40 Brain courses in Belfast

OVERVIEW This one day course covers the basics of brainstorming and then goes on to look at a number of different yet highly effective techniques that can be employed. DESCRIPTION Brainstorming is probably the most well known and most widely used method for bringing groups of people together to generate ideas about an issue or problem. This is because it’s a good way to gather a lot of ideas very quickly. It is also a great way of bringing people together and helping to build them as a team. Just imagine the effect on the team and its morale if ideas that they generate are actually used. There is no doubt that people are more likely to buy into the ideas that they came up with themselves. Although brainstorming is widely used for decision-making, it is not always handled very well. If that is the case, it can have the opposite effect to the one that is intended. Rather than creating ideas it can stifle them and rather than motivating people it demotivates them. This highly interactive course will help learners to make the most of brainstorming sessions and also provides alternative techniques to enliven any session that is beginning to flag. Topics covered: * What is Brainstorming? – A discussion to help participants understand what brainstorming is, and what it involves. * Brainstorming rules – A quick look at the very limited rules suggested by Alex Osborn who is generally credited with being the inventor of brainstorming. * Preparation – Although many brainstorming sessions take place on the spur of the moment they all require some preparation. We look at the importance of defining the purpose of the session, selecting the right participants, and then briefing them properly. * Storm and Floods – This is an activity that we re-visit on several occasions to take participants through the whole brainstorming process and to give them plenty of practice. * The Three R’s of Facilitation – The three R’s take you through the essential elements of facilitating an effective brainstorming session. * Closing the Session – Effective closing of the brainstorm may be just as important as the session itself. We look at the essential elements that the facilitator needs to cover. * Clarify and Nurture – Learners discover the importance of ensuring that all ideas that are unclear are clarified and that ideas are nurtured. They also learn what this involves practically. * Alternative Techniques – There are many ways to enliven a flagging brainstorming session, provide a fresh approach or simply build on initial ideas. The learners are introduced to some of the most important of these. * Brainstorming Scenarios – Learners work through up to 6 scenarios so that they can practice the alternative techniques covered during the programme. WHO SHOULD ATTEND Anyone who facilitates or takes part in brainstorming sessions, or wants to work with organisational teams to develop their problem-solving abilities. REQUIREMENTS FOR ATTENDEES None.

An insightful, enjoyable and experiential programme to help you analyse data and information and make a balanced decision based upon sound commercial reasoning. It will enable you to identify options, make decisions and take actions based on a thorough analysis combined with instinct and intuition to make a positive effect on profitability. This programme will help you: * Identify ways to analyse data and sort relevant from irrelevant information * Develop analytical and numerate thinking, and consider the financial implications of a decision * Make decisions based on sound commercial reasoning - a mix of intuition and analysis * Select from a range of tools to analyse a situation and apply these effectively * Understand how costs and profits are calculated * Use tried-and-tested techniques to manage and control your budgets * Appreciate the fundamentals of financial analysis * Focus on the bottom line * Identify the basics of capital investment appraisal for your business * Evaluate results and seek opportunities for improvement to your business 1 THE COMMERCIAL ENVIRONMENT * What do shareholders and investors want? * What do managers want? * Profit v non-profit organisations * Investor expectations 2 FINANCIAL AND NON-FINANCIAL INFORMATION * Risk and reward considerations * Drivers of commercial decisions 3 RUNNING A BUSINESS * A practical exercise to bring financial statements to life * Different stakeholder interests in a business * The impact and consequences of decisions on financial statements 4 WHERE DO I MAKE A DIFFERENCE TO THE ORGANISATION? * How can I contribute to an improved business performance? * Key performance indicators - measuring the right things * A 'balanced scorecard' approach - it's not all about money! 5 A 'BALANCED SCORECARD' APPROACH * Analysing and reviewing my contribution to the business direction * What is the current focus of my commercial decisions? * Developing the business in the right way - getting the balance right! * Where should/could it be in the future? * Do my decisions support the overall vision and strategy? 6 MAKING COMMERCIAL DECISIONS * Left-brain and right-brain thinking * Convergent and divergent thinking * Analysis and instinct * Interactive case study exercise - emotional and rational decisions * Reflection - what is my style of making decisions 7 LET'S CONSIDER THE CUSTOMER! * Identifying target markets * Differentiating propositions and products * Customer service considerations * Marketing considerations and initiatives * Pricing strategies and considerations 8 STRATEGIC ANALYSIS * The external environment * The internal environment * LEPEST analysis * SWOT analysis * Forecasting * Group activity - analysing markets and the competition * How do these improve your decisions? 9 COMPARING PERFORMANCE * Analysing key financial ratios * Ways to compare performance and results * Break-even analysis 10 PROFIT AND LOSS ACCOUNTS AND BUDGETING * Managing income and expenditure * The budgeting process * How does this link to the profit and loss account? * Managing and controlling a cost centre/budget * The role of the finance department * Different ways of budgeting * Incremental budgeting * Zero-based budgeting 11 UNDERSTANDING THE BALANCE SHEET * Purpose of balance sheets * Understanding and navigating the content * What does a balance sheet tell you? * How do you affect your balance sheet? * Links to the profit and loss account * A practical team exercise that brings financial statements to life 12 BUSINESS DECISIONS EXERCISE * How does this improve your decisions? * A practical exercise to apply new knowledge and bring commercial thinking to to life * The impact and consequences of decisions on financial statements 13 WORKING CAPITAL * Why is this important? * The importance of keeping cash flowing * Business decisions that affect cash * Calculating profit 14 CAPITAL INVESTMENT APPRAISAL * Capex v Opex * Payback * Return on investment * The future value of money * The concept of hurdle rate 15 LESSONS LEARNED AND ACTION PLANNING * So what? * Recap and consolidation of learning * The decisions that I need to consider * Actions to achieve my plan

Change management, dealing with change.

Interactive Presentation Skills, Presenting, Presentations.

Train the Trainer,

Facilitation Skills Training

When staff are new to sales it can seem daunting, especially when they have targets to meet. If the staff you need to promote your products and services get it wrong then it can knock their confidence and negatively impact how your customers see you as an organisation. This programme provides staff with the basic skills they need to sell. This course will help participants: * Profile customers * Research and identify potential new customers * Use the consultative sales process * Build effective rapport with customers * Identify customer needs through effective questioning and listening * Position products and services effectively * Close the sale or gain commitment to further action * Manage their customer portfolio to maximise sales 1 INTRODUCTION * Aims and objectives of the training * Personal introductions and objectives * Self-assessment of existing sales skills * Overview of content 2 KNOWING YOUR CUSTOMERS * Who are your customers, and what do they want from you? * What are your strengths, compared to your competitors? * Who are your new potential customers? * How do you communicate with new customers? * What do you need to know about your customers before you start to sell? * Making the initial approach * Planning your pipeline - keeping the customers coming 3 THE FOUR-STEP SALES PROCESS * Overview of the consultative sales process * Key benefits of using the consultative sales process * Focusing on behaviours not targets * The behaviours of a good salesperson * Common pitfalls and mistakes * Personal strengths and weaknesses 4 BUILDING RAPPORT * First impressions - Mehrabian theory of communication * Short cuts to building rapport * Looking out for clues as to how the customer is thinking * Looping back to keep the conversation flowing * Acknowledging past communication * Dealing with emotions such as anger * Setting the agenda to keep control * Getting past gatekeepers 5 QUESTIONING AND LISTENING * How to ask open questions to uncover information * Left brain questions * When closed question can be useful * What stops us listening? * The four levels of listening * How to develop your listening skills 6 PRESENTING PRODUCTS AND SERVICES TO CUSTOMERS * When to present * Using benefits not features * Making it personal * Using reciprocity * The tendency towards the middle * Using consistency 7 GAINING COMMITMENT * Testing the water * Dealing with objections using ACLEO * Asking for the business * Getting referrals * Ending with a personalised close * Following-up 8 MANAGING YOUR CUSTOMER PIPELINE * Spotting opportunities for cross-sales * Managing your portfolio * Maximising sales proactively * Review meetings * Customer satisfaction measures and surveys * Mystery shopping 9 PUTTING IT ALL TOGETHER * Skills practice * Personal learning summary and action plans

When used effectively, questioning is a useful teaching and learning strategy. During this workshop we will discuss how questioning can be used effectively to assess, challenge and stretch pupils progress.

In today's dynamic business environment, Managers need to evaluate different courses of action and make decisive decisions.

Our *NEW* Mini First Aid Baby Proofing class is our second class, designed for parents and carers of babies and children over 3 months. It can be taken after our 2 hour Baby and Child First Aid class, or in isolation for those parents who are starting their weaning journey, or have a baby on the move!