Harpenden

<p>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.</p><p>The scope of the programme includes:</p><p>The course emphasises the collaborative nature of delivery and the need to offer value to customers.</p>The principal training objectives for this programme are to help participants:<ul><li>Understand why technical roles are broader than we might assume</li><li>Appreciate the importance of, and the need to support, sales</li><li>Value the idea of <em>'Good Enough'</em></li><li>Recognise what can affect profitability</li><li>Realise the future needs protecting</li></ul><section>
                    <br /><h3>1 Introduction</h3><br /><br /><ul><li><em>(Course sponsor)</em></li><li>Why this programme has been developed</li><li>Review of participants' needs and objectives</li></ul><br /><br /><br /><h3>2 That's not my job!</h3><br /><br /><ul><li>How we see our own role in work</li><li>How other people see our role</li><li>Stakeholders: who are they and why do they matter?</li><li>The organisational backdrop</li><li>What is my role really?</li></ul><br /><br /><br /><br /><h3>3 Sales and marketing</h3><br /><br /><ul><li>Where does the money come from?</li><li>Where do we find customers?</li><li>The sales process</li><li>One-off sales versus repeat business</li><li>Customer/supplier relationships</li><li>What something costs versus what the customer will pay</li><li>The value chain</li></ul><br /><br /><br /><br /><h3>4 Estimating</h3><br /><br /><ul><li>Purpose of estimates</li><li>The problem with precision</li><li>Five estimating techniques</li></ul><br /><br /><br /><br /><h3>5 Change control</h3><br /><br /><ul><li>Can you just do this for me?</li><li>When being helpful leads to bankruptcy</li><li>How to deal with change requests</li></ul><br /><br /><br /><br /><h3>6 Risk management</h3><br /><br /><ul><li>Risk in projects</li><li>Risk in operations</li><li>Categories of risk</li></ul><br /><br /><br /><br /><h3>7 The value of intellectual property</h3><br /><br /><ul><li>Issues with sharing information</li><li>Commercial in confidence</li><li>Non-disclosure agreements</li></ul><br /><br /><br /><br /><h3>8 Course review and action planning</h3><br /><br /><ul><li><em>(Course sponsor present)</em></li><li>Identify actions to be implemented individually</li><li>What actions should be implemented to improve working with non-technical people?</li><li>Conclusion</li></ul><br />


                </section>

The In House Training Company

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Teaching & Training

Commercial awareness for technical people (In-House)

<h2>Honest Conversations: In-House</h2><h3>Giving and receiving feedback - with confidence, grace and clarity</h3><p>Few of us are naturals when it comes to having honest conversations, especially around giving and receiving feedback.</p><p>We struggle to find a path between being too direct and confrontational, as against softening our message so much that it gets lost in an emotional fog.</p><p>We need to structure information in a non-emotive way, giving clear feedback and delivering messages with empathy and compassion. We need a toolkit we can use on a day-to-day basis to build an honest, open working culture with those who report to us - and, indeed, with those to whom we report. This very popular programme is the answer.</p><h3>What's in it for you?</h3><ul><li>Understand what honest conversations are and why they're important</li><li>Be able to identify and manage your emotions</li><li>Be able to use a variety of techniques for structuring honest conversations</li><li>Learn how to get key messages across, with empathy and compassion</li></ul><section>
                    <h3>What's a difficult conversation? What's an honest conversation? And what's the difference?</h3><ul><li>What makes a conversation &amp;'difficult'?</li><li>What makes for an &amp;'honest' conversation?</li><li>Why they're not the same</li></ul><h3>The role emotions play</h3><ul><li>What neuroscience tells us about how our emotions work</li><li>How certain situations can prompt strong reactions</li><li>The NLP model of communication and how our brains will delete, distort and generalise information based on our own unique map of the world</li><li>The belief cycle</li><li>Techniques for identifying your emotions and managing them</li></ul><h3>Understanding your purpose</h3><ul><li>Where most conversations go wrong</li><li>Are you looking for them to change behaviour, to understand new information, to influence them or to express your feelings?</li><li>The A to B model for structuring your honest conversation</li></ul><h3>Giving and receiving feedback</h3><ul><li>The benefits of giving and receiving feedback</li><li>How emotions play a role in feedback</li><li>How to structure feedback using the See/Saw Model</li><li>How giving positive feedback can be just as difficult for some people</li><li>How to manage your emotions and accept feedback with grace</li><li>Keeping focused on the positives</li></ul><h3>Raising issues</h3><ul><li>How to build up to an honest conversation</li><li>Maintaining rapport while raising issues</li><li>The LADDER model for planning and executing the discussion</li></ul><h3>Empathy and understanding others' perspectives</h3><ul><li>How a perceived lack of understanding and empathy raise the temperature</li><li>Practical techniques for &amp;'standing in the other's shoes'</li><li>Effective questioning and listening</li><li>The role of positive intentions and values in honest conversations</li></ul><h3>Making sure you get it right</h3><ul><li>The &amp;'must haves' for effective honest conversations</li><li>Unconscious biases<ul><li>Affinity bias</li><li>Attribution bias</li><li>Conformity bias</li><li>Confirmation bias</li><li>Gender bias</li></ul></li><li>Factual inaccuracies</li><li>The Ladder of Inference as a model for taking a fact-based approach</li></ul><h3>Actions and next steps</h3><ul><li>Review</li><li>Personal action planning</li><li>Next steps</li></ul>


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Maximum Performance

Honest Conversations: In-House

<h2>Assertiveness: In-House</h2><p>When people are assertive they portray a strong, confident image and can put their views across while still taking other people's opinions into account.</p><p>Non-assertive, passive aggressive or aggressive behaviour can cause misunderstandings, frustration and even a breakdown in relationships at work.</p><p>In this highly practical session participants discover how effective body language, voice, and the words they say make a big difference to the results they get. Importantly, they learn how to build confidence that leads to assertive behaviour more of the time. And how to disagree without being disagreeable!</p><ul><li>Recognise the differences between assertive, aggressive and passive behaviour</li><li>Understand the impact your behaviour has on people</li><li>Make assertive requests - and follow up effectively</li><li>Say 'no', where appropriate</li><li>Be more assertive in meetings</li><li>Give negative feedback - without giving offence</li></ul><section>
                    <h3>Why be assertive?</h3><h4>Assertiveness defined</h4><ul><li>What is assertiveness?</li><li>Why does it matter?</li><li>The assertiveness spectrum<ul><li>Passive</li><li>Assertive</li><li>Aggressive</li></ul></li><li>Skills practice: demonstrating the spectrum</li></ul><h3>Channels of assertiveness</h3><ul><li>The three channels of assertiveness<ul><li>What we show</li><li>What we say</li><li>How we sound</li></ul></li><li>The 'I'm OK / you're OK' model<ul><li>Avoiding non-assertive behaviour as a default position</li></ul></li><li>Skills practice: confidently stating your opinion</li></ul><h3>Assertive language</h3><ul><li>The importance of direct communication</li><li>The problems with indirect communication</li><li>Skills practice: standing your ground</li><li>'Wimp talk'v'power talk'<ul><li>'Wimp talk' quiz</li></ul></li><li>Voice</li><li>Body language</li><li>Skills practice: making assertive requests</li></ul><h3>Refusing requests and saying 'no'</h3><ul><li>The hardest word</li><li>When to use it...</li><li>... and how</li></ul><h3>Assertive follow-up</h3><ul><li>Empathic assertion</li><li>The broken record technique</li><li>Keeping body language consistent with verbal</li><li>Skills practice: making assertive requests</li><li>Self-disclosure and empathy</li><li>Escalating requests</li></ul><h3>How to disagree without being disagreeable</h3><ul><li>The 3As model<ul><li>Acknowledge</li><li>Agree</li><li>And (not 'but')</li></ul></li><li>Skills practice: disagreeing in an assertive way</li></ul><h3>How to be assertive in different situations</h3><ul><li>How to raise an issue<ul><li>How to be proactive and assertive with your manager</li><li>Barriers</li><li>Skills practice: suggesting a change</li></ul></li><li>How to give negative feedback<ul><li>Have the right mindset</li><li>Have a framework</li><li>Skills practice: giving feedback to a colleague</li></ul></li><li>How to be assertive in a meeting<ul><li>Why do it</li><li>How to do it</li><li>Skills practice: group exercise</li></ul></li></ul><h3>Actions and next steps</h3><ul><li>Review</li><li>Personal action planning</li><li>Next steps</li></ul>


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Assertiveness: In-House

<p>Sickness absenteeism is still a problem for the UK. According to recent CIPD surveys, average sickness absence continues to increase year on year in many organisations and such absence is particularly significant in the public sector, where it is now 50% higher than in the private sector. The need to manage sickness absence effectively and consistently remains a challenge for many organisations, as does balancing a robust approach alongside a desire and need to treat individuals sensitively and with compassion and respect.</p>
<p>This workshop equips managers with the knowledge, skills and confidence to manage sickness absence proactively and appropriately in accordance with your organisation's policies, best practice and legal considerations.</p><ul><li>UNDERSTAND THE IMPACT OF SICKNESS ABSENCE AND THE NEED TO MANAGE ABSENCE FAIRLY, CONSISTENTLY AND APPROPRIATELY</li><li>UNDERSTAND THE ROLE AND RESPONSIBILITY OF LINE MANAGERS AND HOW TO WORK EFFECTIVELY WITH HR AND OTHER SOURCES OF SUPPORT SUCH AS OCCUPATIONAL HEALTH</li><li>ADOPT A POSITIVE AND PROACTIVE APPROACH TO MANAGING SICKNESS, INCLUDING CONDUCTING EFFECTIVE RETURN TO WORK INTERVIEWS</li><li>MANAGE DIFFERENT TYPES OF ABSENCE, INCLUDING SHORT-TERM PERSISTENT ABSENCE AND LONG-TERM ABSENCE, AS WELL AS CONTINUING HEALTH ISSUES THAT HAVE AN IMPACT ON WORK</li><li>BUILD CONFIDENCE IN ADDRESSING SENSITIVE ISSUES, INCLUDING SUPPORTING AND MANAGING EMPLOYEES WHO HAVE A DISABILITY, AND ISSUES SUCH AS MENTAL HEALTH, WORK RELATED STRESS, ETC.</li></ul><section>
                    <h3>1. Introduction</h3><ul><li>Course objectives and benefits from attending this course</li><li>Participants' experience and confidence in this area</li><li>Personal objectives</li></ul><h3>2. The context</h3><ul><li>Understanding the impact of absence and health issues at work</li><li>Different types of absence - short-term and long-term absence</li><li>Understanding disability</li><li>Balancing the need to manage absence fairly while treating individuals with compassion and respect</li><li>What is expected from an employer and from employees in relation to managing absence</li></ul><h3>3. Managing sickness absence</h3><ul><li>Sickness absence policy and procedures</li><li>Clarifying roles and responsibilities - manager, employee, HR, Occupational Health, EAP, etc</li><li>Notification and certification of absence - what happens in practice?</li><li>What happens when someone returns? Conducting effective return to work interviews</li><li>Monitoring absence and understanding trigger points</li><li>An overview of key stages in managing absence informally and formally, including formal reviews and dismissal</li></ul><h3>4. The law</h3><ul><li>Legal requirements and risks associated with unfair dismissal claims</li><li>Understanding discrimination, what is a disability in law, and reasonable adjustments</li><li>Case law</li></ul><h3>5. Having the conversation</h3><ul><li>On-going short-term persistent absence with a pattern, potentially a disability; knowing when to escalate</li><li>Long-term absence, working with Occupational Health, and consideration of dismissal</li><li>Work-related stress and mental health issues affecting conduct at work</li><li>Working proactively to support attendance, eg, flexible working, phased returns to work, reasonable adjustments</li></ul><h3>6. And finally...</h3><ul><li>Open forum - remaining challenges and 'what if' scenarios</li><li>Action planning - identifying how participants will transfer this learning into the workplace and what else they may need which will help them to do this effectively</li><li>Review and close</li></ul>


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Managing Absence and Health Issues Effectively

<h2>Creativity and Innovation: In-House</h2><p>In an era of rapid change, organisations need their staff to be creative and innovative.</p><p>This isn't just a matter of what we do but of how we do it - creativity is just as much a feature of 'boring' management process flows as 'exciting' product development. This means creativity and innovation aren't simply nice-to-have skills - they're essential for success at every level in every organisation.</p><p>While some people seem 'naturally' creative, in reality innovative thinking can be developed by anyone. This workshop provides a great introduction to the creative process. You'll learn how to challenge existing thinking and generate new ideas - and how to make sure the best of them are captured and implemented.</p><ul><li>Discover techniques to create new ways of thinking</li><li>Understand how the brain shapes our approaches to creativity and innovation</li><li>Learn some creative techniques for generating new and innovative ideas</li><li>Develop your work through 1% improvements and marginal gains</li><li>Know how to help foster a culture of creativity and innovation</li><li>Be able to take an agile approach to implementing ideas</li></ul><section>
                    <h3>The brain, creativity and innovation</h3><ul><li>What is creativity? What is innovation?</li><li>How the brain works - left and right brain thinking</li><li>What neuroscience tells us about how our brains 'do' creativity</li><li>Freeing yourself from a totally 'rational' approach</li><li>Understanding the difference between convergent and divergent thinking</li></ul><h3>Challenging the status quo</h3><ul><li>The danger of 'playing it safe'</li><li>Understanding how challenging the status quo gives you and your organisation a competitive advantage</li><li>How the 'disruptors' succeed</li><li>How to develop a creativity and innovation mindset</li></ul><h3>Let's get creative</h3><ul><li>'Killer' brainstorming techniques that are truly effective</li><li>When to use different strategies and approaches</li><li>How to overcome blocks and unleash your imagination - what areyourblockers?</li><li>Mind-mapping as a way of connecting ideas and concepts</li><li>Activities to practise using different techniques</li></ul><h3>The Disney strategy</h3><ul><li>A structured strategy for creativity<ul><li>Dreamers</li><li>Realists</li><li>Spoilers</li></ul></li></ul><h3>Lateral thinking and creativity techniques</h3><ul><li>The difference between vertical and lateral approaches to creativity and innovation</li><li>Simple models and processes to significantly enhance your ability to come up with new ideas and solutions to problems</li><li>Rapid prototyping - a testing and feedback system for creating solutions to any problem<ul><li>Immersion</li><li>Insights</li><li>Strategy</li><li>Design</li></ul></li></ul><h3>Using creativity to solve real business issues</h3><ul><li>What problems/opportunities do you have?</li><li>Uncovering the root problem</li></ul><h3>Creating a culture of creativity and innovation</h3><ul><li>How to foster a creative working environment</li><li>Encouraging 1% improvements and innovation through marginal gains</li><li>The concept of Kai-zen and how this can be applied in any role, anywhere in the organisation</li><li>What to do when ideas dry up</li><li>How to make sure the output is captured and implemented</li><li>Creating a plan to execute and monitor innovations</li></ul><h3>Actions and next steps</h3><ul><li>Review</li><li>Personal action planning</li><li>Next steps</li></ul>


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Creativity and Innovation: In-House

<h2>Change management: In-House</h2><p>Change is a given in any organisation today. You can choose to lead it, go along with it or ignore it - but the last of these options is not a route to success.</p><p>The best approach is to be positive and proactive, whether that's in a context of organisation-wide strategic-level transformational change, or whether it's a question of making changes within the areas of the organisation that are within your direct control.</p><p>This engaging and interactive workshop will take you on a journey exploring your role in driving and supporting change, the impact of change on the human brain, and the steps needed to bring about successful change.</p><ul><li>Understand your role in change</li><li>Be more aware of the need to challenge the status quo</li><li>Know how to maximise the value and power of the 'aggregation of marginal gains'</li><li>Understand that most people find change challenging when they have limited control over it</li><li>Be aware of the KÃ¼bler-Ross change curve and know how to handle your and others' emotions</li><li>Understand John Kotter's 8-step change model and relate it to the challenges you face</li><li>Recognise the power of managing your own emotional state and that of other stakeholders</li><li>Boost your confidence in getting buy-in and commitment to your suggestions</li></ul><section>
                    <h3>Why change?</h3><ul><li>Why change is necessary in today's environment</li><li>Why challenging the status quo is important</li></ul><h3>The manager's / leader's role in change</h3><ul><li>Managing change</li><li>Initiating change</li><li>Consequences of not changing</li><li>'Marginal gains' - the value of continuous improvement</li><li>How managers can encourage their teams to create a culture where change is seen as positive</li></ul><h3>Barriers to change</h3><ul><li>Most people find change challenging when they have limited control over it</li><li>The challenges of 'top-down' change</li><li>What neuroscience tells us about change</li><li>Using the KÃ¼bler-Ross change curve<ul><li>Shock</li><li>Denial</li><li>Frustration</li><li>Depression</li><li>Experiment</li><li>Decision</li><li>Integration</li></ul></li><li>Knowing how to handle your/others' emotions</li><li>The 'raise it &gt;feel it &gt;talk about it &gt;let it go &gt;move on' model</li></ul><h3>Using John Kotter's 8-step model for leading and managing change</h3><ul><li>Create urgency</li><li>Form a powerful coalition</li><li>Create a vision for change</li><li>Communicate the vision</li><li>Remove obstacles</li><li>Create quick wins</li><li>Build on the change</li><li>Make it stick</li></ul><h3>Communicating change</h3><ul><li>Being prepared for dealing with the five questions people have about change<ul><li>Why is it necessary</li><li>What is it?</li><li>What will it look like when we get there?</li><li>How will we get there?</li><li>What's my role now, during and at the end?</li></ul></li><li>Communicating a change message - dos and don'ts</li></ul><h3>Actions and next steps</h3><ul><li>Review</li><li>Personal action planning</li><li>Next steps</li></ul>


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Change Management: In-House

<h2>Remote Management: In-House</h2><p>Managing remote workers takes more effort. This programme is an opportunity to explore what makes it so different and gives you the tools and techniques to do it more effectively.</p><p>You will identify what you need to do differently to successfully manage and create an environment of trust, confidence and regularity of dialogue for remote workers. You will discover ways to engage your team through different forms of communication, to build trust, to motivate and to set clear expectations. You will leave with practical tools and techniques that will enable you to be more confident in your role as a manager of remote workers, and at the same time make their roles more productive, positive and rewarding.</p><ul><li>Explain the essential principles underlying remote management</li><li>Explore different communication styles and how they affect successful communication</li><li>Adapt your approach to develop confidence and build trust working remotely</li><li>Identify ways of using different communication tools to engage their staff</li><li>Appreciate the importance of positivity to motivate and engage remote team members</li><li>Understand how to apply coaching methods to remote conversations</li><li>Know how to build and support remote team formation</li><li>Be able to support and develop your teams for success</li></ul><section>
                    <h3>What's so different about remote management?</h3><ul><li>Why we do it - the business case</li><li>Static v remote teams</li><li>The challenge of distance</li><li>The challenge of time</li></ul><h3>2 Creating the right environment</h3><ul><li>Manager / worker or team / worker?</li><li>The 3Cs of virtual management:<ul><li>Collaboration</li><li>Communication</li><li>Co-ordination</li></ul></li><li>Emotional, psychological and physical elements</li><li>Other practical issues</li></ul><h3>3 The trust equation</h3><ul><li>Credibility</li><li>Reliability</li><li>Intimacy</li><li>Self-orientation</li></ul><h3>4 Communication methods</h3><ul><li>Technology options<ul><li>Why</li><li>When</li><li>What</li></ul></li><li>Developing an individual communication strategy</li></ul><h3>5 Communication styles</h3><ul><li>The DISC model of communication preferences</li><li>Adapting your style to different preferences<ul><li>Dominance: get it done</li><li>Influence: get recognition</li><li>Steadiness: get harmony</li><li>Compliance: get it right</li></ul></li></ul><h3>6 Supporting people to deliver</h3><ul><li>Setting tasks and projects</li><li>Monitoring and maintaining</li><li>Motivating and inspiring</li><li>Influencing</li></ul><h3>7 Coaching and mentoring</h3><ul><li>Coaching moments</li><li>How?<ul><li>The media richness model</li><li>The GROW model</li></ul></li></ul><h3>8 Forming remote teams</h3><ul><li>The Tuckman model<ul><li>Forming</li><li>Storming</li><li>Norming</li><li>Performing</li></ul></li><li>Identifying and working with attitudes, language and behaviours of remote teams</li><li>Matching management style to different team stages</li></ul><h3>9 Delegating to remote team members</h3><ul><li>The challenges</li><li>Using the DISC model</li></ul><h3>10 Actions and next steps</h3><ul><li>Review</li><li>Personal action planning</li><li>Next steps</li></ul>


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Remote Management: In-House

<h2>Stress, Resilience and Mental Toughness: In-House</h2><p>In a 24/7 world we are exposed to stress from many different angles. Handled well, this can boost our performance; handled badly, it can have a real impact on our wellbeing.</p><p>We all need to be able to manage different stresses and pressures if we are to think clearly, make the right decisions and avoid unnecessary stress and worry. This workshop explores the best way of doing that, giving you a range of strategies to use, based on a number of proven models and approaches. It will help you understand your stress and pressure points, develop your resilience and move towards mental toughness and 'grit'.</p><ul><li>Understand the nature of stress and its impact on our lives</li><li>Learn how to turn stress to your advantage</li><li>Understand the 'Control / Support / Demand' model and be able to use it to achieve healthy work/life balance</li><li>Understand how mindfulness can help you manage your personal reactions to stress</li><li>Develop strategies for increasing your resilience, toughness and self-care</li><li>Find out how to develop your coping mechanisms</li><li>Learn how to deal with pressured situations more effectively</li></ul><section>
                    <h3>Understanding and defining stress</h3><ul><li>Different workplace pressures - and the different responses to them</li><li>The difference between pressure and chronic stress</li><li>Why the way you think about stress changes the way your body responds to it</li><li>The upside of stress</li><li>Why it's important to avoid sustained periods of stress</li></ul><h3>2 Factors that trigger stress</h3><ul><li>The Demand Control Support Model - why high demand alone doesn't cause unhealthy stress</li><li>The difference between acute and episodic stress</li></ul><h3>3 Recognising stress</h3><ul><li>How to recognise stress</li><li>The role of emotion</li><li>How the body responds to stress - spotting the signals</li></ul><h3>4 Mindfulness</h3><ul><li>Mindfulness - the definition</li><li>Mindfulness - the hype</li><li>Mindfulness - the science</li><li>How re-framing thoughts can change everything</li><li>The A-B-C-D model</li></ul><h3>5 Mental toughness and 'grit'</h3><ul><li>What do we mean by 'mental toughness'?</li><li>The benefits</li><li>How to build it - the Grit scale test</li></ul><h3>6 Resilience and 'bounce'</h3><ul><li>What do we mean by 'resilience'?</li><li>How to bounce back</li><li>Developing strategies for resilience</li></ul><h3>7 The locus of control</h3><ul><li>Who's in charge?</li><li>How to manage your thoughts to take positive action in times of pressure and challenge</li></ul><h3>8 Dealing with difficult situations</h3><p>A series of workplace situations - sharing suggestions and strategies for managing each of them</p><h3>9 Self-care</h3><ul><li>Diet and fitness</li><li>Attitude</li><li>Organisation and</li><li>Taking time for ourselves</li><li>Developing a self-care plan</li></ul><h3>10 Actions and next steps</h3><ul><li>Developing a self-care plan</li><li>Review</li><li>Personal action planning</li><li>Next steps</li></ul>


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Stress, Resilience and Mental Toughness: In-House

<h2>Managing Across Generations</h2><p>Millennials make up the largest percentage of the workforce, posing challenges to long-standing structures, working practices and management styles. With this change there have been shifts in the way organisations need to bring generations together, adapt the working environment, and manage a diverse population.</p><p>This practical session focusses not just on millennials, but on the traits and characteristics of each of the generations found in the workplace, and the differences between them. Exploring preferences and behaviours through practical case study discussions, participants will work to understand and respect generational differences and commonalities, adapt their style to avoid a 'one size fits all' approach, and turn negative stereotypes into positive working relationships.</p><p>Particular attention is paid to the impact on teamwork, communication, motivation, performance, collaboration and reward.</p><section>
                    <h3>The assumptions we make about generations and age</h3><h3>Your role as manager</h3><ul><li>How do you like to be managed?</li><li>Flexible management</li><li>Understanding people from a variety of generations, backgrounds and outlooks and uniting them in a common purpose and vision</li><li>Exercise: identifying core behaviours of good managers of multi-generation teams and organisations</li></ul><h3>Understanding generations</h3><ul><li>Different generations currently in the workplace</li><li>Common characteristics of each generation</li><li>Impact on teamwork, communication and motivation</li><li>Exercise: case study scenarios</li></ul><h3>Mapping your workplace</h3><ul><li>What generations are represented in your workforce, and to what percentage?</li><li>Impact on performance, motivation, collaboration and reward - and on how these might be influenced</li><li>Exercise: exploring strengths, opportunities and challenges for each of the generations</li></ul><h3>Multi-generation collaboration</h3><ul><li>Drawing on the strengths of generations to create a strong working team</li><li>Creating the right environment for collaboration</li><li>Employing reverse mentorship to share experience and experiences to drive innovation</li></ul><h3>What makes them tick</h3><ul><li>Factors that influence employee motivation at each stage of their lives</li><li>Impact on career planning, recruitment and retention strategies</li><li>How to have conversations about what's important to people and make adaptations for them, eg, flexible or remote working</li><li>Exercise: practical 'real-play' activities to support discussions about career progression and employee motivation</li></ul><h3>Adapting to millennials</h3><ul><li>Millennials now make up 75% of the workforce and a significant percentage of management roles</li><li>More and more people from this generation are now self-employed, struggling to find companies willing or able to adapt to their needs</li><li>Exercise: Group brainstorm and peer sharing of what has worked in their own team or organisation and what more could be done</li></ul><h3>Bringing new generations into the workplace</h3><ul><li>Gen-Z: how to blend their fully digital mindset with their desire for increased social and human collaboration</li><li>Exercise: Participants review their induction process to adapt to the skills gaps, communication needs and mindset of Gen-Z starters</li></ul><h3>Flexing to diverse needs</h3><ul><li>How to flex key elements of the manager role (eg, coaching and mentoring, training, providing feedback, etc) to diverse needs of different generations</li></ul><h3>Actions and next steps</h3><ul><li>Review</li><li>Action planning - create a plan, based on your mapped team and predicted future staff, to improve current management practice</li><li>Next steps</li></ul>


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Managing Across Generations

<p>This programme will enable participants to manage disciplinary, capability and grievance issues effectively. The emphasis is on the use of a structured approach, with problems identified early and managed positively and proactively. The course builds knowledge, skill and confidence in handling these issues objectively, fairly and appropriately in line with internal policies / procedures, best practice and legal requirements. </p>
<p>The programme is always tailored to the client organisation's internal policies and procedures. Participants are asked to familiarise themselves with relevant policies before the course since they will be referred to during the training.</p><ul><li>TAKE DISCIPLINARY ACTION IN A TIMELY AND APPROPRIATE MANNER</li><li>APPRECIATE THE EMPLOYMENT LAW ISSUES INVOLVED</li><li>ENSURE THAT THEY ACT IN ACCORDANCE WITH YOUR ORGANISATION'S POLICIES AND PROCEDURES</li><li>PREPARE FOR A DISCIPLINARY HEARING</li><li>MANAGE GRIEVANCES EITHER FORMALLY OR INFORMALLY, AS APPROPRIATE</li><li>PREPARE AND CONDUCT INVESTIGATIONS INTO ALLEGED INCIDENTS IN THE WORKPLACE</li></ul><section>
                    <h3>1. Introduction</h3><ul><li>Course objectives and benefits from attending this course</li><li>Participants' experience and confidence in this area</li><li>Personal objectives</li><li>A scenario - identifying reasons for poor performance</li><li>The difference between conduct and capability</li></ul><h3>2. Employment legislation</h3><ul><li>An overview of current legislation / case law in in relation to unfair dismissal and discrimination</li><li>Practical implications for managers</li></ul><h3>3. Managing conduct</h3><ul><li>The purpose of taking disciplinary action</li><li>Disciplinary rules and procedures</li><li>ACAS Code of Practice</li><li>Rights of representation</li><li>The importance of setting clear standards and the need to measure and monitor performance / conduct objectively and consistently</li></ul><h3>4. Understanding disciplinary policy and procedures</h3><ul><li>Overview of internal policy and procedures</li><li>Informal and formal action</li><li>Overview of key stages (investigation, hearing, appeal)</li><li>Outcomes and levels of warning</li><li>Ordinary dismissal and dismissal for gross misconduct</li><li>Roles and responsibilities</li><li>Working with HR</li><li>Working with TU representatives where appropriate</li></ul><h3>5. The disciplinary hearing</h3><ul><li>Preparing for the hearing - a checklist</li><li>Roles and responsibilities of all present</li><li>Structuring the hearing</li><li>Using witnesses</li><li>Taking notes</li><li>Reviewing the evidence and reaching a decision objectively</li><li>Written confirmation of decision</li><li>Rights of appeal</li><li>Practical scenario-based exercise</li></ul><h3>6. Managing capability</h3><ul><li>Your organisation's procedure - overview of internal policy and procedure</li><li>Informal and formal action</li><li>Overview of key stages and potential outcomes</li><li>Roles and responsibilities</li><li>Practical scenario-based exercise</li></ul><h3>7. Managing grievances</h3><ul><li>Understanding what constitutes a grievance</li><li>Informal resolution</li><li>Managing grievances in line with your organisation's grievance policy and the ACAS Code of practice</li><li>Roles and responsibilities</li><li>Practical scenario-based exercise</li></ul><h3>8. And finally...</h3><ul><li>Open forum - remaining challenges and 'what if' scenarios</li><li>Action planning - identifying how participants will transfer this learning into the workplace and what else they may need which will help them to do this effectively</li><li>Review and close</li></ul>


                </section>

Disciplinary, Capability and Grievance Issues

<p style="color: rgb(68, 68, 68); font-size: var(--font-size); box-sizing: border-box;" id="isPasted" fr-original-style=" color: rgb(68, 68, 68);"><strong fr-original-style="" style="font-weight: 700; box-sizing: border-box;">1 Days - 8 CPD Hours</strong></p><div title="Page 1" style="color: rgb(68, 68, 68); box-sizing: border-box;" id="isPasted" fr-original-style=" color: rgb(68, 68, 68);"><p style="color: rgb(68, 68, 68); font-size: var(--font-size); box-sizing: border-box;" id="isPasted" fr-original-style=" color: rgb(68, 68, 68);"><span style="color: rgb(68, 68, 68); box-sizing: border-box;" id="isPasted" fr-original-style=" color: rgb(68, 68, 68);">This workshop is designed to help you manage your time more effectively. It will explore issues with time management, prioritisation and delegation, managing meetings and emails, Managing other peoples priorities and action planning.</span></p></div>

M&K Update Ltd

Adult Leadership & Management (ALM)

Time Management

Allied Health Professions (AHP)

Health Care Management

Health Education

This workshop is designed to help you manage your time more effectively. It will explore issues with time management, prioritisation and delegation, managing meetings and emails, Managing other peoples priorities and action planning.

Time Management for Healthcare Professionals

Loughborough

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		<div>
			
			<p>Resilience is the ability to take the challenges and changes of life in your stride and say yes to the opportunities that excite you.
</p>
			<div><i></i> 2 x 180mins</div>
			<div><i></i>  £445.00 incl. VAT</div>
			
			
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		<div>
			<p>Want to run this event in-house?  Enquire about running this event in-house </p>
			
		</div>

		<div>
			<p>Interested in attending? Have a suggestion about running this event near you?<br />Register your interest now</p>
			
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		<h3>Description</h3>
		<p></p><h4>Today's workforce demands a lot from leaders: to be purpose-driven, authentic, inclusive, visionary yet humble; to create a space of psychological safety for their people and to show up without the armour of hierarchy. These demands can create a significant emotional load on leaders who are facing into a tide of consumer and shareholder activism, disruptive change to business practices and endless cost focus. Now is the time to understand that working on our personal resilience is not a sign of weakness, but of strength.</h4>
<h4>Join this course to engage with other leaders in learning resilience habits that make a difference now and can serve you for a lifetime.</h4>
<p> </p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,745 Plus VAT</strong></p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><h3>Module 1: Your Personal Resilience Baseline, Strengths and Challenges</h3>
<ul>
<li>Self-awareness of your resilience level across seven categories &amp; baseline</li>
<li>Knowledge: The link between resilience and sustainable high performance</li>
<li>Knowledge: Inconvenient truths and empowering beliefs about resilience</li>
<li>Q&amp;A and signposts: to 30 small habits to build your resilience</li>
<li>Action planning: one behaviour you will implement, starting today.</li>
</ul>
<h3>Module 2: Turning Knowing into Doing</h3>
<ul>
<li>Self-awareness: The road to burnout is paved with good intentions</li>
<li>Skills: Aligning your actions with your core values</li>
<li>The courage, conviction and commitment to 'doing differently'</li>
<li>Q&amp;A and signposts: to a range of specific tools to build your confidence</li>
<li>Action planning: one behaviour you will implement, starting today.</li>
</ul>
<h3>Why now?</h3>
<div>
<ul>
<li>The pandemic has amplified existing resource pressure and accelerated change and uncertainty</li>
<li>The consequences of taking our health for granted, mentally, physically or emotionally are severe</li>
<li>Workplace stress has reached epidemic proportions in many regions across the globe</li>
<li>The cost of presenteeism is double the cost of absenteeism</li>
<li>Over two years of heightened pressure means many people are operating with lower personal capacity</li>
</ul>
<h3>Benefits?</h3>
<p>Increase your capacity to take on new challenges, reduce existing stress and prepare yourself for unexpected adversity.</p>
<h3>How?</h3>
<div>
<ul>
<li>Suitable for all leaders, everywhere</li>
<li>Resilience can be learned the easy way (taught) or the hard way (personal experience of adversity)</li>
<li>There are 7 categories of resilience, most people score very low on at least 2-3 categories</li>
<li>Having at least some resilience habits in every category means you have a tool for every situation</li>
<li>The resilience habits in the FREEDOM model are simple, powerful, fast, free and readily implemented</li>
<li>Tried-and-tested workshops, 3 to 4 hours tailored for Leaders and Executives</li>
<li>Stand-alone workshops or integrate into wider development programmes</li>
</ul>
</div>
</div>
<p></p>

Mpi Learning - Professional Learning And Development Provider

Resilience is the ability to take the challenges and changes of life in your stride and say yes to the opportunities that excite you.

Developing Personal Resilience as a Leader

General Admission

UK Wide Travel Costs

<p id="isPasted" style="color: rgb(119, 119, 119); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);">Unconscious biases are social stereotypes about certain groups of people that individuals form outside their own conscious awareness.</p><p style="color: rgb(119, 119, 119); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);"></p><h3 style="color: rgb(71, 199, 245); box-sizing: border-box;" fr-original-style=" color: rgb(71, 199, 245);">Course Category</h3><p style="color: rgb(119, 119, 119); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);">Relationships</p><p style="color: rgb(119, 119, 119); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);">Racial bias</p><h3 style="color: rgb(71, 199, 245); box-sizing: border-box;" fr-original-style=" color: rgb(71, 199, 245);">Description</h3><p style="color: rgb(119, 119, 119); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);">Unconscious biases are social stereotypes about certain groups of people that individuals form outside their own conscious awareness.</p><p style="color: rgb(119, 119, 119); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);">Everyone holds unconscious beliefs about various social and identity groups and these biases stem from one&rsquo;s tendency to organise social worlds by categorising.</p><p style="color: rgb(119, 119, 119); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);">So join us on a reflective, engaging day where we tackle real life issues in depth and create action plans for future practice.</p><h3 style="color: rgb(71, 199, 245); box-sizing: border-box;" fr-original-style=" color: rgb(71, 199, 245);">Learning Objectives</h3><ul style="color: rgb(119, 119, 119); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);"><li fr-original-style="" style="box-sizing: border-box;">Increased confidence and understanding regarding Unconscious Bias</li><li fr-original-style="" style="box-sizing: border-box;">Action planning</li><li fr-original-style="" style="box-sizing: border-box;">New skills and processes to strengthen the inclusion of diverse groups</li><li fr-original-style="" style="box-sizing: border-box;">Opportunity to reflect and understand more deeply on what might be happening due to unconscious bias&rsquo;</li></ul><h3 style="color: rgb(71, 199, 245); box-sizing: border-box;" fr-original-style=" color: rgb(71, 199, 245);">Who Is It For?</h3><ul style="color: rgb(119, 119, 119); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);"><li fr-original-style="" style="box-sizing: border-box;"><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;">Any professional, carer or parent</p></li></ul><h3 style="color: rgb(71, 199, 245); box-sizing: border-box;" fr-original-style=" color: rgb(71, 199, 245);">Course Content</h3><ul style="color: rgb(119, 119, 119); box-sizing: border-box;" fr-original-style=" color: rgb(119, 119, 119);"><li fr-original-style="" style="box-sizing: border-box;"><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;">We will explore what is known about:</p><ul fr-original-style="" style="box-sizing: border-box;"><li fr-original-style="" style="box-sizing: border-box;">Restorative Justice</li><li fr-original-style="" style="box-sizing: border-box;">Diversity</li><li fr-original-style="" style="box-sizing: border-box;">Attitudes and Values</li><li fr-original-style="" style="box-sizing: border-box;">Professional duties</li><li fr-original-style="" style="box-sizing: border-box;">Reflective practice</li></ul></li></ul>

Inclusive Solutions

UNCONSCIOUS BIAS TOWARDS RACISM

Full Day

1-3 Hours / Half Day

We can supply our own PA system if you do not have your own for us to use

PA system

Written by Colin Newton and Derek Wilson. Price is per person

"Creating Circles of Friends" Book

UK Wide. Select this addon if you want us to travel to your location to deliver the course.

I will travel to the customer

<div data-testid="summary" id="isPasted" fr-original-style="" style="box-sizing: border-box;"><p id="isPasted" fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;"><strong fr-original-style="" style="font-weight: 700; box-sizing: border-box;"><span style="color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0);">Living in the Present</span></strong></span></p><p id="isPasted" fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">Do you ever find that your brain can&rsquo;t enjoy the present? Maybe you are wandering into the past to ruminate on what&rsquo;s happened? Or looking to the future worrying about what there is to do? Whilst past and future thinking have their uses, they can suck the joy from our day to day lives.&nbsp;</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">We want to help you to relish the present and make the most of everything it has to offer.&nbsp;</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">This session will introduce you to GEM; How Gratitude, Empathy and Mindfulness are at the core of living presently. We&rsquo;ll be sharing tools to help you:</span></p><ul fr-original-style="" style="box-sizing: border-box;"><li style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">Use gratitude to increase joy in your daily life</li><li style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">Use empathy to strengthen relationships with others</li><li style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">Use mindfulness to calm your nervous system and feel grounded in the moment</li></ul><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">And we&rsquo;ll end with a meditation to help you take wellness into the next part of your day.</span></p></div><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">______________</span></p><p id="isPasted" fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;"><strong fr-original-style="" style="font-weight: 700; box-sizing: border-box;"><span style="color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0);">Wellness Lab: Helping you to prioritise your wellbeing</span></strong></span></p><hr fr-original-style="" style="border-color: var(--border-muted); border-style: solid; clear: both; break-after: page; user-select: none; box-sizing: border-box;"><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">Are you always giving to others and forgetting yourself?</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">Are you juggling loads and finding it hard to find a healthy balance?</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">Do you find it hard to follow through on the wellness goals you set for yourself?</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">You are not alone.</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">Wellness Lab is here to help you make time for yourself, empower you with wellbeing activities and support your personal growth.</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">Each month you can expect</span></p><ul fr-original-style="" style="box-sizing: border-box;"><li style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">A deep dive into a different aspect of your wellbeing</li><li style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">Tried and tested tools for you to experiment with</li><li style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">A safe space to ask questions and share</li><li style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">Meditations and visualisations to help you find calm</li><li style="font-size: 16px; color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="font-size: 16px; color: rgb(0, 0, 0);">Action planning prompts to hold you accountable</li></ul><p id="isPasted" fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">The Wellness Lab is designed to be an inclusive space. You are most welcome to participate in whatever way works for you:</span></p><ul fr-original-style="" style="box-sizing: border-box;"><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">join with your camera off and simply &lsquo;listen in&rsquo;</li><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">pop your reflection, comments and questions in the chat</li><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">show up on screen and unmute to participate</li></ul><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">&nbsp;We look forward to helping you to live in the present of your life.</span></p>

The Self Leadership Initiative

Health & Wellbeing

Mindfulness

Emotional Wellbeing

Psychological Wellbeing

Empathy

Wellbeing

Self Esteem & Confidence

Wellness Coach

Gratitude

Learn three practices to fully enjoy the present. 

Wellness Lab: Living in the Present

London

<h2>Program Management Skills: In-House Training</h2>
 <p>Program managers coordinate and give oversight to the efforts of marketing groups, project teams, product delivery, maintenance and support, operations and staff from various functional groups, including suppliers, business partners, and other external bodies. The goal is to ensure that proposed business transformation, through the delivery of complex products and processes, is implemented to realize the organization's strategic benefits and objectives, for which the program was selected.</p>
 <p>The goals of this course are twofold: To provide participants with key program management principles and techniques, recognized as best practices, to enable more effective program management; and to leverage core elements of the program management life cycle, processes, tools and techniques, to enable program management effectiveness.</p>
 <p>The participant will learn and apply the principles of program management through discussions, activities, and case study exercises.</p><h3>What You Will Learn</h3>
 <p>At the end of this workshop, you will be able to:</p>
 <ul>
 <li>Maximize the transformational impact of a program according to the business needs</li>
 <li>Explain management principles and techniques and apply them within a program context</li>
 <li>Implement program governance and organization that will produce expected benefits</li>
 <li>Plan for and manage benefit realization, risks, issues, and quality</li>
 <li>Manage component projects' interdependencies that are linked to both program and strategic objectives</li>
 <li>Engage program stakeholders effectively.</li>
 <li>Improve communication and action planning effectiveness for programs in organizations</li>
 </ul><section>
                    <h3>Getting Started</h3> <ul> <li>Introductions</li> <li>Course structure</li> <li>Course goals and objectives</li> </ul> <h3>Foundation Concepts</h3> <ul> <li>Fundamental definitions and concepts</li> <li>Program challenges and benefits</li> <li>Program best practices and success criterion</li> <li>Stakeholder management</li> <li>Governance: program management office and program boards</li> <li>Standard for Program Management overview</li> </ul> <h3>Vision, Leadership, and the Business Case</h3> <ul> <li>What is vision, why, and how?</li> <li>Leadership vs. Management</li> <li>Program business case</li> </ul> <h3>Program Organization and Governance</h3> <ul> <li>Program organization</li> <li>Program governance</li> <li>Program board roles and responsibilities</li> </ul> <h3>Benefits Management</h3> <ul> <li>Benefits explored</li> <li>Benefits management</li> <li>Benefits realization</li> </ul> <h3>Program Management Planning</h3> <ul> <li>Program management plan</li> <li>Program blueprint and roadmap</li> <li>Program component dossier</li> <li>Program tranches</li> <li>Program estimating</li> <li>Program scheduling</li> </ul> <h3>Program Monitoring and Controlling</h3> <ul> <li>Program Control - An Overview</li> <li>Program Monitoring and Controlling</li> <li>Monitoring and Controlling Transition</li> </ul> <h3>Program Risk and Issue Management</h3> <ul> <li>Risk and issue management overview</li> <li>Program risk management</li> <li>Program issue management</li> </ul> <h3>Program Quality Management</h3> <ul> <li>Program quality management overview</li> <li>Program quality management principles</li> </ul> <h3>Program Stakeholder Management</h3> <ul> <li>Stakeholder engagement overview</li> <li>Stakeholder engagement planning</li> <li>EI, trust, communication and stakeholder engagement</li> </ul> <h3>Program Closure and Benefits Sustainment</h3> <ul> <li>Program closure overview</li> <li>Closing the program</li> <li>Program benefits sustainment</li> </ul> <h3>Summary</h3> <ul> <li>What did we learn, and how can we implement this in our work environments?</li> </ul>


                </section>

IIL Europe Ltd

Program Management Skills: In-House Training

<h2>Program Management Skills: Virtual In-House Training</h2>
 <p>Program managers coordinate and give oversight to the efforts of marketing groups, project teams, product delivery, maintenance and support, operations and staff from various functional groups, including suppliers, business partners, and other external bodies. The goal is to ensure that proposed business transformation, through the delivery of complex products and processes, is implemented to realize the organization's strategic benefits and objectives, for which the program was selected.</p>
 <p>The goals of this course are twofold: To provide participants with key program management principles and techniques, recognized as best practices, to enable more effective program management; and to leverage core elements of the program management life cycle, processes, tools and techniques, to enable program management effectiveness.</p>
 <p>The participant will learn and apply the principles of program management through discussions, activities, and case study exercises.</p><h3>What You Will Learn</h3>
 <p>At the end of this workshop, you will be able to:</p>
 <ul>
 <li>Maximize the transformational impact of a program according to the business needs</li>
 <li>Explain management principles and techniques and apply them within a program context</li>
 <li>Implement program governance and organization that will produce expected benefits</li>
 <li>Plan for and manage benefit realization, risks, issues, and quality</li>
 <li>Manage component projects' interdependencies that are linked to both program and strategic objectives</li>
 <li>Engage program stakeholders effectively.</li>
 <li>Improve communication and action planning effectiveness for programs in organizations</li>
 </ul><section>
                    <h3>Getting Started</h3> <ul> <li>Introductions</li> <li>Course structure</li> <li>Course goals and objectives</li> </ul> <h3>Foundation Concepts</h3> <ul> <li>Fundamental definitions and concepts</li> <li>Program challenges and benefits</li> <li>Program best practices and success criterion</li> <li>Stakeholder management</li> <li>Governance: program management office and program boards</li> <li>Standard for Program Management overview</li> </ul> <h3>Vision, Leadership, and the Business Case</h3> <ul> <li>What is vision, why, and how?</li> <li>Leadership vs. Management</li> <li>Program business case</li> </ul> <h3>Program Organization and Governance</h3> <ul> <li>Program organization</li> <li>Program governance</li> <li>Program board roles and responsibilities</li> </ul> <h3>Benefits Management</h3> <ul> <li>Benefits explored</li> <li>Benefits management</li> <li>Benefits realization</li> </ul> <h3>Program Management Planning</h3> <ul> <li>Program management plan</li> <li>Program blueprint and roadmap</li> <li>Program component dossier</li> <li>Program tranches</li> <li>Program estimating</li> <li>Program scheduling</li> </ul> <h3>Program Monitoring and Controlling</h3> <ul> <li>Program Control - An Overview</li> <li>Program Monitoring and Controlling</li> <li>Monitoring and Controlling Transition</li> </ul> <h3>Program Risk and Issue Management</h3> <ul> <li>Risk and issue management overview</li> <li>Program risk management</li> <li>Program issue management</li> </ul> <h3>Program Quality Management</h3> <ul> <li>Program quality management overview</li> <li>Program quality management principles</li> </ul> <h3>Program Stakeholder Management</h3> <ul> <li>Stakeholder engagement overview</li> <li>Stakeholder engagement planning</li> <li>EI, trust, communication and stakeholder engagement</li> </ul> <h3>Program Closure and Benefits Sustainment</h3> <ul> <li>Program closure overview</li> <li>Closing the program</li> <li>Program benefits sustainment</li> </ul> <h3>Summary</h3> <ul> <li>What did we learn, and how can we implement this in our work environments?</li> </ul>


                </section>

Program Management Skills: Virtual In-House Training

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			<p>This highly practical workshop will help you become a more effective negotiator and learn the skills that master negotiators use.</p>
			<div><i></i> 2 x 4 Hour Sessions</div>
			<div><i></i>  £534.00 incl. VAT</div>
			
			
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		<h3>Description</h3>
		<p></p><p>The program covers the key skills for effective negotiation:</p>
<ul>
<li>Thorough preparation</li>
<li>Setting limits and goals</li>
<li>Identifying your unique negotiation proposition</li>
<li>Negotiating strategy and tactics</li>
<li>Keeping emotional distance</li>
<li>Dealing with deadlocks</li>
<li>Good listening skills</li>
<li>Clarity of communication</li>
<li>Understanding and dealing with different personality and negotiating styles</li>
<li>Men and women in negotiation</li>
<li>Knowing how to close a contract or agreement</li>
<li>Negotiating in teams</li>
<li>Achieving win-win outcomes</li>
</ul>
<p>The workshop is interactive and interspersed with practical exercises and role-play scenarios.  There is a particularly useful team negotiating exercise which is both fun and challenging.  At the end of the course you should be fully prepared to tackle your next negotiation!</p>
<p>Participants should come to the workshop prepared to discuss past or forthcoming negotiations and these may be used in class exercises.  Confidentiality will be honoured in all cases.</p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,745  Plus VAT</strong></p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><h3>Session 1</h3>
<ul>
<li>The ten best personality traits for effective negotiation and the ten most common negotiating errors</li>
<li><span>Negotiating Styles - What sort of negotiator are you?</span></li>
<li><span>How to become a master negotiator:  The key stages of negotiation from </span>preparation to close</li>
<li><span>The key stages/cont.</span></li>
<li>Negotiating by phone and email</li>
<li>Negotiating in teams</li>
</ul>
<h3>Session 2</h3>
<ul>
<li>Your unique negotiating proposition</li>
<li>Different communication and behavior styles and how to influence them</li>
<li><span>Negotiation and Emotional Intelligence</span></li>
<li><span>Negotiating role play scenarios</span></li>
<li><span>Feedback and course review</span></li>
<li><span>Action Planning</span></li>
</ul>
<p></p>

This highly practical workshop will help you become a more effective negotiator and learn the skills that master negotiators use.

Negotiation Skills

<h2>Program Management Skills: On-Demand</h2>
 <p>Program managers coordinate and give oversight to the efforts of marketing groups, project teams, product delivery, maintenance and support, operations and staff from various functional groups, including suppliers, business partners, and other external bodies. The goal is to ensure that proposed business transformation, through the delivery of complex products and processes, is implemented to realize the organization's strategic benefits and objectives, for which the program was selected.</p>
 <p>The goals of this course are twofold: To provide participants with key program management principles and techniques, recognized as best practices, to enable more effective program management; and to leverage core elements of the program management life cycle, processes, tools and techniques, to enable program management effectiveness.</p>
 <p>The participant will learn and apply the principles of program management through discussions, activities, and case study exercises.</p><h3>What You Will Learn</h3>
 <p>At the end of this workshop, you will be able to:</p>
 <ul>
 <li>Maximize the transformational impact of a program according to the business needs</li>
 <li>Explain management principles and techniques and apply them within a program context</li>
 <li>Implement program governance and organization that will produce expected benefits</li>
 <li>Plan for and manage benefit realization, risks, issues, and quality</li>
 <li>Manage component projects' interdependencies that are linked to both program and strategic objectives</li>
 <li>Engage program stakeholders effectively.</li>
 <li>Improve communication and action planning effectiveness for programs in organizations</li>
 </ul><section>
                    <h3>Getting Started</h3> <ul> <li>Introductions</li> <li>Course structure</li> <li>Course goals and objectives</li> </ul> <h3>Foundation Concepts</h3> <ul> <li>Fundamental definitions and concepts</li> <li>Program challenges and benefits</li> <li>Program best practices and success criterion</li> <li>Stakeholder management</li> <li>Governance: program management office and program boards</li> <li>Standard for Program Management overview</li> </ul> <h3>Vision, Leadership, and the Business Case</h3> <ul> <li>What is vision, why, and how?</li> <li>Leadership vs. Management</li> <li>Program business case</li> </ul> <h3>Program Organization and Governance</h3> <ul> <li>Program organization</li> <li>Program governance</li> <li>Program board roles and responsibilities</li> </ul> <h3>Benefits Management</h3> <ul> <li>Benefits explored</li> <li>Benefits management</li> <li>Benefits realization</li> </ul> <h3>Program Management Planning</h3> <ul> <li>Program management plan</li> <li>Program blueprint and roadmap</li> <li>Program component dossier</li> <li>Program tranches</li> <li>Program estimating</li> <li>Program scheduling</li> </ul> <h3>Program Monitoring and Controlling</h3> <ul> <li>Program Control - An Overview</li> <li>Program Monitoring and Controlling</li> <li>Monitoring and Controlling Transition</li> </ul> <h3>Program Risk and Issue Management</h3> <ul> <li>Risk and issue management overview</li> <li>Program risk management</li> <li>Program issue management</li> </ul> <h3>Program Quality Management</h3> <ul> <li>Program quality management overview</li> <li>Program quality management principles</li> </ul> <h3>Program Stakeholder Management</h3> <ul> <li>Stakeholder engagement overview</li> <li>Stakeholder engagement planning</li> <li>EI, trust, communication and stakeholder engagement</li> </ul> <h3>Program Closure and Benefits Sustainment</h3> <ul> <li>Program closure overview</li> <li>Closing the program</li> <li>Program benefits sustainment</li> </ul> <h3>Summary</h3> <ul> <li>What did we learn, and how can we implement this in our work environments?</li> </ul>


                </section>

Program Management Skills: On-Demand

<div data-testid="summary" id="isPasted" fr-original-style="" style="box-sizing: border-box;"><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><strong fr-original-style="" style="font-weight: 700; box-sizing: border-box;">Understand and mitigate your own personal drivers of conflict</strong></p><span style="color: rgb(0, 0, 0); box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0);"><hr fr-original-style="" style="border-color: var(--border-muted); border-style: solid; clear: both; break-after: page; user-select: none; box-sizing: border-box;"><p id="isPasted" fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;">Have you ever said &#39;They really push my buttons&#39; or &#39;I can&#39;t stand it when people...&#39;?</p><p id="isPasted" fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;">That&#39;s the sound of you being &#39;hooked&#39;. We all have values that we want to live by, and when they are challenged, that&#39;s when we are most likely to engage in a conflict.&nbsp;</p><p id="isPasted" fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">In this online workshop, Gemma will teach you the conflict hooks model so that you can identify your common hooks and how to handle them to reduce or prevent conflict.&nbsp;</span></p><p id="isPasted" fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">What you will get from this 60-minute session:</span></p><ul fr-original-style="" style="box-sizing: border-box;"><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">Self-awareness of your conflict hooks</li><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">Empathy for what may hook others</li><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">Confidence to diplomatically speak about conflict with others</li></ul><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">How we will do it:</span></p><ul fr-original-style="" style="box-sizing: border-box;"><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">Exploration of how conflict hooks show up in teams</li><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">Learning how core values are inherent to conflict hooks</li><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">Identifying your own conflict hooks</li><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">Practice articulating your conflict hooks to others</li><li style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">Tips for how to use your self awareness to reduce or prevent conflict</li></ul></span><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgb(0, 0, 0); box-sizing: border-box;" id="isPasted" fr-original-style="color: rgb(0, 0, 0);"><span style="font-size: 16px; box-sizing: border-box;" fr-original-style="font-size: 16px;">This online session is designed to be as interactive or passive as you wish. You are most welcome to ask questions, share challenges and discuss your ideas. You are equally we</span>lcome to join with your camera off and just listen in.</span></p><p style="color: rgb(111, 114, 135); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(111, 114, 135);"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">This session will be held on zoom &ndash; you will receive the meeting link once you book your place.</span></p><p style="color: rgb(111, 114, 135); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(111, 114, 135);"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">________</span></p><p style="color: rgb(111, 114, 135); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(111, 114, 135);"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">Meet your trainer:</span></p><p style="color: rgb(111, 114, 135); font-size: var(--font-size); box-sizing: border-box;" fr-original-style=" color: rgb(111, 114, 135);"><span style="color: rgb(0, 0, 0); font-size: 16px; box-sizing: border-box;" fr-original-style="color: rgb(0, 0, 0); font-size: 16px;">Hi, I&rsquo;m Gemma Perella; a Personal Development Trainer and founder of The Self Leadership Initiative. The SLI is all about helping you to develop young leaders.<br fr-original-style="" style="box-sizing: border-box;"><br fr-original-style="" style="box-sizing: border-box;">As a teenager in 2006 I stumbled across a leadership training programme that changed my life. I went from an introverted outsider to a confident and driven educator. Ever since, my mission has been inspiring and empowering young people to become the best versions of themselves.<br fr-original-style="" style="box-sizing: border-box;"><br fr-original-style="" style="box-sizing: border-box;">Over the last 9 years I&#39;ve been working with organisations that support young people. I deliver interactive and practical training programmes to equip students with the kinds of skills &lsquo;they don&rsquo;t teach you in school&rsquo; in order to help them become the confident, resilient and emotionally intelligent leaders that the world needs.</span></p></div><div data-testid="organizerBrief" fr-original-style="" style="box-sizing: border-box;"><div data-testid="creator-signal-main-section" fr-original-style="" style="box-sizing: border-box;"><section data-testid="simplified-organizer-info" fr-original-style="" style="box-sizing: border-box;"><br fr-original-style="" style="box-sizing: border-box;"></section></div></div><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><br fr-original-style="" style="box-sizing: border-box;"></p>

Help group discussions run more smoothly



Do you ever find yourself in team meetings or group conversations that get stuck? Even with great people in the room there seem to be clashes of priorities or miscommunications? Well, that might be because of the underlying patterns that drive most conversations. 
In this online workshop, Gemma will help you to identify the patterns and motives in group conversations so that you can get things back on track in diplomatic ways. 
What you will get from this 60-minute session:
Confidence to intervene in conversations that get stuck
Awareness of your own communication patterns
Insights into group dynamics
How we will do it:
Learning a model of core components of conversations
Practicing intervening and coaching in conversations with missing components
·earning three motivational drivers for communication
Reflecting on the strengths and challenges of your and your team’s current communication patterns
Personalised action planning
This online session is designed to be as interactive or passive as you wish. You are most welcome to ask questions, share challenges and discuss your ideas. You are equally welcome to join with your camera off and just listen in.
This session will be held on zoom – you will receive the meeting link once you book your place.
________
Meet your trainer:
Hi, I’m Gemma Perella; a Personal Development Trainer and founder of The Self Leadership Initiative. The SLI is all about helping you to develop young leaders.

As a teenager in 2006 I stumbled across a leadership training programme that changed my life. I went from an introverted outsider to a confident and driven educator. Ever since, my mission has been inspiring and empowering young people to become the best versions of themselves.

Over the last 10 years I've been working with organisations that support young people. I deliver interactive and practical training programmes to equip students with the kinds of skills ‘they don’t teach you in school’ in order to help them become the confident, resilient and emotionally intelligent leaders that the world needs.



Conflict Resolution

Communication

Leadership Skills

Team Leading

Conflict Management

Team Leader

Conflict

Leadership

Team Management

Leadership Development

Workplace Communication

Communication Skills

Communication patterns in groups

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			<p>This course is for anyone wishing to understand their strengths and development areas and those who are seeking assistance to progress their careers and convey their abilities confidently.</p>
			<div><i></i> 2 x 180 mins</div>
			<div><i></i>  £315.00 incl. VAT</div>
			
			
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		<h3>Description</h3>
		<p></p><h4><span>This course is for anyone wishing to understand their strengths and development areas and those who are seeking assistance to progress their careers and convey their abilities confidently; projecting a positive impression to the employer. It is designed to help you focus on your skills, experience, and personal motivators, and how these can be used for personal and career development.<br /></span></h4>
<h4><span>We will consider some of the main barriers to getting the ideal job, how to overcome them, and also the factors that can improve or dent your confidence, enabling you to take charge of your career development and plan and achieve your career goals. <br /></span></h4>
<p> </p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305 Plus VAT</strong></p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><h3>Module 1 -  How to break out of your comfort zone</h3>
<p>Understanding yourself and what holds you back, find the breakthrough to push on to your desired career path. Discover what motivates you and will help drive you forward, what are you looking for in your career. </p>
<h3>Module 2 -  Creating a high-impact CV</h3>
<p>Understanding what the components of a high-impact CV are, and what is your potential employer looking for. Demonstrate your skill sets in both technical and personal areas in the best way possible. Create a lean mean CV that will get you that interview. </p>
<h3>Module 3 -  Interview Preparation</h3>
<p>What are the things you need to do before going for an interview, research the business, Know yourself (SWOT), prepare for anticipated questions, your personal presentation, and what are the questions to ask the interviewer? </p>
<h3>Module 4 -  Creating a positive first impression</h3>
<p>The key things you need to have in place to create a positive first impression: your appearance, attitude, body language, and tone of voice. The key things the interviewer expects from you. Interview formats and questions, what to expect from each. Dealing with interview nerves, how best to stay calm under pressure. Action planning for your future interviews, what are your next steps.</p>
<h3>By the end of this course, delegates will be able to:</h3>
<ul>
<li>create a personal SWOT analysis to identify their development needs</li>
<li>understand the components of a high impact CV</li>
<li>gain an insight into their specific, personal motivators </li>
<li>feel more confident about their interview technique</li>
<li>increase in confidence in preparing for and undertaking a structured interview</li>
<li>communicate their skills, experience and competencies with confidence</li>
</ul>
<p></p>

NVQ Assessor

Counselling Skills

Life Coach Training

Resume & CV Writing

This course is for anyone wishing to understand their strengths and development areas and those who are seeking assistance to progress their careers and convey their abilities confidently.

85 Courses in London

Commercial awareness for technical people (In-House)

By The In House Training Company

Honest Conversations: In-House

By Maximum Performance

Assertiveness: In-House

By Maximum Performance

Managing Absence and Health Issues Effectively

By Maximum Performance

Creativity and Innovation: In-House

By Maximum Performance

Change Management: In-House

By Maximum Performance

Remote Management: In-House

By Maximum Performance

Stress, Resilience and Mental Toughness: In-House

By Maximum Performance

Managing Across Generations

By Maximum Performance

Disciplinary, Capability and Grievance Issues

By Maximum Performance

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