328 Communication Skills courses delivered Live Online

This workshop will provide participants with the insight and skills to be more effective business networkers, face-to-face and online. The approach taken is to build on the strengths people already have and their successes. It is easier to develop what you already have than to try and develop skills that do not come easily. Being yourself is the most effective tool for business networking and building relationships. This course will help those attending: * Appreciate the importance of networking, and different forms of networking * Understand the dynamics of communication that are specific to networking * Become more confident and assured when 'working' a room * Improve their influencing skills, especially with people who are experts and in positions of authority * 'Sell' themselves and promote their company * Identify and manage their profiles using online social networking sites * Use effective follow-up to maintain active contacts and connections * Select the correct networking groups, clubs and events * Create their own personal network 1 THE IMPORTANCE, AND DIFFERENT TYPES, OF NETWORKING * Personal objectives and introductions * Test networking session * Examples of the importance, purpose and format of various types of networking, and benefits you can expect 2 HOW TO WORK A ROOM - PREPARATION AND STRATEGY * Three things to know before you attend any event * Non-verbal communication and art of rapport * Breaking the ice - worked examples with practical demonstration 3 COMMUNICATION DYNAMICS IN NETWORKING - THE POWER OF THE LISTENING NETWORKER * Why it is better to listen than talk * Effective questioning and active listening * Creating a natural and engaging conversation, 1-2-1 and in a larger group 4 ASSUMPTIONS WHEN NETWORKING * How to use the 'instant judgement' of others to your advantage * What assumptions are you making? * How to keep an open mind 5 BUSINESS NETWORKING ETIQUETTE * Meeting and greeting at a business networking event - approaching complete strangers and introducing yourself * Socialising: joining and leaving groups easily * Making a good first impression in 30 seconds * The use of status when networking 6 MAKING CONNECTIONS * Asking for cards, contact details and referrals * Gaining a follow-up commitment * Some tips and tricks 7 BUSINESS NETWORKING REHEARSALS * Practice sessions 8 PERSONAL BUSINESS NETWORKING ONLINE * Overview of different types of networking sites - there is a lot more out there than just Facebook! * Examples of creating an effective profile * Using social networking effectively - case studies and application * 'Advanced' applications - blogs, articles, twitter, feeds, etc. * Online demonstration and examples 9 BUILDING RELATIONSHIPS - FOLLOW-UP AND FOLLOW-THROUGH * Maintaining a good database * Developing a contact strategy with different types and levels of contact * How to analyse your contact base

The need for key staff to have commercial skills is paramount, as the public sector is increasingly opened up as a commercial market, in which organisations compete against each other and the private sector for contracts. Generating additional income and being commercially aware is vital for this to be a success, and is what many public sector organisations are looking to do. This programme will help you: * See commercial awareness as not just another skill-set, but as a different mind-set * Use a variety of tried-and-tested commercial, analytical decision-making techniques and tools * Define your commercial objectives * Develop a strategic focus * Start looking at service clients as market segments * Analyse, in a competitive context, your service offering * Plan a commercial strategy, prepare for its implementation and see it through to execution 1 WHAT IS COMMERCIAL THINKING? * Understand what it means to be a commercial thinker * Identifying commercial opportunities often involves not only a different skill set but also a different mindset; looking at the services that you provide 2 DEFINING STRATEGIC COMMERCIAL OBJECTIVES * Defining your key commercial objectives * Prioritising your strategic objectives * Two key strategic planning tools: * Resource and Competency Matrix * PESTLE * How to apply these tools to your particular situation 3 DEVELOPING A STRATEGIC FOCUS * Decision-making on how to compete in the markets identified by your strategic objectives requires a strategic focus * Developing strategic focus * A tool for helping you to make those decisions: using the Ansoff Matrix 4 DEFINING CUSTOMER TARGETS * How to think more commercially by understanding who all your customers are and how they differ from each other * how to apply the principles to your areas to identify the type of customers you have and their key characteristics - Customer segmentation * Who are your customers? How do their needs vary? - Scenarios 5 THE COMPETITIVE MARKET PLACE * Understanding the competitive forces at play * Different types of competition * Analysing your competitive environment using Porter's 5 Forces model 6 MEETING STAKEHOLDER EXPECTATIONS * Two simple models to help you identify the key stakeholders who could influence your commercial environment * How to use your stakeholders to help you achieve your commercial objectives 7 IMPLEMENTATION - SYSTEMS, STRUCTURES AND PROCESSES * Effective commercial activity involves working with others to implement ideas and strategies * What do you need to have in place before you implement your commercial strategy? * How to health-check your organisation prior to implementation using the McKinsey 7S framework 8 IMPLEMENTATION - PEOPLE AND CULTURE * A good commercial strategy only works if the people involved buy in to the ideas and if the culture of the organisation is conducive to the effective implementation * How the latest thinking in behavioural economics can help you develop your culture and people to work commercially 9 TOOLS AND CHECKLISTS * Be more commercial within your sphere of influence using a commercial checklist to help you * Using the checklist as a benchmark against the most commercially aware organisations * Using the checklist as a health check - both corporately and individually

Many people have a misconception about networking events, and lose out on new business opportunities as a result. They either don't appreciate the real benefits and techniques of networking and don't attend events, or they attempt to 'sell on the first date', causing resentment. You can either attempt to make a sale for a quick buck (which is particularly likely to backfire at a networking event), or you can try to open a long-term relationship, creating new opportunities and a high lifetime value customer (which is how it's meant to be done). Networking, when done properly, is an excellent tool for referrals. But you have to appreciate that it's done on the basis of giving rather than receiving and this doesn't always come naturally to sales professionals. The old saying that it's about getting to 'know, like and trust' is still true. This workshop is about having your prospects and customers getting to know, like and trust you, and building that lifetime value as a result. By the end of this programme, participants will be able to: * Understand what networking is - networking etiquette * Know how and where to network * Clarify their objectives - why network * Use the 4 basic questions to start a conversation * Build rapport quickly and easily * Answer the question 'What do you do?' effectively in a few seconds * Deliver a 60-second pitch * Break into a group * Prepare for a network meeting * Identify opportunities * Use tools to assist in networking 1 INTRODUCTION * Aims and objectives 2 WHAT IS NETWORKING? * Why network - objectives and goal setting * Networking etiquette * Preparation - online and offline tools to use * Identify networking opportunities - where to network * Know what you have to offer * 'Know, like and trust' - the process 3 WHAT DO YOU DO? * Answer in 5-10 seconds * Create and deliver a 60-second pitch * Who is your target market? 4 STARTING A CONVERSATION * Breaking into a group * Building rapport * The 4 questions to start a conversation * Moving on 5 COMMUNICATE AND ENGAGE * LISTEN - 4 types of listening skill * Ask powerful questions * Influence - don't sell * What can you do to help others - give to get 6 POWER OF REFERRALS * Who can give you referrals? * When to give or ask for referrals * Have a referral system * Showing appreciation 7 SOCIAL MEDIA AND OTHER ONLINE TOOLS * Using LinkedIn and other social media * Online directories 8 NEXT STEPS * Following up * Arranging one-to-one meetings * Developing relationships

This highly practical one-day workshop has been designed specifically to help maximise sales where customers make contact by telephone. When customers contact us direct they have clearly already considered the possibility that they might buy from us, but we're still only half-way to making a sale. Unless we fully understand their needs and make it easy for them to buy, we may not secure the business. This workshop concentrates on the telephone skills and techniques needed to achieve the most positive outcome in any inbound customer call. A combination of excellent customer service skills and savvy sales awareness techniques will increase our chances of a successful outcome for both parties. The programme features the unique INBOUND model, to help remember the key principles for effective inbound telephone sales: Initial impressions Needs of the customer Bring them with you Open up the conversation Understand the triggers Narrow down the solutions Decision time! The programme also covers how to deal with difficult calls and challenging people - after all, every complaint is a sales opportunity! This programme will help participants: * Create the perfect interaction with any customer making contact by telephone * Make every call count * Build rapport quickly in any situation * Handle difficult calls and challenging people * Create sustainable and profitable relationships * Increase your sales conversions 1 THE INBOUND SALES PROCESS * Each customer who contacts us will be at a different stage of the sales process. Some might be making general enquiries whilst others will be ready to commit, having made most of their decisions already. Sales and customer service people need to be ready to find out the stage the customer has reached before helping them to make the right decision for them 2 ENGAGING WITH THE CUSTOMER * Having clarified where the customer is on their journey to making a purchasing decision, our next responsibility is to create and build a trusting relationship on both sides. This involves establishing rapport quickly to ease the communication process, thus enabling smooth transactions, both now and in the future 3 QUESTIONING AND LISTENING SKILLS FOR GATHERING INFORMATION * Developing these skills requires practice so that the communication becomes natural for the customer. This helps the customer to feel comfortable with us and work with us towards an effective solution. We discuss different types of question and how to use high-gain questions to uncover key information. Active listening will ensure that we can really help customers get what they need 4 OVERCOMING OBJECTIONS AND EXCUSES * If we have followed the process properly and really understood the customer, then there should no further objections or barriers to completing the transaction. The reality is that there will still be the occasional issue that needs clarifying, so we need to prepare for possible objections and questions that customers might have. This includes probing objections so that we fully understand the customer's perspective before constructing suitable responses or solutions 5 GAINING COMMITMENT AND ENDING THE CALL * Customers want to gain a solution to the issue they are facing and the sooner we can help them achieve that the better. Guiding the customer and helping them to believe in their own decision is part of our role. This section is dedicated to getting commitment all the way along the process, not just at the close 6 DEALING WITH DIFFICULT AND CHALLENGING SITUATIONS * The realisation that everybody is different, with different personality types, different ways of looking at the world and different goals, is key to understanding sales. With this is mind we discuss these differences and how we adapt our approach to ease communication and maintain trust and understanding 7 ACTION PLANS * Course summary and presentation of action plans

This very practical workshop is designed to enable participants to improve the impact, clarity and accuracy of their business documents - both internal and external.: This workshop will help participants: * Identify the purpose of writing their documents - to themselves and to their readers * Recognise and meet the needs of their readers * Plan documents systematically and improve the layout, flow and structure * Express the content more clearly, concisely and correctly * Adapt the tone and style of writing to the circumstances * Proof-read and edit work effectively, using formal marks and techniques * Improve visual layout, format and appearance 1 COURSE OBJECTIVES * Welcome and Introductions * The problems now - group discussion 2 WRITING BETTER BUSINESS DOCUMENTS * What points to highlight / exclude * Starting off * Introductions * Conclusions * Executive summaries 3 RULES AND STANDARDS * George Orwell's famous maxim * Why write? - clarifying your aims and objectives * A seven-step method for better preparation * The three-stage process for writing well * Grouping information for your reader 4 PROOF-READING AND EDITING * The difference between proof-reading and editing * Proof-reading methods and strategies * Proof-reading marks and techniques * Training your eye for detail * Knowing what to look for 5 EFFECTIVE EDITING * Grammar and English standards * Words - usage and spelling * Sentences - units of thought * Paragraphs - themes * Punctuation - spotting and correcting common errors * Say what you mean - active v passive language 6 HOW'S YOUR ENGLISH? * Grammar quizzes and punctuation test * Spotting spelling errors * Rephrasing jargons and clichés * Common error's and mistakes 7 DOCUMENT LAYOUT * House style * Use of white space * Fonts and effects 8 ONE-TO-ONE WORKSHOPS * These are practical sessions with one-to-one consultation with colleagues and the trainer * They are held at key points to consolidate the learning from different sessions 9 COURSE SUMMARY * Summary of key points * Action plans

Successfully closing a sale and negotiating the best outcome for the business is a key skill for all salespeople, and often an area that is overlooked. Investing in this skill will have a positive impact on interactions with customers, both new and existing, and lead to improved sales performance. Whilst understanding how to reach a conclusion with a customer faster means increased efficiency and more time to invest in sourcing new business. We have developed this programme to be practical, fun and interactive. Participants will learn proven techniques for influencing, persuading and negotiating with clients, gain increased confidence and clarity when reviewing contract terms and prices, and understand how to structure and manage sales negotiation and contract review meetings. This course will help participants: * Learn a structured and proven approach to the negotiation of contract terms * Apply the key principles of negotiation, playing the person and the problem * Create a contract negotiation strategy - from opening to close * Recognize and put to use proven negotiation tactics and techniques * Learn how to embrace conflict positively - to 'say no, then negotiate' * Plan and prepare for any commercial negotiation conversations * Understand the stages of negotiation and how to move through them 1 CLOSING AND NEGOTIATING FROM A POSITION OF PERSONAL POWER * The eight steps of a sales or commercial negotiation * Ten ways to resist price pressure * How to draw on sources of power when you have less authority * The six principles of influence and persuasion and how to use them 2 EFFECTIVE NEGOTIATION - PLANNING AND THEORY * How to plan and structure your negotiation for a successful and quick conclusion * Influence: knowing how to 'push or pull' to win an argument * Achieving a BATNA - a range of practical skills and techniques * Case study: planning for a client negotiation around contract or price issues 3 EFFECTIVE CLOSING AND NEGOTIATION - PRACTICE AND REALITY * Higher-level questioning techniques to investigate and solve problems * Listening to lead - active listening and structuring your conversation * The most common 'unforced' negotiation mistakes and errors * Case study: setting objectives, sources of value, trading concessions 4 SALES NEGOTIATION TACTICS AND PLAYING THE GAME * How high - how hard - how soon; why now * How to identify hidden or perceived currencies and values * How to use these to establish a higher base price * Negotiation best-practice checklist and summary

This 1 hour PECS overview provides basic information about the Picture Exchange Communication System (PECS). We begin with a brief overview of the Pyramid Approach to Education, a model commonly used to create effective educational environments. Next, each of the six phases of PECS will be described and/or demonstrated with accompanying videos illustrating PECS in action. We will discuss transitioning from PECS to other modalities, before concluding with a review and analysis of common myths associated with PECS. Please note that this is an overview only and is not intended as, nor does it replace the PECS Level 1 training workshop. * Identify the purpose of PECS * Identify the elements in the Pyramid Approach to Education * Discuss the six phases in the PECS protocol * List the criteria for transitioning from PECS to speech and/or SGD * Discuss myths and facts about PECS WORKSHOP DETAILS Agenda: 1 hour Registration Time: N/A Tuition Includes: N/A

We need to talk openly about how we are performing and we sometimes need to have an 'honest' conversation with our manager. We all know this, but it can be difficult. This short, focused workshop will give you the confidence and skills to have a conversation with your manager (or anyone else for that matter) about your performance and how you can add value. It will focus on how to get yourself heard and build better working relationships with those key to your success. The programme will help you: * Overcome the barriers to effective performance conversations * Receive feedback without taking it personally * Improve working relationships with your manager * Agree realistic expectations and targets (and get 'buy-in' for them) * Improve your communication style * Plan and prepare for honest conversations in the workplace 1 WHAT IS AN HONEST CONVERSATION? * Why don't we have them more often? * What stops us? * The cost of not having them 2 ASKING FOR FEEDBACK 3 PREPARING FOR CHALLENGE 4 THE EXPECTATIONS CONVERSATION 5 YOUR COMMUNICATION STYLES 6 PLANNING AND PREPARING FOR AN HONEST CONVERSATION

Recognising the value of, and practising, clear and open communication at all levels is the first step to improving performance, whether at an individual, team, management, leadership or organisational level. We all know this, but why is it so difficult? This unique programme will make it much, much easier for you by giving you a robust framework to use - and the opportunity to practise your skills in a safe, supportive environment. It will help you have conversation that deliver tangible results. The programme will help you: * Overcome the barriers to effective performance conversations * Handle feedback conversations effectively * Improve working relationships with your staff * Set realistic expectations and targets (and get 'buy-in' for them) * Improve your communication style * Plan and prepare for honest conversations in the workplace 1 WHAT IS AN HONEST CONVERSATION? * Why don't we have them more often? * What stops us? * The cost of not having them 2 THE FEEDBACK CONVERSATION * Dealing with the impact of feedback conversations 3 PREPARING FOR CONFLICT 4 EFFECTIVE WORKING RELATIONSHIPS 5 THE EXPECTATIONS CONVERSATION 6 THE TARGETS CONVERSATION 7 YOUR COMMUNICATION STYLES 8 PLANNING AND PREPARING FOR AN HONEST CONVERSATION 9 GIVING AND RECEIVING FEEDBACK SKILLS

The aim of this course is to expose the commercial context within which technical work is carried out. It is to allow technical staff to understand how they fit into a larger picture, why they may be asked to undertake tasks that may not appear to be technical and the impact their interactions have within the commercial context. The scope of the programme includes: The course emphasises the collaborative nature of delivery and the need to offer value to customers. The principal training objectives for this programme are to help participants: * Understand why technical roles are broader than we might assume * Appreciate the importance of, and the need to support, sales * Value the idea of 'Good Enough' * Recognise what can affect profitability * Realise the future needs protecting 1 INTRODUCTION * (Course sponsor) * Why this programme has been developed * Review of participants' needs and objectives 2 THAT'S NOT MY JOB! * How we see our own role in work * How other people see our role * Stakeholders: who are they and why do they matter? * The organisational backdrop * What is my role really? 3 SALES AND MARKETING * Where does the money come from? * Where do we find customers? * The sales process * One-off sales versus repeat business * Customer/supplier relationships * What something costs versus what the customer will pay * The value chain 4 ESTIMATING * Purpose of estimates * The problem with precision * Five estimating techniques 5 CHANGE CONTROL * Can you just do this for me? * When being helpful leads to bankruptcy * How to deal with change requests 6 RISK MANAGEMENT * Risk in projects * Risk in operations * Categories of risk 7 THE VALUE OF INTELLECTUAL PROPERTY * Issues with sharing information * Commercial in confidence * Non-disclosure agreements 8 COURSE REVIEW AND ACTION PLANNING * (Course sponsor present) * Identify actions to be implemented individually * What actions should be implemented to improve working with non-technical people? * Conclusion