risk and why should banks manage it? Is risk just a downside experience? The global nature of banking and risks An introduction to the major types of risk in banks The potential consequences of failing to manage risks in banks Risk Appetite Risk Management Case study International risk regulations What are risk-based regulations? Linking risk with capital What is capital adequacy? Key international regulations Basel Accord Sarbanes-Oxley Case Study The Basel Accords The development of international banking risk regulation The objectives of banking risks The challenge of global regulations The Basel I Accord and the Market Risk Amendment The Basel II Accord Capital under Basel II Basel 2.5 and Basel III The leverage ratio Countercyclical capital buffer Systemic interconnectedness Case study: Capital under Basel III Market risk What is market risk? Market activities and why trade The main market instruments Cash instruments Derivative instruments Managing market risk Market risk measurement and management Market risk regulation Basel II Basel III Case study: The consequences of mis-managing market risk – JP Morgan Credit risk What is credit risk Credit products in an international market Mitigating and managing credit risk The credit process The credit analysis process Portfolio Management Credit risk measurement Credit risk regulation Basel II Basel III Case study Operational risk What is operational risk and why is it important? Risk of loss, expected and unexpected losses Operational risk event types Three lines of defence Operational risk management Operational risk management framework Where to start? Who does operational risk management report to? What is included under operational risk management? Measuring and assessing operational risk. Operational risk regulation Basel II Basel III Case study: UBS Liquidity risk What is liquidity risk? Types of liquidity Consequences of not managing your liquidity Sources of liquidity Measuring liquidity Stress testing Managing liquidity Liquidity risk regulation Basel II Basel III Case study: Asset and Liability Management and other risks What is Asset and Liability Management ALCOs and Treasuries Banking book verses Trading Book Interest rate risk in the banking book Measuring and managing IRRBB Contractual verses behavioural Stress testing  ‘Other’ risks Case study: Supervision & disclosure What is supervision and disclosure Home/host supervisory co-operation The ICAAP Supervision and disclosure under Basel The Basel III changes Case study: Defining Enterprise Risk Management What is ERM? The benefits of ERM The ERM process The risk management function Portfolio management New product development Basel Committee guidance Commonly adopted frameworks Case study Integrated risk management Integrating risks across the bank Risk committees Risk policies Risk recognition and assessment Adding risk across risk types Economic capital Interaction between risk types Case study Corporate Governance What is corporate governance? Who are the stakeholders and what are the conflicts between them? What are the benefits of good corporate governance? Development of corporate governance - Cadbury, Walker, Hicks reports The external view of Corporate Governance (rating agencies, regulators) Case study: Can a bank be “Too big to manage”? Good corporate governance Corporate structures The role of non-executive directors Techniques and strategies Committees and management practices Communication The role of senior management Internal framework of Corporate Governance OECD and Basel guidance Case study: Risk Governance Risk management governance Creating a culture of risk awareness Implementing a risk culture Risk management committees Governance, risk and compliance Case study: The future The new regulatory regime Implications for the banking industry Implications for regulators Priorities in the global banking regulatory agenda Future flashpoints
320 Proactive People Management 14 hours This course is to help managers to get the best performance from the people they are trusted to lead by managing people, priorities, projects and quality more productively. Understand the value of the 'psychological contract' Why people perform like they do - however positive or negative Use coaching as a tool to enhance personal and team performance Deal with poor performance quickly, effectively and ethically Improve their emotional intelligence and connection with colleagues Understand problems from different viewpoints and generate solutions Develop credibility based on good management rather than job title Increase personal productivity and focus on 'added value' tasks Enhance teamwork and shared ownership of performance and results Deliver positive praise and reprimand communication
3110 Coaching - basic introduction 14 hours Purpose of training: This course is for team leaders, IT professionals, staffing, training, administrative interested in developing their competence in the field of human resources management. This course is designed to provide the knowledge and skills necessary to implement and carry out coaching as a method of development. Benefits resulting from training course: increase the effectiveness of management employees, increase the effectiveness of interviewing employees, the ability to integrate the system of coaching in business strategy, understanding the powers necessary to implement effective managerial coaching, effective preparation for managerial staff as a coach. Training method: short thematic lectures, individual exercises, simulations, case studies, role plays Coaching as a modern tool in managing people Leadership and coaching Executive Coaching - levels of effective coaching coaching role the basic principles of coaching stages of coaching The management style Typology of workers - beliefs, attitudes Motivation - from the perspective of the employee and boss Task manager - coach the role of a coach: to inspire employees to develop the role of the mentor: instructions from the examples Coaching in conflict situations Placing the limits Dealing with tensions The most important skills a coach basic methods of coaching job exemplary model of coaching competence coaching interventions with respect to a learned person, learning how to adapt The process of coaching analysis of the situation - the reasons for weak performance, diagnose problems entering into a contract with a learned person - coached goal setting implementation process - learning techniques, feedback meeting dedicated to the results Methods for chatting coaching The most common barriers to proper coaching process Methods for creating sheets Talks Coaching Create an internal knowledge base and self-improvement Summary of training
sdtpml Strategic Development: Thinking, Planning, Management and Leadership 35 hours Overview This 5-day course will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a banking environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use.   The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviors that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution. Learning Objectives After attending this course, delegates will be able to: Describe the main problems that are faced by a large bank; Explain the various approaches to organisational development planning; Analyse the current business environment and influences affecting the organisation; Analyse resources within and external to the organisation; Explain the various approaches to managing strategy and it place in the business plan; Evaluate the alternative development strategies so as to recommend the one(s) most suited to the needs of the firm. Apply a deeper understanding of strategic development plans; Discuss objectively the risks, benefits and costs that accompany the implementation of the new strategy including managing conflict in a team; Define approaches to managing the identified risks; Analyse the potential impacts on his or her firm (both positive and negative) that will result from implementing the new strategy; Design policies, systems and processes to successfully implement the emergent strategic plans; Cover the key steps in change management Who Should Attend Product/Service Managers Newly appointed as well as established Managers and Team Leaders Heads of Operations Senior Bank Managers Human Resource Managers Operations Managers Marketing Managers Methodology The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience.  There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments.  Open forum discussions will also be a key element. Session 1: Strategic Thinking The meaning of ‘Strategic’ Three Core areas of Corporate Strategy Process, Content Context Process linking the three core areas Session 2: The Challenges of Leadership Management & leadership Leadership theories Expectations of leaders and their staff Identifying leadership traits What makes a good leader Inspiration, impact and charisma in leadership versus the “loner” Transformational leadership Case Study/Exercise Session 3:  Establishing a Vision ‘Mission’ Vs ‘Vision’ Why strategic plans fail and how to avoid failure Agreeing a Robust Vision The Need for Clarity and Measurability Getting Buy-in to the Vision Case Study/Exercise Session 4:  Becoming Strategic ‘Strategic planning & thinking Developing techniques to think strategically Communication Identifying critical skills needed to succeed Case study/Exercise Major Case Study Workshop :  Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision. Session 5:  Analysing the Current Business Environment and Influences External Environments The General Environment What are the Key Influences Impacting Business Product/Service Cycles Customer Analysis  Case Study/Exercise Session 6:  Analysis of Resources Analysing the Orga​nisation The holistic approach Silo Issues Cross Organisational Assessment Assessment: Financial, Human Resources, Operations, Systems, Style Case Study/Exercise Session 7:  Motivation & Change Management Motivational theory Practical motivation Money as a motivator Change agents Resistance to change The DREC curve Approaches to change management Case Study/Exercise Session 8: Establishing the Strategy Turning ‘Vision into Reality’ Creation of Strategic Movement Developing Strategic Options  Strategy Implications Identifying the Stakeholders Cross Organisational Buy-in Potential conflict areas Countering Objections Case Study/Exercise Session 9: Projects and Measures of Success New Projects Vs Business as Usual The need for KPM’s Measurement approaches Using the Scorecard Approach Key business drivers and traceability Hard & Soft Measures Establishing a metrics framework Project Tracking Risk reporting Case Study/Exercise Session 10: The Implementation Process Resource allocation, strategic planning and control Planning tools Objectives Tasks Communications Resource Allocation Resource characteristics Building the team Projects Vs ‘Business as Usual’ Case Study/Exercise Session 11: Managing the Strategic Change including Conflict Management The need for conflict – is it healthy Conflict as a problem The causes of conflict Managing, mitigating and/or avoiding conflict The impact of the change and managing the effects Selling the benefits of change to the organisation Minimising the downside Keeping the plan on track Case Study/Exercise Session 12: Assessing Your Team Preparatory work Personnel files Work Records Other colleagues Meetings Discussion groups & Forums Case Study/Exercise: Two delegates will role play manager/team member at an initial encounter. Group will de-brief in friendly manner and discuss. Session 13:  Dealing With people Management styles Behavioural styles Bank cultural style Bank and management policy style Your personal style Meetings One to one encounters Overcoming resistance Dealing with your own bosses Selling issues and challenges to your team Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. ~the staff concerned will not like it – they are nervous of change. How will you handle this? Session 14:  Communication Skills Different styles Corporate/Management style Oral, written, electronic Encouraging two way communication Encouraging esprit de corps Using “Top down” directives Dealing with resistance Case Study/Exercise:  Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how? Session 15:  Management styles Textbook definitions Your preferred style Your institutions style, your boss’s Style What works best for your department What works best for the team Case Study/Exercise:  Do you think the collegiate style of management favoured by most management gurus is the best? Session 16:  The Role of a Manager The move from Team member to Supervisor The role in ensuring my Team achieves Team goals Ensuring the Team continuously improves Managing the whole role – time management & effective goal setting Leadership ‘Presence’ – looking like the Leader The Influence of Supervisor Behaviour – on the Team, on each Team Member The focus of the effective Supervisor Case Study:  You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this? Session 17:  Managing Problems Dealing informally, semi formally and formally Methods of problem solving Enlisting help and guidance Resolution Referral Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this seemingly impossible brief? Session 18:  Motivation Basic motivating factors Creating the right environment Carrot/stick approach Nurturing Patronage Case Study/Exercise:  How would you persuade your team to work on a weekend without extra reward?  Session 19:  Delegation The art of delegation When to delegate Supervising Avoiding overkill Monitoring What is trade finance Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this? Session 20:  Conflict & Resolution Main causes Resolution methods Involving management Dealing with challenges to your authority Formal procedures Case Study: You ask a junior to carry out a task. They say they are too busy, but you insist. They say no again, publicly. How should you handle this direct challenge to your authority? Session 21:  Staff appraisals Importance Objective Remuneration considerations Appraisal Encouragement and guidance Dealing with weaknesses Case Study:  You have been asked to select one person for promotion from two candidates and to tell both the outcome. How do you handle the unsuccessful individual?.
313 Springboard Women Development Programme 7 hours Many women use the programme to get results at work, such as new qualifications, promotions, new skills, a new attitude to change and a massive boost in confidence.Others focus on results in their personal life, such as sorting out difficult relationships, improving health, dealing with stress and gaining a work/life balance. The Springboard Women’s Development Programme is a successful, award-winning development course for women. The Programme enables women to take more control over their own lives by identifying the clear, practical and realistic steps that they want to take and developing the skills and confidence to take them. Originally written for the BBC in 1988, the programme has now been successfully run in over 360 private and public sector organisations. The programme is often described as being the UK’s leading women’s personal development course. What results can I expect? Many other women who have completed the programme are better able to: Deal with stress Come up with solutions to their problems Develop the self confidence needed to make things happen Manage change productively Assert themselves more confidently when communicating with other people Balance work and home life Set personal and professional goals and identify practical steps to achieve them Present a positive image
3109 The influence of emotions on communication and collaboration with others 14 hours Skills acquired during the course: identification and understanding of the emotional processes that occur in man identification and ability to cope with negative emotions at an early stage of their appearance ability to identify and deal with difficult emotions connected with others communication skills, including aspects of emotional Introduction to the psychology of emotion. Emotions, their types, influence on communication with others and our individual and group functioning. The influence of emotions on human functioning Emotion and cognitive processes Emotions and the perception of reality and other people Distortions in these processes because of the abused emotions Effects of emotion to communicate with others: Emotions as a catalyst to communicate with other Emotions as a disturbing factor of communication with other Information function of emotions Emotions and subliminal Emotions and choice of verbal and nonverbal messages Invoking emotions in others Emotions in the process of working with other Emotions in the team Emotions in superior subordinate relationship Changes in the organization Factors influencing the experience of emotions emotions hidden and produced personality traits temperament type intercultural differences personal beliefs and attitudes and their effect on the emotions experienced techniques of defense against the manipulation of emotions Steps to build the team and their impact on cooperation Stages of Team Development: principles of operation and danger on all of them Way to work on all of them Team Roles and their identification The role of leadership in building positive emotions in the team Style and lead a team of subordinates emotional reactions The influence of emotions on their communication, leadership and communication with the team Emotions in the customer service Building a client contact in strong emotions Technology "disarm" negative emotions during a meeting with a client Building positive emotions in the client The dangers of skipping the emotional aspect occupational burnout emotional fatigue Somatic signs of emotional problems
advyldshp Advisory & Leadership Skills 14 hours This course is part of the Data Scientist skill set (Domain: Advisory & Leadership). Problem solving and continuous improvement Problem solving strategies Root cause analysis Identifying opportunities Innovative thinking Making an impact: data-driven story telling Understanding your audience Effective data presentation - getting your message across Importance of data visualization Influence effectiveness and change leadership Types of influencing Handling difficult situations Change leadership mindset Project management 6 steps of project management
3632 Organisational Behaviour 14 hours Introduction to OB Diversity in Organisation Attitude & job satisfaction Personality Perception & individual decision making Motivation Foundation of group behaviour (groups & teams) Organisational structure or communication Leadership Managing change & stress - conflict Organisational Culture
3100 Team Building and Management 14 hours Purpose of the course: For management: team leaders, managers are beginning their career paths and high-potential employees are selected for development. Training is also a prelude to the development of individual leadership roles and human resource management. Benefits of completion of the course: Increase the efficiency of team management, effective decision making related to managerial functions, appropriate selection of leadership style to the team situation, business growth, strengthen conflict resolution skills, gain time management skills. Metoda szkolenia: short thematic lectures, individual exercises, simulations, case studies, role plays Introduction to management  Having leadership skills in modern management Leading a team of workers management styles selection of effective management style to team development phases perfect picture manager. Analysis of their own style of leadership analysis of the strengths and weaknesses of his own personality in his capacity as the leader of the team, the designation of development potentials characteristics of effective teams coordination of activities to achieve the set goals Communication in organizations basis of verbal and nonverbal communication individual styles of communication communication barriers questioning techniques art of active listening constructive criticism giving feedback solving difficult situations during a call communication networks information flow models and their optimization Selected techniques of conflict resolution in a team of employees the nature and types of conflict the main sources of conflict behavioral style at mastering conflict, appropriate behavior in the dispute assertive and development use conflicts in the work of the team strategies used in conflict situations conflict management main methods of conflict resolution Working with emotions in conflict barriers to communication and conflict resolution. Verbal and non-verbal Motivating the team management being motivated what motivates people in the organization types of motivation principles of economic incentives principle motivation intangible resources psychological principles to motivate feedback and evaluation the importance of language in motivation Ability to manage time effectively its use time management matrix to control their own time and dealing with thieves of time time planning techniques delegation of authority and delegation Coaching what it is and how to use it individual participants gig in-depth feedback. Summary of training
ccarestr Customer Care Strategy 21 hours A customer care strategy plays an important role in building customer satisfaction, helping you to retain loyal customers and increase levels of repeat business.  Through good customer service you gain the client’s trust, enhance the company’s image and strengthen your competitive advantage in the market. This course focuses on strategies and skills for building lifelong customer relationships by developing valuable and effective customer-care strategies.  Satisfied customers may, through conversations and story-telling, become voluntary ambassadors for your company and are highly likely to recommend your services to others.  This workshop will also help participants communicate effectively, appropriately and clearly in all situations. OBJECTIVES Developing competencies in the area of professional customer care Increasing the efficiency of communication with customers Attaining the knowledge of how to get to the underlying needs and expectations of customers Building strong and sustainable relationships with clients Expanding the positive image of the company in the market Identifying, reducing, and overcoming objections and barriers Learning about personalities and communication preferences when dealing with clients Establsihing the ability to create an open environment for communication Developing skills to communicate clearly and effectively Identifying barriers to effective communication Mastering body language and non-verbal communication METHODS Role-playing Self-assessment tests Exercises in groups Individual work Practice sessions Lectures Discussions LEARING OUTCOMES At the completion of this course, participants will be able to: Adopt a focused customer care strategy Identify key customer issues Build the professional image of the company Adapt to specific customer behaviour styles Increase customer loyalty through exceptional customer service Develop communication abilities with clients Use techniques to build relationships Develop a personal action plan to improve customer service skills Show gestures of generosity and high quality customer care Use techniques to deal with difficult situations Recognise barriers to the delivery of outstanding customer service Day One Introduction to Customer Care Strategy Describing customer service Identifying customer expectations Providing excellent customer service Building competitive advantage Customer Care Process Customer contact model and service standards Creating lasting first impressions Building and maintaining contact with customers Using positive language and tone of voice Building company’s brand Brand image on the market Active listening and responding Golden Circle as a core model Day Two Handling customer requests Identifying challenging customer requests Responding to challenging customer requests assertively Assertive techniques Managing emotions during stressful situations Handling complaints Dealing with difficult situations Resolving problems Coping with unsatisfied customers Conflict resolution strategies Service recovery Turning disappointment into delight Identifying the nature of customer complaints Responding to customer complaints Day Three Building customer relationships Relationship triangle – trust and loyalty What differentiates us from our competitors? Identifying ways to add value and exceed customer expectations Understand ourselves and others Types of personality Communication with different personality types Psychological client’s typology Effective Communication Process of communication Practical skills to communicate open Verbal and non-verbal language Open question in Customer Care Strategy Applying the learning Review of learning Action planning for participants
6hats Six thinking hats by Edward de Bono 14 hours Purpose of the course for all who lead teams of decision-makers, or the decisions they take, for those who want to use creativity in decision-making for conducting team meetings for the heads of interdisciplinary teams The benefits of completing the course Ability to lead teams of workers, taking into account the diversity of age, gender, culture, origin, beliefs, and other Identify the skills needed for effective team management Identification and understanding of the processes that take place in a group of employees at different stages of its development Communication skills practical application of knowledge in the field of diversity management in managing a team of employees: posting sentences, motivating, Taking part in the course Will develop their individual skills informed decision-making. You will learn to notice, name and eliminate errors in the process of group decision making. You will discover various models and strategies of thinking, analysis and decision making. You will learn what pitfalls lie in wait for those who are making decisions apply only to the arguments against, and how to turn the fight into 6 different perspectives on the problem to quickly see what is really important The training method The training is designed as an interactive, where participants share is over 80% of the time. Each session follows a similar growth rate, based on the methodology developed taking into account the series of pistons: opening a new exercise habits (to build awareness), mini-lecture on the techniques (knowledge), practicing new tactics and techniques (skills). After the close of each session, participants receive support materials for sessions discussed. Practical material is summed giving a mini lecture explaining the theoretical basis and fundamental psychological mechanisms which participants experience while working on the training room. Equal but others - an introduction to the issues of psychology of thinking and decision making. Team and individual decision making. Creative thinking and decision-making Creative thinking tools Practical methods for decision making Rules for determining effective The revolution in thinking - the thinking hat Likewise, only completely different - what he meant Edward de Bono? On the other side of the mirror-that is, the arguments versus the selected view The box on a hat or a mental map of the situation - how I create? The mental map or list of arguments - some remarks on the usefulness and effectiveness of the Mystery of thinking hat The effective concentration as a basis for thinking hat Cleaning up the thought process: how to set up and remove the cap too soon Thinking and thinking traditional hat White hat thinking Operating principles facts and figures How to maintain objectivity and neutrality Trap use their own opinions and interpretations Red hat thinking Deciding in the world of emotions How to express your emotions in order to give an answer The influence of emotions on decision-making and choices Meanders and emotional pitfalls of the world What you do not see the intellect and the emotions will see at once Black hat thinking Sight dangerous turns See what is weak before experience the effects of this weakness Prudence or doom? Yellow hat thinking How to see all the positive Do the impossible is always a bad idea? Hurrah optimism or what I like? Green hat thinking Down with the rules - how to wake up in the creativity Why glass and an eye that is who tells me to be realistic? Creativity is a complete departure in fantasy? Blue hat thinking First things first or the organization of decision-making Let effectively - guard hinges and departures Do puzzles always fit - for coupleth effects work together Hats for or against? - Summary Thinking hat as a factor in building a team advantage Hats merge or destroy the team? Combine water and fire - work on the arguments and thinking hat
814 Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals 28 hours Essential Management Skills for Executive Assistants, Senior PAs and Administration Professionals recognizes that apart from learning to optimize your own effectiveness and productivity, to be more effective, you need to be able to increase the effectiveness of your team, deal with difficult people, manage conflicts and stress Identifying the Critical Skills for Effective Management Defining the necessary skills for effective management What are the main causes of management failure? Understanding where you should be applying management skills in your role Applying management skills to improve your overall performance Developing Effective Communication Skills Examining the barriers to effective communication Active listening to improve your comprehension Using body language to communicate Saying what you mean Using paraphrasing to reinforce your message and your understanding of messages Speaking so others will listen and respect your opinion and knowledge Developing the Essential Assertiveness Necessary for Today’s Business Climate What is assertiveness and why is it crucial to success and growth in your role? Applying assertiveness techniques that will help you achieve your objectives Understanding the link between confidence and assertiveness and developing both Assertive communication and behavior without becoming inflexible or aggressive Effective Time Management in a Reactive Support Role Overcoming the time management challenges of a role dependent on the priorities of others Identifying and eliminating procrastination by understanding when and why you procrastinate Allowing time for people interaction and meetings while ensuring everything else gets done Working towards creating a more proactive environment to better juggle your routine and reactive duties Techniques for coping with a large and growing workload Ensuring your efforts are directed towards the most critical areas of your job Applying techniques which will help you prioritize effectively and focus on activities that add most value to the organization Switching gears between managing and doing The Fundamentals of Project Management What should you consider a ‘project’ requiring project management? How is project management different from key day-to-day management principles? Applying proven project management techniques to better manage and complete non-routine duties Setting project objectives Building a project plan which focuses on the objectives Setting a clearly defined and achievable schedule with deadlines and sufficient detail Managing People for Increased Performance What makes a good people manager? Understanding the challenges of effective supervision and people management Developing an effective people management style that works for you Building flexibility into your people management skills to get the best from different types of people Coaching and teaching skills that can save time and frustration on both sides Effective, painless and fair delegation – assigning tasks to others Giving and receiving feedback to continually monitor and improve your people management Managing people when you are only responsible for the result, not the person How to get and keep control Dealing With Difficult People, Difficult Behaviors and Workplace Conflict Avoiding clashes by dealing with situations immediately and effectively Diffusing difficult situations before they become critical Overcoming a natural fear of confrontation and conflict Developing a win/win approach for dealing with difficult people Objectively identifying the real issues in a conflict Managing emotions and personality conflicts Attacking the problem (not the person) with a workable solution Committing yourself to reaching a resolution with compromise Dealing Effectively With Stress Examining the causes of stress and your vulnerability to decreased effectiveness Reducing the negative effects of stress and accentuating the positive Spotting the signs of stress in yourself and others Tips for better stress management Spotting Opportunities for Growth in Your Role Knowing your time and skill limits Dealing with failure and success and accepting responsibility either way Removing the barriers: identifying the factors that hinder your progress and setting plans to eliminate or circumvent them Becoming proactive in your role for continuous growth and challenge Setting growth objectives for yourself and your role
Influence Influence in Action 14 hours Pfizer, Hewlett Packard, DellEMC and VMware have benefited from this programme, developing a better balance in their influencing style and demonstrating a resilient response to challenges in the work place. If you want to : • Create high-performing work teams • Consistently win contracts from pitching • Successfully negotiate the best deals • Build shareholder value, year on year... then you need our influencing programme This programme equips your team to further develop their influencing skills. This programme is appropriate for team members who have already developed their basic communication and influencing skills either through development opportunities or through formal training.
3251 Effective recruitment and selection of employees 14 hours The result of the recruitment project is to minimize the risk associated with hiring the wrong person. Training for a safety training is for employees and HR managers. The purpose of training is to present the most effective tools of recruitment and selection of workers. Planning for employment The role of human capital in organizations Planning methods Identify staffing needs The network links the job The form value Create a profile requirements Creating a job description Profile requirements and the components of the job description Practical methods of building requirements profile (profile task, purposeful and competence) The methods of recruitment Internal recruitment External recruitment Factors attracting and discouraging considered candidates for job Selection methods - analysis of performance, training to use Selection criteria (the list of abilities, personality traits list Pre-selection Analysis of documents Interview selection Types of interviews: personal interviews, panel discussions and team selection Types of selection interviews and their characteristics Determining the selection criteria The art of the interview selection Purpose of the communication process in the recruitment process Pillars of the communication, the role of the sender and receiver Communication barriers and overcoming Encourage the expression Using understandable language Obtaining information - skilful questioning Clarification of vague or ambiguous messages Summarizing, the use of paraphrases Phase selection interview Asking questions and analyze the answers The importance of non-verbal communication in the recruitment process (body posture, use of space, gestures, facial expressions) The interpretation of the information obtained during the interview Errors selection process Organizational failures Errors in the assessment process The other selection tools Test methods (tests based on the work) References, environmental history Tasks test Specificity of the AC and its impact on the selection results Create a report and display Introduction to work and evaluation after a trial period Verify accuracy of recruitment and selection process The adaptation process of socio-professional Plan for introducing new employees to the organization Workplace training - coaching as a method of introducing an Assessment of competence and commitment, performance prediction Errors in the process of introducing an Motivation and support Participant observation as a tool to support the process of introducing an Interview development as part of the support Feedback as a development tool to support the process of adaptation of the employee Constructive criticism and its effectiveness in developing skills Practical workshop - exercise powers of observation, to learn and use tools that boost motivation and support adaptation socio-professional Exercises individual and group exercises (case study)
812 New Supervisor Training 28 hours New Supervisor Program Objectives At this program's conclusion, participants should be able to: Describe the role of supervisor and how it differs from the role of coworker. Delegate tasks to others. Set SMART goals for themselves and others. Provide constructive feedback and follow up on goals and workgroup targets with subordinates. Counsel an employee who is not performing up to expectations. Describe appropriate ways of building a congenial work environment without crossing supervisor/coworker boundaries. Understand the impact of body language and vocal tones on communication. Explain the four basic behavioral styles and how to adapt to each. Capitalize on personal style for more effective communication. List tactics for dealing with difficult behaviors. Develop an action plan to improve supervision skills. Course Outline Good Manager versus  Bad Manager: Which Do You Want to Be? Training starts with a discussion of the qualities of both good and bad managers and what can sabotage a supervisor's success. Participants will learn techniques for gaining the respect of former coworkers and setting appropriate boundaries. This is a key lesson for those who need to break out of the "buddy" role. Building Personal Credibility: Understanding Different Communication Styles Section two shifts the focus inward to each participant's personal communication style. Using Business Training Works' signature diagnostic tool, The Communication Jungle, participants will learn to identify their own behavioral styles and those of their coworkers and subordinates in order to adjust and coach for better communication. It's Not What You Say: Rephrasing for Better Relationships The lesson in the saying "it's not what you say but how you say it" is one that takes some people years to learn. In this unit, participants will learn how to use language so that it will be better received. They will also learn how to deliver messages to subordinates and effectively respond to phrases such as "that's not my job" and "I don't know." Be SMART: Goal Setting for Peak Performance Delegating and setting realistic, manageable goals are critical skills for managers and supervisors to possess. This section explores the components of SMART goals and allows participants to practice delegating and communicating goals and expectations to the people they supervise. So, How Am I Doing?: Delivering Performance Feedback Performance feedback should not be given only during an annual review. It should be part of the normal working relationship between managers and those they supervise. This portion of the course explores the steps of giving both positive and negative feedback. Using case studies and real-life examples, participants will have the opportunity to practice giving feedback to subordinates. Difficult Personalities and Difficult Situations: Dealing with Challenges The program concludes with case-study evaluations of ways to effectively manage difficult personalities and tough situations
Negskills0017 Negotiation Skills 14 hours This two day course is designed for people who want to achieve better outcomes from their negotiations with customers, suppliers and colleagues. It teaches the skills and tactics used by effective negotiators and builds the confidence needed to succeed. Delegates learn the different negotiating styles and how to maximise their personal power while protecting important relationships. The course is highly participative with a combination of lecture, discussion, coaching and exercises. What is my personal negotiating style?           - understanding your individual style and its impact in negotiations  Competitive or cooperative?                     - knowing the right approach to adopt  The need for creativity and flexibility                   - seeking alternatives and solving problems Expectation management           - how to manage the pre-negotiation and opening stages Non-verbal communication           - using body language to reinforce what we say  The importance of preparation             - what you need to do before the negotiation commences    Shifting the balance of power              - identifying the strengths and weaknesses of both parties  Goals and objectives              - what does good look like and what is unacceptable? Looking beyond demands to interests and concerns             - find out what lies behind demands and what really matters to the other party Identifying variables             - what can we conceed at the lowest cost to us and what do we want to get in return?  Making and justifying proposals              - positioning and demonstrating value in their terms  How to respond to proposals              - explaining why it's unacceptable and making counter proposals  Use of questions              -  using conditional questions to test solutions without making firm commitments The bargaining process              -  trading concessions to achieve win/win outcomes Dealing with deadlock               - tools to help you navigate around impasses  Responding to price challenges               - how to defend your position Securing the deal                 - summarising and closing to avoid costly misunderstandings 
3111 Stress management 14 hours Purpose of the course The purpose of training is to develop the how to cope with difficult situations, understanding the sources of stress and to determine its susceptibility to stress, by identifying their strengths and weaknesses, the role and work situation, family, private environment. The course is addressed to employees at all levels of the organization. Skills acquired during the course: Mastery of skills through a variety of relaxation techniques: Skills acquired during the course: ability to identify the most important stressors in professional and private life ability to identify and select appropriate strategies to deal with difficult situations distinguish between positive and destructive stress perceive the benefits of stress. determining the individual level of susceptibility to stress to recognize the warning signs of stress to control and regulate breathing use muscle relaxation techniques, eg training Jacobson the use of visualization techniques and self-suggestion: eg training Shultz the use of anti-stress massage techniques. Mastering the principles of preventive anti-stress Training methods: mini-lecture + + class training workshops Preliminary exercises, participants read, discuss the principles, the conclusion of the training contract Basics on stress and stress factors - psychological knowledge base Reactions to stress and changes in behavior Adaptation and types of stress Stress in organizations The costs of stress in the organization The main "hot spots" areas that may cause stress Interpersonal Communication (effectiveness, barriers and overcome them) The types of behavior in difficult situations: Aggression, submission, assertiveness Time management (efficiency, priorities, "thieves of time" Delegation of powers Motivation (rules, laws Yerkes-Dodson) Psychological defense mechanisms in difficult situations Diagnosis their susceptibility to stress, and the current ways of coping with difficult situations The techniques and methods to reduce stress: environmental, physiological, mental) Practical exercises relaxation techniques: visualization Jacobson muscle relaxation training autogenous training Shulzta The basic principles of anti-stress prophylaxis
811 Management Skills for Administrative Professionals 28 hours This comprehensive course will provide you with practical ideas, skills, and increased self-awareness which are the key to moving into a more demanding role where you have supervisory responsibility. The skills and awareness that you gain at this course will help you attain your business objectives – the goals your organization expects you to reach. They will give you the ability to work productively with people and the skills to build your credibility which will lead to more important leadership roles. The course is fully participative, combining practical exercises, group discussions and accelerated learning interventions. Complete this course and you will be able to: Understand the role of a manager and how it differs from an administrative role Organize, attend and record effective meetings Plan and prioritize your workload Plan and coordinate workflow and productivity Build effective relationships with senior managers, colleagues and customers Assert yourself and influence colleagues with maximum effect Understand the various management styles available to you and when to use each style Structure and prepare presentations Manage change and transitions both for yourself and your team members Manage performance and conduct personal development reviews Coach teams and individuals to improve performance Administrator To Manager - The Transition Phase Management Styles Communication Matters Structure, Plan and... The Bigger Picture! Organizing Effective Meetings Evaluation And Continuous Learning Assertion And Respect Structuring Presentations Introduction To Performance Management Managing Change Coaching... Make It A Habit!
line Leadership in the new economy 21 hours At the end of the course, the participants should be able to: Acquire an understanding of  self-mastery as a foundation for inspiring leaders Strengthen and sustain their execution capabilities and contribute to the creation of a high performance culture Lead cultural transformation and change processes in their respective areas of influence using emotional intelligence and change management tools Learning as source of leadership effectiveness – listening vs. hearing Strengthen the foundations of leadership Self Awareness Personal Values Strengths vs. Weaknesses Interpersonal Maturity – EQ vs. IQ Coaching as a new leadership style Basic of coaching as leadership style Feedback mechanism Becoming a change leader Handling resistance to change Important leadership skills Leadership Development Plan   Methodology: Lecture Workshops Video showing Role playing
3108 Psychology of interpersonal cooperation 14 hours Skills acquired during the course: identification and understanding of the processes that take place in a group of employees at different stages of its development. identify the skills needed for effective cooperation at various levels skills that facilitate cooperation group and individual communication skills Training methods: lecture + workshop Introduction to social psychology. The body, other individuals, group. The concept of co-operation. Cooperation as one of the types of interactions with others Principles of operation of the unit in relation to other human needs and their hierarchy. Safety needs, affiliation, contact as the most important in terms of cooperation independence, autonomy and co-operation Communication as a basic factor for cooperation principles of effective communication finding the hidden principles and motives of others messages in the "second" and "third" soundtrack attitudes: aspect intellectual, emotional and behavioral - their impact on cooperation and opportunities and how to change ability to persuade and influence people the principle of bringing people Personal skills and behaviors to facilitate cooperation cooperation with other styles personal beliefs and their impact on cooperation Stages to build the team and their impact on cooperation stages of team development: principles of operation and hazards on each of them way to work on all of them team roles and their identification The role of the leader in creating and strengthening cooperation styles of management team coordination of activities to achieve the set goals communication as a tool to manage and communicate with the team; modeling behavior External factors influencing the relationship with other time and pressure organizational culture changes in the organization Conflict and competition in the group as the biggest threat to cooperation sources of the types of conflicts strategies for dealing with conflict competition in the band: pros and cons
810 Management Skills for technical staff 28 hours The training program is designed for participants who have a management component to their work requirements and wish to enhance their skills. Normally, the applicant holds a BA degree or its equivalent (relevant experience can compensate for the degree). Priority will be given to candidates with a civil society background. Applicants must be able to commit themselves full-time throughout the required period and to undertake preparatory reading and written work. A good knowledge of written and spoken English is essential. Managing People – Psychological Aspects Project Management Management of Organizations Managing Change / Adjusting to Crises Human Resource Planning Organizing and Leading Project Staff and Teams Time Management Financial Management (budgeting & accounting) Case Studies
3107 Self Time Management 14 hours Operation beliefs and metaphors about time diagnosis of the main barriers to the management of each other in time identify their strengths and weaknesses in the organization of working time the benefits of effective time management Formulating goals Prioritization Pareto principle ABC analysis Eisenhower matrix Parkinson's law Formulating goals analysis of the coherence of the objectives time planning techniques scheduling of work errors in planning control plan Time monitoring and identification of its losses activity logs - every time you lose time management and organization of space identification of "thieves" time calendars and schedules The delegation of power and assignment task degrees of delegation clear and precise rules for delegation the role of effective communication in managing time at work Attitudes resulting from difficult situations assertiveness and self-management over time. stress as a disturbing factor of efficiency. creative use of an optimal level of stress summary and evaluation of training
809 Introduction to Lean Six Sigma green belt 21 hours The basic tenants of Lean Six Sigma are: Focus on customers and their needs Ensure internal alignment and communication Develop necessary skill sets to improve effectiveness and efficiency Continually assess all process elements for waste and variation Involve everyone Audience All employees who will be involved in Lean Six Sigma efforts. Introduction to Lean Six Sigma Learn what Lean Six Sigma is. The basics of Lean Six Sigma. Combining Lean and Six Sigma for a comprehensive improvement strategy. Improvement Methodologies Value stream mapping. Eliminating waste. Incorporating the 5S's. Starting the DMAIC Project Cycle. Supporting Infrastructure Understanding the roles in Lean Six Sigma: the Leadership Team, Champions, Black Belts, Green Belts, Project Teams Application of Lean Six Sigma Lean Six Sigma in manufacturing, the office, order entry, warehousing and distribution, sales and R&D Challenge (Test) Introduction to Lean Six Sigma Test
3105 Delegation of tasks and motivating employees 14 hours Purpose of the course: The course is intended to persons responsible for setting up and implementation of projects: Steering Committee members and project managers and sub-projects. It is also necessary to prepare for anyone working in a managerial position wants to be successful in managing teams, delegating tasks and motivating. Expected to prepare students: The course is part of a general nature and it does not require knowledge of project management. But by far the most out of this training will amount to those who already have a basic knowledge of team management - for example, acquired through participation in the training of GPP. Skills acquired during the course: recognition of the basic principles of group process building an effective team communication system. identify roles that occur in the band practical application of the principles of effective delegation identification of the causes of resistance and errors associated with delegation knowledge of the principles of effective means of motivating material and immaterial psychological rules for motivation. effective use of feedback and evaluation process of motivating Preliminary exercises, participants read, discuss the principles, the conclusion of the training contract Models HR policy in terms of delegation of tasks and motivating employees Effective team communication Stages of team building Principles of delegation Pyramid of acquisition of competence 14 principles of effective delegation Resistance and errors in the posting Maslow's pyramid of needs  Theories X and Y McGregor Types of motivation Rules of economic incentives Rules of motivation intangible resources Psychological rules for motivation Feedback and evaluation The importance of language in motivation Elements of coaching
traintrainer Train-the-Trainer 21 hours Audience Staff who need to be fully prepared to deliver high-quality training sessions Format of the course A combination of: Facilitated Discussions Delegate Presentations – with full feedback By the end of the course, delegates will be able to: Prepare and structure an effective training session Prepare themselves properly for that training session Deliver that training session with confidence Use the various visual aids that a trainer might choose to employ in creating a stimulating session Deal with the different types of people who they will encounter in their training courses Training Skills Delivery of a pre-prepared training session on the delegate’s chosen subject related to their work. N.B. The duration of each delegate training session will depend on the length of the course and on the number of participants. Eight is the ideal number of participants Full one-to-one and group feedback Preparing a Training Session Questions tor the trainer to ask in advance Why me? Logistics of what, where, when, how – and how long? Understanding how the answers to these questions affect the structure of the training session Structuring the content: Research – know the subject Putting the content in order Creation and use of complimentary visual aids Preparing the Trainer A trainer’s three fundamental communications tools: Verbal – the words being used and avoiding slang and jargon Vocal – the sound of the words avoiding any distracting verbal tics and punctuations Visual – the look of the presenter: dress; mannerisms; presence Rehearsing the training session – and getting honest feedback from a trustworthy source Coping with nerves Preparing the environment Room layouts – and how they communicate underlying messages to those attending the course Using the room to enhance the training experience …and tidying up after the course Evaluation The importance of evaluation The processes for obtaining and utilising delegate evaluation Training Skills – revisited Delivery of another training session (after suitable preparation time). N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback Full one-to-one and group feedback Training Skills – revisited If time permits: delivery of another training session (after suitable preparation time) Full one-to-one and group feedback
3099 Conflict Management 14 hours Purpose of training: For all striving to effectively and efficiently deal with conflict situations. Training for people who want to develop their skills in using the conflict in the work of the team who aim to develop the ability to apply strategies, methods and techniques of conflict management. Benefits of training course: Using the methods and techniques to solve conflict situations, effective conflict management, effective communication in conflict situations, skillful preparation of the analysis needs of the parties of the conflict and the formulation of the problem, the use of stress management skills, emotional and assertive techniques in resolving such conflicts. Skills acquired during the training: communicate effectively in conflict situations identify sources of conflict analysis of the needs of the parties to the conflict and the formulation of the problem using the methods and techniques to solve conflicts to the principles of assertiveness and managing emotions in conflict resolution application of the principles of assertive resist tampering appropriate behavior in conflict implement these stress management, emotional Training method: lectures, simulations, case studies, role playing, giving feedback to participants The nature and types of conflict. Types of conflicts due to the participants The theory of conflict situations by Lewin. The main source of conflict. resources differences in their goals interdependence of work differences in values ​​or views organizational ambiguity Conflicts of functional and dysfunctional Distortion of perception occurring in conflict The dynamics of conflict preceding phase challenge phase escalation phase phase of confrontation Behavior style by mastering conflicts; appropriate behavior in the dispute. The consequences of a rigid application of various styles Assertive and development use conflicts in the team's work. Assertive skills useful in resolving conflicts The strategies used in conflict situations: I win - you lose you win - I shed without losing - the replacement of the conflict to cooperation Conflict Management. The main methods and techniques of conflict resolution negotiations mediation arbitration Working with emotions in conflict Stress, coping in difficult situations the introduction of the anti-stress training relaxation methods - focusing Creative principles of conflict resolution. Effective communication as an essential tool for conflict management. barriers to communication and conflict resolution verbal and non-verbal The use of negotiation techniques to resolve conflicts. Summary of training
commtm Communicating and Influencing For Team Members 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Dealing with Change The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance
3098 Effective interpersonal communication with elements of assertiveness 14 hours Goal The training will be to review and improve the competencies needed to achieve their business objectives in terms of both individual work and teamwork, particularly through the acquisition of skills by the participants such as: Building an effective communication style with others Practical analysis of the barriers of communication and active techniques to prevent their occurrence Building support assembly relationships Effective team work Awareness of mutual influence in relation team-unit and unit-team The ability to use a variety of techniques to manage conflict Change their attitudes and behavior modeling constructive (eg assertive posture) Method of work The training is designed as an interactive, where participants share is over 80% of the time. Each session follows a similar dynamic: opening a new exercise habits (to build awareness), mini-lecture on the techniques (knowledge), practicing new tactics and techniques (skills). After the close of each session, participants receive support materials for sessions discussed. Practical material is summed giving a mini lecture explaining the theoretical basis and fundamental psychological mechanisms which participants experience while working on the training room. Introduction to communication the communication process and its stages the importance of verbal and nonverbal communication techniques and tools for effective communication Principles of effective communication as an essential element in the effective contacts in your organization own self-analysis style of communication communication errors communication barriers stages of development of interpersonal contact direct communication and telephone communication Communicating in organizations network communication in an organization information flow models and their optimization tasks and internal communication tools Effective conversations development of self-image as the sender and receiver of a message factors affecting the quality of professional contacts between staff active listening as a tool for effective communication confounding factors hearing and understanding speech art of asking questions psychological mechanisms and techniques to influence Steps to build the team and their impact on cooperation stages of team development: principles of operation and hazards on each of them way to work on all of them team roles and their identification Conflict and competition in the group as the biggest threat to cooperation sources of the types of conflicts strategies for dealing with conflict competition in the band: pros and cons   Sources of the types of conflicts In harmony with each other and good relations with others - the concept of assertive behavior the concept of assertiveness your own rights when you decide to be assertive types of behavior: aggressive behavior, submissive, assertive building "I" messages as the basis for an assertive expression of opinions, judgments and emotions why we are afraid to say "no" - what stops us self-assertive treatment emanating from himself What does it mean to respect you and each other - what happens if we agree or refuse ability to deny and refuse admission ability to argue manipulation acceptance of negative and positive responses to forms of criticism giving constructive feedback
coach Coaching Skills 7 hours Audience Staff who need to be fully prepared to deliver high quality Coaching sessions To individual members of their own staff To their teams To individuals who are not directly connected to their own teams but who would value their independent – and non-judgemental - input Format of the course A combination of: Facilitated Discussions Delegate Coaching sessions – with full feedback By the end of the course, delegates will be able to: Define “Coaching” and explain in detail the use of Coaching to improve individual and team performance – particularly relating its use to understanding the reasons behind (and rectifying) under-performance Deliver meaningful Coaching Sessions Define Coaching Ensure clarity on what exactly Coaching is and how it is used Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance) Understand how learning shared can easily be transferred into a “commitment to action” Coaching models Introduction to the GROW model G = Goal: the purpose of the discussion or changes the individual / team wishes to make R = Reality: an honest assessment of the current situation and the need for change O = Options: what can be done to achieve that change; what else; is there anything else…? W = Will: is the desire there to see this through or will one of the other factors – GRO –prevent the achievement of the change; how will we measure progress? Consideration of all the factors required in: Turning vision into reality Delivering measurable outcomes Making effective decisions Managing the change Introducing the House of Change: understanding the need sometimes to make things worse before they can get better Becoming a successful Coach How does a Coach behave? What does a Coach do? Understanding the need to remain separate – aloof? – from the detail and only contribute individual comments / suggestions at appropriate times Coaching performance from individuals whose day-to-day work we don’t understand The link with Performance Management Objective setting – understanding what is required Managing against these objectives – understanding what success / shortfall looks like Recognising (and rectifying) under-performance; particularly recognising the causes of under- performance (which may be nothing to do with the individual’s workload) Coaching and Feedback: links and differences Coaching in Practice Facilitated sessions of Coaching – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.

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