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Szkolenia Professional Development
Professional Development Training courses
Opinie uczestników
Plany Szkoleń Professional Development
| Kod | Nazwa | Czas trwania | Charakterystyka kursu |
|---|---|---|---|
| pipro | Pi-Projects | 2 godz. | Students, Teachers, or Lecturers A basic workshop conducted on-site using the Raspberry Pi computer. This one-session workshop is intended for people who want to learn the basics of project-computing whilst having a little fun at the same time. |
| presconf | Presenting with Confidence | 21 godz. | Audience Staff who need to be fully prepared to deliver presentations: To their teams To clients To other audiences internal to the company To other audiences external to the company 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 presentation Prepare themselves properly for that presentation Deliver that presentation with confidence Use the various visual aids that a presenter might choose to employ in creating a stimulating presentation Deal with the different types of people who they will encounter in their presentations Presentation Skills Delivery of a pre-prepared presentation on the delegate’s chosen subject but related to their work. N.B. The duration of each delegate presentation 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 Presentation Questions tor the presenter 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 presentation Structuring the content: Research – know the subject Putting the content in order Creation and use of complimentary visual aids Preparing the Presenter A presenter’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 presentation – 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 presentation Using the room to enhance the presentation experience Presentation Skills – revisited Delivery of another presentation (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 Presentation Skills – revisited If time permits: delivery of another presentation (after suitable preparation time) Full one-to-one and group feedback |
| commtm2 | Communicating and Influencing - For Managers and Team Leaders | 14 godz. | 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 |
| coach | Coaching Skills | 7 godz. | 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. |
| 1 | Leadership 101 | 7 godz. | This course aims to inspire trainees to become leaders by showing what makes or breaks a leader.What is leadership? Differences between a leader and a manager Leaders in our lives Leader competencies: How leaders think What leaders do Can anyone be a leader? Leadership styles Goals setting How to set inspiring goals Public speaking for leaders: How to structure your talk? What words should you use/not use? How to get people to follow you? Embracing as an equal Communicating |
| infavdconf | Influencing and Avoiding Conflict | 21 godz. | 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 godz. | 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). |
| kanban1 | Kanban Management Professional 1 | 16 godz. | Kanban Management Professional 1 (KMP1) is a highly interactive two-day course accredited by the Lean Kanban University (LKU). It combines teaching, group discussions and a fully immersive simulation to illustrate how the Kanban Method helps individuals, teams, and organisations to manage and improve the delivery of products and services to their customers. The Kanban Method provides pragmatic, actionable, evidence-based guidance for successful evolutionary change. It starts with what you do now and pursues evolutionary change while respecting current roles, responsibilities and job titles, and encouraging leadership at all levels. This allows organisations to evolve business processes gradually, define and use relevant metrics to measure progress, and significantly reduce the risks associated with complex change programmes. You will leave this course with knowledge of the Kanban principles and general practices, and skills that will enable you to apply Kanban with confidence in your organisation. What Will You Learn? - Identify internal and external sources of dissatisfaction - Analyse demand vs capability - Model the knowledge discovery process - Design kanban systems and their visualisations - Identify and prioritise improvements - Choose cadences for activities - Identify classes of service What Will I Receive? Two days of high quality training with Michael Chik who has 20 years of experience in software development. During the course, refreshments and lunch will be provided. You will also receive: Course materials (print & electronic) Electronic copy of the book "Kanban - Successful Evolutionary Change for Your Technology Business" by David J. Anderson Membership of the Lean-Kanban University (LKU) Lean-Kanban University (LKU) certificate of course completion Who Is This Course For? Anyone who is involved in product development or knowledge work. This includes but is not limited to the following: Programme and delivery managers Product and project managers Product developers, software developers and testers People working in operations or support Business analysts High-level management Anyone interested in implementing Agile in their organisation Day 1 Introduction to Kanban Definition of the Kanban Method Kanban in action: immersive Kanban simulation Using a kanban system: practical lessons from the simulation Day 2 Introduction to STATIK: Systems Thinking Approach To Introducing Kanban Identifying internal and external motivation for change Demand analysis for different types of work Mapping the workflow Discovering different classes of service Choosing system replenishment and delivery frequencies Designing a kanban system To improve your learning experience this course uses non-technical exercises, simulations, a case study and discussions organised in small groups. |
| Influence | Influence in Action | 14 godz. | 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. |
| ccarestr | Customer Care Strategy | 21 godz. | 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 |
| advyldshp | Advisory & Leadership Skills | 14 godz. | 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 |
| sdtpml | Strategic Development: Thinking, Planning, Management and Leadership | 35 godz. | 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 Organisation 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?. |
| busics | Business Communication Skills | 35 godz. | Communication skills have long been recognised as essential to professional success and many a career has stalled, faltered or stagnated thanks to a lack of communication skills. Contrary to urban myth, few of us are born with this skill, instead most have either practised or learned from mistakes. This course is designed to assist delegates to improve their communication skills and in consequence their ability to work with others. Mediation skills are subtly yet meaningfully different. Excellent communication is a pre-requisite but more important is the ability to listen and take note of what is being said. The role of the mediator is to help parties reach a solution to their problem and to arrive at an outcome that both parties are happy to accept. Mediators avoid taking sides, making judgements or giving guidance. They are simply responsible for developing effective communications and building consensus between the parties. This course also covers the wider range of skills, in addition to communication, that are required to be an effective mediator. What is Communication Communication styles Communication flow Framing conversations Non-verbal communication Definitions & principles Written communication Telephone skills Exercise/Case Study Understanding Communication What makes a successful communicator The qualities of a successful communicator Defining persuasion and influence Self- belief, confidence & assertiveness Push and pull styles Framing communication Exercise/Case Study Communication Style Choose from a range of communication styles depending upon the situation Learn to respond, rather than react Open, leading and closed questions The Funnel technique Understanding values Questioning techniques to understand values and build relationships Exercise/Case Study Overcoming resistance What causes resistance How to deal with resistance A practical guide using six steps Dealing with conflict Handling difficult situations without emotions Presenting your case with impact, taking the values of others into account Exercise/Case Study Poor Communication Examples and why does this happen so frequently The Ladder of Inference Top down, Bottom up or 360 degree Collaborative versus dictatorial Selecting the best style and understanding what makes this the “best” Exercise/Case Study Putting it all Together Feedback Questioning & Listening Asking powerful questions Getting the key message across Making effective requests Promises – blessing or curse? How to improve communication skills going forward Exercise/Case Study The Art & Skill of Persuasion Understanding Persuasion What makes a successful persuader? The qualities of a successful persuader Influencing and persuading, not manipulation Defining persuasion and influence Principles of effective influencing Self- Belief, Confidence & Assertiveness What do we mean by push and pull styles of persuasion The psychology of persuasion – the basics Example/Exercise Preparing to persuade Building Trust “Mocking Bird” Theory Non verbal communication Building Trust and rapport Finding out what others want or need - listening and questioning Perception – how you perceive situations and how others may perceive you Example/Exercise Explore what others want Setting clear objectives on the scope of selling you wish to embark on Effective questioning techniques Realise the values and motivations of others Hone your listening skills and overcome barriers to active listening The identification of individual ‘filters’ and how to overcome these The power of positive thought – preparing for the persuasion discussion Example/Exercise Communication Style Choose from a range of communication styles depending upon the situation Learn to respond, rather than react Open, leading and closed questions. The Funnel questioning technique. Understanding values and how to persuade around these Questioning techniques to understand values and build relationships Example/Exercise Overcome resistance Select one of the six levels of assertiveness, without compromising the values of others Apply a practical 6-step Influence Model Using FAB to match the needs gathered from customers Dealing with conflict – handling difficult situations without emotions Presenting your case with impact, taking the values of others into account Example/Exercise State your case persuasively Presenting at the right stage. Adopt strategies that work for you State your case assertively and convincingly. Knowing the audience Gathering the content The 10/80/10 rule for structuring the presentation Delivering a presentation Example/Exercise Handling Objections Identifying frequently encountered objections. The pre-emption of objections. Developing appropriate responses. Example/Exercise Negotiation Skills for Finance Professionals Introductions The Process of Negotiation Objectives in negotiation Communication Skills of the Effective Negotiator Assessing information Establishing the parameters What is the “win-win” outcome Case Study/Discussion Point The “Interests” Interests The difference between positions and interests Identifying and prioritising your interests Common mistakes when handling interests When is negotiation a good idea? The elements of an effective negotiation Case Study/Discussion Point The “Options” Generating and evaluating possible options Identifying your ideal outcome Common errors when generating options Case Study/Discussion Point Understanding Negotiation Outcomes Evaluate the options Where do you think it will end Is there a “win” or would a compromise be better Setting clear objectives Being prepared to lose when it makes sense Case Study/Discussion Point The Negotiating Process Making proposals and giving and receiving concessions Breaking Deadlock Agreeing a remedy Understanding the negotiator’s role Key stages of the process Giving information Reading signals Making a plan. Reviewing assumptions Working through the meeting/discussion process Probing in order to develop understanding Reaching agreement Case Study/Discussion Point Challenges Different types of people Behavioural approaches & body language Deadlocks, Standstills & Concessions Tricks, Traps & Tactics When & Where to Negotiate – Electronic Media are not ideal Live Practice Simultaions Debrief Presentation Skills for Finance Professionals The Essentials - The Presenter - You Carrying out the ‘essential checks’ Presenting the ‘right’ image Using your words, tone and body language Working with the qualities of your voice Acknowledging and overcoming nerves Using relaxation techniques Using mannerisms and gestures to enhance impact The qualities of a successful presenter Example/Exercise The Essentials – The Material – What Are You Going to Say Performing a needs analysis Writing the basic outline Researching, writing and editing Establishing a clear purpose Using successful information gathering techniques Choosing the best route through your material Identifying the key points Creating strong openings and closings Knowing the pros and cons of different visual aids Making it big, bold and brilliant Example/Exercise The Essentials – The Audience – Who Will You be Saying it To Knowing your audience to develop presentations that appeal Building rapport Getting and keeping them on your side Working with questions Handling difficult people Understanding group dynamics Example/Exercise Next Step – Delivery Methods Basic methods Advanced methods Basic criteria to consider Choose from a range of communication styles depending upon the situation Listening and Hearing: They aren't the same thing Asking questions Communicating with power Example/Exercise Next Step – Communication Skills What do we mean by Communication Preparing mentally Physical relaxation techniques Appearing confident in front of the crowd Non-Verbal Communication Skills Body language The signals you send to others It's not WHAT you say, It's HOW you say it Presenting your case with impact, Example/Exercise Perfecting your skills Make them laugh a little Ask them a question Encouraging discussion Dealing with questions Creating Fantastic Flip Charts Creating Compelling PowerPoint Presentations WOW your Audience Vibrant Videos and Amazing Audio Example/Exercise What is Mediation Textbook definition Mediation in practice Good and bad mediation A SWOT analysis The goals of mediation Reaching a compromise WinWin – is this always possible Plugging the gap between avoidance and formal action Exercise/Case Study Understanding Mediation The principles of Mediation What can it achieve. When is it appropriate Is there ever a time when mediation is inappropriate Taking a strategic approach Alternative dispute resolution practices HR Policies: help or hindrance in conflict situations Exercise/Case Study Preparing for Mediation Essential skills. Critical discussions Understanding why people behave the way they do in conflict What are the issues Is there a compromise Least worst outcome BATNA/WATNA Setting the parameters Exercise/Case Study Mediation Structuring the process Creating a “safe” environment Building rapport and trust Maintaining impartiality Assist with the win-win Dealing with destructive conflict Dealing with deadlock Engaging resistant people in a constructive manner Closing the mediation Confirming the outcome Selecting alternatives Follow up and review mechanisms Exercise/Case Study |
Najbliższe szkolenia
| Szkolenie | Data Kursu | Cena szkolenia [Zdalne / Stacjonarne] |
|---|---|---|
| Influencing and Avoiding Conflict - Gliwice ul. Karola Marksa 11 | pon., 2017-07-10 09:00 | 16930PLN / 6180PLN |
| Kanban Management Professional 1 - Szczecin, ul. Małopolska 23 | pon., 2017-07-10 09:00 | 7050PLN / 2636PLN |
| Coaching Skills - Łódź, ul. Tatrzańska 11 | wt., 2017-07-11 09:00 | 5540PLN / 1979PLN |
| Customer Care Strategy - Zakopane ul. Jagiellońska 30 | pon., 2017-07-17 09:00 | 14510PLN / 5447PLN |
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