INHOUSE TRAINING PROGRAMMES
  


 Strategic and Business      Management Simulations      Programmes

 GRC Certification in Corporate     Governance, Risk     Management and Compliance

 Free Trade Agreement (FTA)      Certification Programme

 MBTI® Personality Profiling     and Training Programme

 Soft Skills Series

 A Practical Approach to JSOX

 Accelerated Learning     Programmes for Bank’s Ops &     Tech Dept
Soft Skills Series
MBTI ®
Enhancing Management Styles Through MBTI
Enhancing Your Emotional Intelligence Using MBTI
Riding the Wave of Organisational Change
The Gift of the Gab - Can it be learned?
Careers – Is this what I want?
Know your Learning Styles
Matching Your Personality Traits to Your Career Choice

Change : Managing Change, or be managed by it; you choose
Excellence : "You cannot shrink your way to greatness"
Negotiation : The Art of Asking; Seeking and Persisting

Sales : Improving sales, sometimes it is easier to move mountains!
Leadership Development: Thermostats Not Thermometers!
“Know Your Team”
High Impact Adventure-based Team Building Program
High Impact Leadership
Coaching for Performance

Effective Conflict Management
Effective Time Management
Selling with Styles
Personal Interests, Attitudes and Values
Emotional Intelligence Workshop
Personal Effectiveness Programme
 

MBTI ® - Soft Skills Series

MBTI® is an instrument for measuring a person's preferences, using four basic scales with opposite poles. The four scales are:

1. Where do you get your energy? (E) Extraversion/ (I) Introversion;
2. How do you prefer to take in information? (S) Sensate/ (I) Intuitive;
3. How do you make decisions? (T) Thinking/ (F) Feeling;
4. How do you deal with the outer world? (J) Judging/ (P) Perceiving.

The various combinations of these preferences result in 16 personality types, according to Myers-Biggs Type Indicator ® theory. Learning and applying the theories of personality type can be a powerful and rewarding experience, if it is used as a tool for discovery, rather than as a method for putting people into boxes, or as an excuse for behavior. Knowing your personality type is helpful in the areas of personal growth and self-development and it can assist you deal more effectively with organisational concerns such as:

Improving communication;
Enhancing problem solving and decision making;
Dealing with conflict;
Planning, implementing and managing organisational change;
Recognising and managing stress;
Team development activities;
Leadership and management development and coaching;
Analysing organisation tendencies. 

Our soft skills series include the following workshops:

Minimising Conflict in the Workplace

Conflict exists at many levels and in a variety of situations. It usually arises when core elements of trust, belief, authority or passion is being challenged. By being aware of different personality types and how they present themselves in a conflict situation, you can better strategise how to, approach, communicate and resolve conflict.  
In this workshop, you will learn your MBTI psychological type, a conflict management process and building an action plan to manage conflict.

Building Customer Relationships in Selling

Sales are made when needs are met. Your customers have both product/service needs and personal-approach needs. It is often the issues of personal approach that will stall or even hinder a sale. 

In this workshop, you will learn reliable and effective strategies to approach the people-side of the selling process. By using MBTI's psychological type preference, this allows you to develop more clarity and precision over the type of behaviour you choose as you work with your customers.

Building an Excellent Performance Team

Today, many teams are cross-functional. A team that works well together is not a chance occurrence. When team members understand each other's styles and those of others, they are likely to be more effective.

Through MBTI® psychological type preference profiling, you will learn to better understand yourself; how you and your teammates function in a group setting; how to maximise your team's diversity to reach more useful and insightful conclusions and bring out the best in each team member

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Enhancing Management Styles Through MBTI

The dynamic nature of today's working environment, combined with ever increasing demands for greater productivity and increased effectiveness and efficiency makes it essential for individuals to master good managerial skills. 
The Myers Briggs Type Indicator (MBTI) provides a positive and constructive way of understanding and valuing differences between people. MBTI is one of the most widely used psychological instruments which can aid in identifying the differences between people. This provides managers with additional insight into the people they manage and others whom they deal with.  This course introduces managers to Personality Type theory and explores its practical uses in motivation, communication and leadership. Participants will understand themselves and others much more deeply, and will be able to develop a wider variety of strategies for understanding and influencing others.
Course Outcomes/Benefits of Attending:
In this course we will explore Type theory and practice different approaches based upon an understanding of yourself and others, building your confidence in applying your understanding of Type theory in the process. By the end of this course you will be able to: 

    • Identify and understand your own personality type, using the Myers Briggs Type Indicator
    • Understand the differences between different personality types
    • Maximise the performance of your team members by applying Type theory to team working situations
    • Maximise the effectiveness of interpersonal relationships with others by applying your knowledge of Type theory
    • Maximise your performance as a manager
    • Provide more effective leadership of your team
    • Set goals and objectives which motivate others and support their development
    • Identify your personal stressors and implement a coping strategy for each
    • Develop strategies for working more constructively with a range of personality types
    • Explore the impact of personality type on a range of business situations
    • Implement your understanding of Type as part of your management style - for use in problem solving, coaching and counselling, managing conflict in relationships, and in training

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Enhancing Your Emotional Intelligence Using MBTI

Emotional Intelligence (EQ) is a term used to describe a complex ability to regulate your impulses, empathize with others, and persist and be resilient in face of obstacles.  Developing your emotional intelligence will help you enhance your leadership abilities, enrich your relationships, and expand the personal resources you can call on to manage life’s demands.
The Myers Briggs Type Indicator (MBTI) provides a positive and constructive way of understanding psychological types. With this understanding, you can get a practical handle on the abilities and skills needed for emotional intelligence development and identify your strategies for improving that. This course introduces individual to Personality Type theory and explores its practical uses in motivation, communication and leadership. Participants will understand themselves and others much more deeply, and will be able to develop a wider variety of strategies for understanding and influencing others.
Course Outcomes/Benefits of Attending:
In this course we will explore Type theory and practice different approaches based upon an understanding of yourself and others, building your confidence in applying your understanding of Type theory in the process. By the end of this course you will be able to: 

  • Identify and understand your own personality type, using the Myers Briggs Type Indicator
  • Understand the differences between different personality types
  • Enhance intrapersonal functioning in the following areas: self-awareness, self-regulation, emotional self-control, flexibility, motivation, achievement, resilience, well-being and stress management
  • Enhance interpersonal functioning in the following areas: demonstrative empathy, energy, social skill, tolerance, persuasiveness, and the ability to lead

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Riding the Wave of Organisational Change

Ongoing change is an integral part of modern work life.  Applying the picture of personality provided by psychological type to organisational change provides a helpful perspective on troubling questions that plague people in organisations undergoing change:

  • Why are some people excited about change while others find it overwhelming and draining?
  • Why do some people want to jump into implementation while others want to reflect and think it through first?
  • Why do some people want to know the details, specifics, and steps involve in the change while others want only the big picture and long-term goals?
  • Why do some people focus on the task to be done while others focus on the effects on and needs of the people involve?
  • Why do some people want plans with timelines while others want flexibility and fun?

Type helps people understand these different reactions and needs.  It also identifies ways in which organisations and individuals can plan ahead to give everyone the best opportunity to get what they need and therefore to channel their creativity and energies into organisational change.
Course Outcomes/Benefits of Attending:
In this course we will explore Type theory and practice different approaches based upon an understanding of yourself and others, building your confidence in applying your understanding of Type theory in the process. By the end of this course you will be able to: 

  • Identify and understand your own personality type, using the Myers Briggs Type Indicator
  • Understand the differences between different personality types
  • Type and preferences and organisational change
  • Using type to manage change
  • Effects of imposed change
  • Dealing with losses
  • Change fatigue, cynicism, and stress
  • Leadership through change
  • Dealing with resistance

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The Gift of the Gab - Can it be learned?

Communication is key to successful business and personal interactions.  Understanding, appreciating and accommodating individual differences and communication styles can enhance your ability to communicate.  This communication advantage will increase your effectiveness as an employee, supervisor, team member and/or leader. 
The MBTI is a non-judgemental tool that looks at the strengths and gifts (don’t understand) of the individual.  Knowing your personality will help you understand and apply your personal preferences in a positive way and appreciate the preferences of others that are different from yours.  You can then learn about and appreciate your natural communication style and adapt your style to communicate effectively with others.
Course Outcomes/Benefits of Attending:
In this course we will explore Type theory and practice different approaches based upon an understanding of yourself and others, building your confidence in applying your understanding of Type theory in the process. By the end of this course you will be able to: 

  • Identifying and understanding your own personality type, using the Myers Briggs Type Indicator
  • Understanding the differences between different personality types
  • Communicating with type in mind
  • Communication and dominant functions
  • Understanding different communication styles using MBTI

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Careers – Is this what I want?

Choosing a job or changing a career can be a major life transition.  It certainly requires careful thought, planning, and work. The MBTI can help you to:

  1. Choose a new job or career
  2. Change your job or career
  3. Increase your satisfaction with your present career

You can use MBTI to develop your career goals and to establish a process to reach those goals.
Course Outcomes/Benefits of Attending:
In this course we will explore Type theory and practice different approaches based upon an understanding of yourself and others, building your confidence in applying your understanding of Type theory in the process. By the end of this course you will be able to: 

    • Identify and understand your own personality type, using the Myers Briggs Type Indicator
    • Understand the differences between different personality types
    • “Who am I?” – verifying your MBTI type
    • “What do I want to do?” – determining job fit by MBTI preferences
    • “How can I increase my job satisfaction?” – adapting to your job
    • “How do I get there from here?” – career development processes

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Know your Learning Styles

Different students need different things.  A teacher’s style would appeal naturally to some students and appeal less so to others.  By understanding your personality type preference, you can better appreciate how you choose to learn – what you give attention to, how you go about learning something, how you solve problems, and how well you do with different kinds of learning tasks.
Course Outcomes/Benefits of Attending:
In this course we will explore Type theory and practice different approaches based upon an understanding of yourself and others, building your confidence in applying your understanding of Type theory in the process. By the end of this course you will be able to: 

  • Identify and understand your own personality type, using the Myers Briggs Type Indicator
  • Understand the differences between different personality types
  • Have a clearer understanding of the strengths of your learning styles, your key motivations
  • Have a clearer understanding of the blindspots in your learning styles

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Matching Your Personality Traits to Your Career Choice

Myers Briggs Type Indicator ® (MBTI) personality inventory has helped millions of individuals throughout the world gain a deeper understanding of themselves and how they interact with others.

The MBTI assessment helps people transform themselves by giving them a powerful tool for improving how they communicate, learn, and work.

MBTI has been successfully used as tools in:

» Managing and improving team leadership and team excellence; conflict resolution; organizational change management; career development; coaching; emotional intelligence;

» Increasing communication effectiveness in organization;

» Helping sales people fulfil customers’ needs and make key selling decisions as well as helping employees improve performance at work

» Understanding how to work within different types of cultures;

» Retaining top talents by customizing retention efforts on the basis of types;

» Charting career development path and identifying gaps

In this seminar, you will be able to:

» Have an awareness of the different personality profile of MBTI;

» catch a glimpse of your own personality profile;

» understand the profile strength required of certain career path in the accounting sector;

» learn how to capitalise on your personality strength and work on your weakness to advance your career development.

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Managing Change, or be managed by it; you choose.
(He who Rejects Change is the Architect of Decay- Harold Wilson British Prime Minister)

Most people are looking to the past to interpret the present, “this is what we did this is why we are here”. But the people of tomorrow are looking to the future to interpret the present! These people have a vision and insight and they are saying in order to get there tomorrow we must re-orientate what we do now!

Like death and taxes, change is now a regular occurrence with which all of us have to cope. The problem with change is it occurs more quickly than we imagined, it is more extensive than we believed possible, and it is more unpredictable in its occurrence.

The ability to manage change and to engage with the wide variety of challenges it presents, as well as to help work forces cope with the ramifications stemming from it is a distinct characteristic of great leadership, and successful companies. Since change is not effectively managed in many organisations, changes are not the positive experience they are intended to be, nor do they produce the positive results first planned.

In fact some 70% to 80% of change processes fail to achieve there intended purpose. In a recent McKinsey survey of executives from around the world, stated that only a third of their organizations were achieving an effective change in performance because of change programs.

(A): Understanding the impact of change

1: The psychosis of change: The majority of us choose to avoid dealing with the impact of change. Manage the approach, it is not the detail that needs to be fixed but the flow.

2: Change and reframing the mind – Understanding and Changing our Perceptions to Cope with Organisational Transition. Attitude is as important as understanding. People need to be asked to consider not just their understanding but also their attitude.

3: The Change Cycle: There are several models that describe and illustrate the cycles or phases through which people go as they experience change. Whilst the models accentuate different truths, they all have the same “shape” and pattern. Understanding the various models about change makes it easier for managers to respond positively and supportively to changes that are being implemented.

  • Fisher’s model (and others) of Change Transition
  • Accelerated Model
  • Three-Stage Model
  • ADKAR model for individual change management

4: The Personalities in Change:. People react differently to change. One must never forget that different personalities respond to situations quite differently. Some people are not being difficult or obstructive by asking more questions than others, nor are they being awkward by requiring more time than others before they confirm or affirm a certain change pattern

(B): The nature of change

1: The trend of change Traditionally, change was a short burst of disruption followed by a longer period of stable operations. Today, there are no longer any rest periods; change is continuous and enormous. Reactions to Change

2: What is change management? Simply put change management is the structured, disciplined processes and procedures that are followed to ensure that all who are directly or indirectly affected by change are advised, informed consulted and participate in the process.

3: The Pace of Change: Understanding how change is received with a company and the way to work with those adopting it is valuable to getting it accepted in the whole organisation. Change always involve slowing down before we can accelerate again!

4: Resistance to change. Wise management and leaders understand that there will ALWAYS be resistance to change they are effecting. Instead of fighting back they engage and meet and explain and meet with those who are struggling. This will involve how to overcome such the typical excuses offered for not changing. Complete your own individual self-assessment questionnaire;

  • Acknowledge Reactions: The first key to successful change
  • Participation: The second key to successful change
  • Communication: The third key to successful change
  • Deal With Emotions
  • Identify Adjustments
  • Understand Phases
  • Manage Stress

(C): Implementing Change

1: Creating a change management plan: Articulating the vision is important as this makes sure the organization is aligned for the change. Several possibilities can be followed but we like the following three-step approach.
First, confront reality and articulate a convincing need for change.
Second, demonstrate faith that the company has a viable future and the leadership to get there.
Thirdly, provide a road map to guide behavior and decision-making.
Make your manage the transition well, that is where the problems occur!

2: Communicate, Communicate, And Communicate! Gossip thrives in a vacuum or where there is uncertainty. Eradicate both by frequency and in depth discussions with all your people. Telling them once is NOT communication. Telling them by EMAIL is NOT communication.

3: Skills to Initiate, Manage and Effect Change
Kotter’s eight steps to implementing Change.
1. Increase urgency - inspire people to move,
2. Build the guiding team - get the right people in place
3. Get the vision right - get the team to establish a simple vision.
4. Communicate for buy-in –
5. Empower action - Remove obstacles, enable constructive feedback
6. Create short-term wins –
7. Don't let up.
8. Make change stick 14h45    Find Ways to Communicate Feelings - to Inspire and Motivate People

4: The role of Leadership / Management: It goes without saying that Leaders are the crucial difference between change that is well received and that which fails; Adopting the three wins approach helps for effective implementation and acceptance of change:
The First Win (Quality) represents the added value for the customer or the expectation they have; to deliver quality you must meet or exceed your customer’s expectations

The Second Win (Motivation) represents the pursuit of perfection through continuous improvement by the staff that adds value for your customers; and to motivate staff you need to make work rewarding and fun.
The Third Win (Performance) represents creating processes that your staff can use to convert your resources into value that your customers want to pay for.

5: Elements for successful change
* Plan long-term broadly - a sound strategic vision, not a specific detailed plan (the latter is impossible to predict reliably). Detailed five years plans are out of date two weeks after they are written. Focus on detail for establishing and measuring delivery of immediate actions, not medium-to-long-term plans.
* Establish forums and communicating methods to enable immediate review and decision-making. Participation of interested people is essential. This enables their input to be gained, their approval and commitment to be secured, and automatically takes care of communicating the actions and expectations.

    * Empower people to make decisions at a local operating level - delegate responsibility and power as much as possible (or at least encourage people to make recommendations which can be quickly approved).

    * Remove (as far as is possible) from strategic change and approval processes and teams any ultra-cautious, ultra-autocratic or compulsively interfering executives. Autocracy and interference are the biggest obstacles to establishing a successful and sustainable dynamic culture and capability.

    * Encourage, enable and develop capable people to be active in other areas of the organization via 'virtual teams' and 'matrix management'.

    * Scrutinise and optimise ICT (information and communications technology) systems to enable effective information management and key activity team working.

    * Use workshops as a vehicle to review priorities, agree broad medium-to-long-term vision and aims, and to agree short-term action plans and implementation method and accountabilities.

    * Adjust recruitment, training and development to accelerate the development of people who contribute positively to a culture of empowered dynamism.

    * Don’t confuse activity with results driven performance.  Stop being busy with change talk and get on and specify results and deadlines by when and by what.

6: Personal Action. In this activity we ask participants to try and take as real an example of change they are experiencing or have experienced and work through the processes that have been discussed in the training. Taking a practical example and work through the steps.

(D): Errors in Change Management

1: The cost of ignoring change: Understanding something of the cost of ignoring change is important. The stories of Skype; Encyclopedia Britannica; Swatch will suffice. There is a huge cost in time, money emotional energy as well as trust and integrity that are paid when we are careless about managing change wisely, correctly and firmly.

 

2 Classic errors in executing change: Typically people make three errors regarding change. They do not see the need for it; when they see the need they do not respond quickly enough; when they see the need and respond they do not persist enough to the end.

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“You cannot shrink you way to greatness” (Tom Peters)
Good can always be better, Great can be Greater!

Life isn’t always easy. It’s full of unexpected turns and surprises that quickly leave individuals, organisations, and companies discouraged, directionless and destitute of cash and ideas.

The current economic turmoil is an example of the rapid and severe changes with which businesses will have to cope into the future.   In such times the tendency is to cut back and take cover!

Tom Peters was correct when he said of the excellent companies of the 1980’s that none of them shrunk their way to greatness. In other words the excellent companies had a quest for constant improvement, excellence and profitability in both challenging and easier times. 

Times of adversity and difficulty such as we are experiencing, and will experience in 2009, are the ideal opportunity to be investing in staff improvement and setting higher benchmarks of performance by which future opportunities can be engaged.

The purpose of this training is to highlight the relative simplicity with which excellence in any organisation can be pursued. Excellence in the work place has a profound affect upon staff, purpose, pleasure, performance, productivity and profitability!  

(A) Background and History

1:Introductions & Overview

  • Introductions.
  • Sharing Expectations.

2: It starts with leadership!

  • Maturity in leadership is crucial for excellence in the workplace
  • All levels of management are involved!
  • Rooted in conviction people want quality

3: Excellence made simple!

  • Kaizen philosophy something of its history and background.
  • William Deming
  • Renewal at Ford!
  • Innovation; Maintenance and Improvement
  • Never ending improvement
  •  Quality is a process not an inspection!

4:  Quality Control is NOT Kaizen!

  • Have you ever priced the expense of errors, time, machine time, materials, and REPUTATION?
  • T.P.S. Customers then, Employee satisfaction, then company stability.
  • The High Cost of errors
  • TQC is a company initiative and responsibility not just Qc controller.
  • QC tends to be technical, highlighting weaknesses
  •  Linked to quality of workers
  • Professional and engineering knowledge must be shared with all for excellence

(B) Its about culture

1: Some values and principles

  • Humility
  • All can teach, all can learn
  • Excellence, the requirement for truth.
  • Improve the quality by exposing the truth!
  • Stimulating suggestions and feedback.
  • Process or results? Numbers or Attitude?
  • Quality is built in at design, not at manufacturing.

(C) The Methodologies

1: PDCA and the heart of the system
  •  The accent is on doing, on iteration, on simplicity, on immediacy.
  • Allows businesses to cope with change and need for improving standards.
  • Excellence involves everyone

2: Various Methodologies

  • 5 S approach
  • Kanban
  • Line Balance
3: Motivation the key to Implementation.

4: Problem Solving

  •  Resolve never to pas on problems to others
  • TQC staff in Japan argue problems are keys to hidden treasure!
  • Culture of raising and discussing problems
  • Customer complaints should be handled by best, since they can learn and authorize change.
  • Warusa- kagen Not wrong, but not right.
  • Cross functional responsibilities how do they get dealt with.

 

(D) Measure, Measure, Measure

1: Are you measuring, are you bench marking.

  • What are your benchmarks?
  • What do you measure?
  • When do you measure?
  • Statistical Methods
  • Highest Quality; Lowest costs’; Shortest lead time

(2) Getting started

  • Identify an area that would benefit.
  • Write up as detailed an understanding of the five “W’s” *(What Why When Who. Which)
  • How will you know you have done a good job; a Great job, an unbelievable job?
  • Engage the team of everyone, get their buy-in
  • Set the ‘new “rules
  • Plan long-term goals and objectives (don’t be unduly influenced by fads)
  • Plan exhaustively and thoroughly, implement with speed.
  • Let failure be your teacher
  • P.D.C.A
  • Plan BIG, execute small.

(E) Set some Extravagant and breath-taking challenges

  • BHAG’s
  • “Everyone Should tackle some great project at least once in their life” Sakichi Toyoda
  • Keep lofty ideals before team.

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Negotiation: The Art of Asking; Seeking and Persisting

The capacity to negotiate effectively, objectively and with emotional maturity is a distinct advantage in the world of business. Irrespective of whether one is employed in a commercial activity or a governmental institution, whether for profit or a non-profit group, good negotiation skills are crucial for sound and sustainable business practice. They are important for establishing a sense of equity as well as being able to respond to demanding clients, staff, or superiors. 
The win-win negotiation techniques are structured with a view to establishing long-term successful outcomes, using good communication skills to achieve lasting and meaningful outcomes.

A: Basic Concepts

1: Introduction and Overview

  • What is a negotiation?
  • Why do we negotiate – for mutual gain?
  • Understanding the other side, it helps create trust, sound communication and makes for good interaction.
  • Who negotiates ... and with whom do you negotiate, get the fundamentals correct

2: Four Phases of Negotiations

  • 1st Prepare
  • The importance of preparation, where what and how to investigate
  • 2nd Propose
  • State your interest and explain why.
  • Establish their interests
  • Review the other sides Proposals objectively
  • 3rd Parry
  • Starting to engage,
  • If … Then
  • Exploring options
  • 4th Pursue
  • The hard work of bargaining
  • The benefit of preparation

3: Some Important Concepts (PREPARE)

  •  Aim High
  •  B.A.T.N.A
  •  Zopa
  • Trades
  •  Know your goals
  •  Interests vs. Positions
  •  3 C’s (Common Ground; Complementary Interests; Conflicting Views)
  •  Claiming Value / Creating Value Negotiations
  •  Integrative vs. Distributive Negotiating
  •  What negotiation is NOT!

4: Personality, Gender in Negotiations

  • Does personality make a difference
  • The impact of Gender
  • Native abilities

B: Distributive Negotiation.

1: Distributive Negotiations (PREPARE / Propose / Parry / Pursue)

  • Characteristics of Negotiation
  • Common Ground
  • Emotional Connections
  • A single shot?
  • A powerful argument

C: Values and Principles

1:  Never forget It is about People    (PREPARE)

  • Perception
  • Communication
  • Emotion
  • Psychology of negotiation

2.  The Values in Negotiation. (PREPARE / PROPOSE)

  • Values and Principled based negotiations
  • The Seven key values
  • Offers and Counter Offers
  • Managing the process
  • Conclusion
  • Follow up

3: Communicating effectively. (PARRY and PURSUE)

  • Tackling Problems not People
  • Objectivity vs. Subjectivity
  • The four essential communication skills.
    • Encouraging:  To keep individuals participating
    • Listening: To listen and retain the facts and feelings expressed by individuals
    • Confirming: To clarify your understanding of the facts and feelings expressed by individuals
    • Questioning: To obtain in-depth information about the situations, issues, perspectives, and values of individuals

D: The Practice

1. The Actual Practice (PROPOSE and PARRY)

  • Information gathering, WHATEVER influences the decision learns about it!
  • Differentiating between your wants and needs
  • Understand your counter party, what are their objectives
  • The 18 characteristics of good negotiations

2: Investigative Negotiation

  • The seven key questions of Investigative Negotiation

3: Handling Difficulties When things get UGLY!

  • Don’t react!
  • Relinquish the last word!
  • Remain focused

4: Negotiating Tips and Techniques (PROPOSE / PARRY / PURSUE)

  • 15 good disciplines to employ.
  • Communicating your message clearly, diplomatically and maturely

5: Managing Conflicts (PARRY and PURSUE)

  • Understanding Conflicts
  • Thomas-Kilmann model of conflict response
  • Maintaining the Relationship

6: Blind Spots in Negotiation!

  • Often enthusiasm, pre-occupation with some feature of the deal has the affect of creating blind spots things we just cannot or will not see!
  • Often it is because we are too narrowly focused on some particular point that we miss the heart of a bigger issue

7: When Not To Negotiate

  • Sometimes it simply does not pay to negotiate! You may have such a weak hand that negotiation that to get involved in the process may make it even more expensive for you.
  •  But what can you do instead? In this section we start to examine some of the options.
    •  When your BATNA is ridiculous;
    • When culturally it does not work;
    • When Time is money, etc.

8: Watch out for these fallacies, lies and dirty deceptions! (PARRY and PURSUE)

  • The nature of deception
  • Common Fallacies
  • What to do when being lied to
  • Psychological assault

9: Summary - Four Phases of Negotiations

  • 1st Prepare
    • The importance of preparation, where what and how to investigate
  • 2nd Propose
    • State your interest and explain why.
    • Establish their interests
    • Review the other sides Proposals objectively
  • 3rd Parry
    • Starting to engage,
    • If … Then
    • Exploring options
  • 4th Pursue
    • The hard work of bargaining
    • The benefit of preparation

E: Frequently Asked Questions

  1. Does positional bargaining ever make sense?
  2. What do we do when people are the problem?
  3. What do you do when the other side plays by different principles?
  4. Do I negotiate with liars and cheats?
  5. How do I accommodate different styles, personality, culture etc.?
  6. What do we do about: where to first meet; who makes the first proposal?
  7. How do we move from inventing options to making commitments?

Course Methodology

This course has been designed to maximize learning by using extensive group discussions and Role-plays.  The strategies implemented are:
Experiential Learning; Action Learning

The courses are highly interactive in nature and use a variety of activities, games, role-plays, scenarios, case studies, and reflection to maximize the transfer of learning. 

“A person doesn’t learn much if they are just told something or just listened to.  They learn more if you ask questions to make them think.”  John Cleece

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Improving sales, sometimes it is easier to move mountains!

Sales are the lifeblood of any business. This course sends participants away with a healthy respect for those delivering sales and stresses the part they can play in helping the organisation to improve its sales. Participants will understand the importance of Customers and the crucial importance of not just developing a sale, but of enhancing and nurturing relationships with new and potential Customers so that orders are maximized and sustained! 

Sales people represent the exploratory force looking out for new opportunities in the battle for turnover, but EVERYONE needs to know it is their job to delight and satisfy customers so that sales can grow.

We will also cover understanding what the customer wants, NOT want you want to sell! Sales involves listening, listening, listening! When we listen we learn and begin to really understand what the client is looking for and that means we are also in a better position to respond to their needs, or legitimately steer them in a direction that may be acceptable if not exactly what they want!

1: Business is about Sales: Sales, Sales, Sales, they pay everyone’s salaries and they are what take us forward. Do your staff know and understand about your sales. Everyone is involved in Customer Service; the plant; the logistics; the accounts; the support team; the management; suppliers; the technicians. What bigger or better contribution can you make?
What improvements could you make?

2: Selling Skills: The essentials of skills for selling include the following, having the correct attitude of mind,  being professional  managing expectations; the Three Types of selling and keep the surprises positive.

3:  It’s a Personal Matter An enormous amount can be said about the VAP; VCS; USP’s etc but never forget it is also equally about YOU and how you represent yourself and your company. Do you know what you are talking about? Do you deliver what you say; all the time? Do you SELL, or do you show the client the benefits of BUYING?

4: Setting Goals  Have something at which you are aiming that will stretch you and cause you to really try hard. SMART –T Goals and BHAGs are great ways to set yourself up for a challenge.

5: Ten Major Mistakes

  • Hyping!
  • Stop posing, and start selling
  • Treat the Sickness not the Symptom
  • Concentrate on Important not the Busy things
  • Arguing
  • Gambling
  • Begging
  • Skimming
  • Stagnating

6: Research, Research: Do you really know your customer. What do you really know? Do you know whom they serve? Do you know who makes the decisions? Do you know what they really want from their suppliers

7: Value Account Plans, (VAP’s) Exactly what are they? What purpose do they serve? Why bother? Doing the actual Exercise  Having worked through the VAP the next aspect will be what have we learned out of this, how does this allow us to offer more, or something different?

8: What is your Unique Selling Point  (USP) What is a USP? Is it really a USP, could you go head to head with the competition and prove it? Is it relevant to the client, really relevant? What are your / our USP’s?

9: The CRUCIAL importance of personal relationships in sales

  •  When all is said and done understand sales is about you and your ability to win trust and confidence of the other.
  • Its about how you come across!
  • It’s not about how good and competent and great and qualified you are, how do you relate to others!

10: Reduce the risk increase the sales!

11:  If you can make them laugh you have a deal


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Leadership Development: Thermostats Not Thermometers!

Introduction

So much training and so many management books exist around the concept of leadership that there is a danger in thinking the above subject is just another catchy title in this well covered subject.

The under mentioned outline is a very wide and inclusive approach to identifying and describing the key elements that are necessary for the development of really good or outstanding leaders.

The under mentioned aspects can be covered in a morning afternoon or whole day session depending on the format that you would like to adopt.

1: Management vs. Leadership.
Here we discuss the essential and important differences between managers and leaders. Whilst many people carry the title manager in their organisations they are not really leaders. They are administrator of the resent with little or no perspective of the future. Lead or Manage; or do both, your choice!

2: Leadership and its Characteristics
We will highlight the fact that leadership is far more rooted in personal characteristics than in technical abilities. Leadership can draw its power from outside, or from within. Great leaders are men and women of character. You cannot separate what is within a person from what comes out of the person.

3: Understand Yourself, Understand Others.
People have three essential needs that leaders should deliver, especially if they want them to perform. The three needs of employees are for Security; Self Worth; Significance. We will discuss how leaders must meet these aspirations in their staff. We will also look at the four personality types and show the importance and benefits in understanding others.

4: Introduction to Communication, Encouragement and Inspiration.
We will cover the CRUCIAL importance of communication, motivation and encouragement. Encouragement and affirmation are the steroids for company growth and development. With it you change the ordinary into the extraordinary. Without it the most optimistic perish! Inspirational leadership challenges participants to the enormous benefits that they and their team can derive from encouraging, inspiring, and envisioning people. The human spirit is in desperate need of affirmation and encouragement. When leaders fail to do the above their teams begin to sag and ultimately lose drive, innovative ideas and momentum.

5: The Privilege of Leadership
Many leaders focus on the rewards and the benefits rather than the privilege and the enormous responsibility entrusted to them. Part of the solution is to expose all leaders in an organisation to the privilege and responsibility of leading others. Most aspirants to leadership are enticed by the increased power, benefits and earnings that go with being “higher up the ladder.” Few really appreciate the enormous privilege entrusted to them by owners to steward wisely and prudently the assets under their control, as well as the staff.

6: The Loneliness of Leadership
Leading can be and is usually a lonely experience, especially when times are tough or there are difficult decisions to make. Every one scatters from a leader when there are awkward problems to be solved. Loneliness in leadership is an aspect of the role often over-looked and consequently many leaders get caught flat-footed when they first experience it.

7: Leadership and Change!
In 1987 Tom Peters wrote his book “Thriving on Chaos” in which he said that  “a new breed of managers is required” which he calls to manage a system for a world turned upside down” Leaders have to be able to cope with, come to understand and engage positively, proactively and courageously with change.  They see change as a market advantage not a problem!

8: Leadership looks ahead so none are left behind.
Leadership is about envisioning the future, and taking people into it even the reluctant and difficult. Unless we are consumed with a vision of the future we will always be vulnerable to being a prisoner of the past

9 Leadership is Rooted in Principles not Popularity.
The Greeks had two words for power. One word spoke of power coming from without and the second spoke of power coming from within! But leadership is more than power.  Sustainable leadership builds for the long-term is about principal, integrity humility being teachable. These are far more important than simply being liked and being popular.

10: Leadership sets the example for growth, security and expansion.
We want to discuss during this training course 7 I’s of leadership, which if practiced sincerely and consistently will yield improved results in productivity, as well as a surge in staff moral and confidence.

First “I” = Integrity
When you have lost integrity you have lost everything

Second “I” = Inclusiveness
Great results, like great sports teams are never dependent on one person alone

Third “I” = Innovation.
Real leadership cultivates enquiring minds that are willing to engage in responsible risk taking.

Fourth “I” = Individual.
When we forget the individual, the effectiveness of our leadership has past its “sell by date”.
Why shouldn’t CEO’s ask those reporting to them to learn the names of at least 200 people who surround them?

Fifth “I” = Idealistic
Leaders need to be Idealistic. In other words they have high standards they are seeking perfection, there is an insatiable quest for improvement and to do better.

Sixth “I” = Industrious
Leaders must be Industrious! Leaders must set a clear and decisive example it must be in their willingness to work hard and long.

Seventh “I” = Inspiration
Finally leadership is ultimately about being inspirational. One of leadership’s privileges is to be a source of inspiration and encouragement to the team that one is leading

11: Mistakes Leaders Make
There are many that leaders can make but the most frequent and the most serous are listed below:

    •  Forget to be teachable. Being in charge is not the same thing as knowing everything
    • Little Delegation: Leaders delegate dirty, the unpleasant stuff and control everything else
    • Refusal to Own Up: When they mess up they refuse to put their hands up, and shift blame and responsibility.
    • Poor Communication Skills: Leaders to be seen, ‘felt’ and heard. Leaders need to be talking, explaining, listening, listening and responsive!
    • Putting Paper before People: Businesses and organisations grow because people feel part and parcel of the team. They sense they are appreciated and valued
    •  They Resist Fear and Greed: The two emotional pressures all leaders will experience are fear and greed.  Fear inhibits leaders from doing the right thing, or not being strong enough to stop the wrong thing. Greed causes leaders to reach for more than they should of a legitimate thing, or to grab for what is illegitimate.
    • They fail to leave a legacy.  Irrespective of how good a leader may have been he has to prepare and practice for his departure. He needs to raise up a people and systems which allow the organisation to flourish even after he has gone
    • They forget they are accountable: When giving instructions and commands for any length of time leaves leaders feeling they are immune to correction and answering to others especially if they are able to persuade the board easily. Never forget everyone is under authority somewhere and some how.

 12: Leadership and Humour and Celebration.

      • The capacity to laugh, to lighten up, and for leaders to laugh at themselves is as important as other qualities.
      • Humour in particular is very infectious and has a positive affect upon followers.
      • Leaders especially in times of stress and pressure need to be able to:
      • Look at the funny side of things and be able to introduce humour to reduce tension.
      • Have the capacity to be playfully silly
      • “Be the first to laugh” In other words be the first to see the humour or reduce the pressure by introducing humour.
      • Laugh at yourself
      • Laughter is a wonderful way of helping people calm down, become emotionally rejuvenated
      • Look for things to celebrate, look for occasions to honour; it reinforces value and past achievements. All such events are food for the soul, which ultimately drives the body.
      • Celebrate wins and try and keep losses and failings in perspective.

 13: Leadership and Risk taking

  • Shackelton of famous Endurance fame was known as “cautious Jack!” Image leader of first cross Antarctica trip being known as that!
  • Needless risk taking and bravado are dangerous and to be avoided.
  • Never take unnecessary risks, but never shy from calculated carefully assessed ones.
  • “Leaders may sit as many risks as they run!” Sitting doing nothing may be as risky as doing something (Henry Thoreau)
  • Be careful about staying in the No Profit Zones (like Black holes consuming cash and giving nothing back.)
  • Clearly leaders need to be “comfortable” with the discomfort of risk! That is they have assessed situation, and realise best and important option to exercise. 

Do It
(Take the risk)

Best Case

Worst Case

Don’t Do It
(Avoid the risk)

 

 
  • Secret is to balance risk and return with avoiding risk and assessing the return!

14: Leaders Build Teams.

  • Leaders have a healthy capacity to develop others and to bind and weave others into a healthy relationship towards each other.
  • Leaders build away from themselves, that is they do not develop a culture of dependence upon themselves, they want the team to play and win. They create a shared identity.
  • Jon Krakauer’s commentary on ascent of Everest when on May 9 1996 dozens attempted climb many died.
  • Krakauer “ I felt disconnected from the climbers, around me – emotionally, spiritually, physically – to a degree I hadn’t experienced on any previous expedition. We were team in name only. … Although in a few hours we would leave camp as a group, we would ascend as individuals linked to one another by either rope nor any deep sense of loyalty”.
  • Walk your talk, share credits and achievement, should blame.
  • Recognise individuals and applaud their efforts.
  • Keep everyone informed, involved, and participating. Call for ideas and input.
  • Share information, teamwork NEVER develops in a vacuum.
  • Share bad news sensitively, time it well, share and let others revel in good news.
  • Leverage ability of others, and deal with performance effectively and promptly.

Outcomes:

In addition to learning the importance of the above-mentioned characteristics staff will also be challenged to engage and work out these principles with their colleagues and sub-ordinates.

This learning is focused on not just learning. The training must challenge the heads, touch the hearts and move the hands of every participant.

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“KNOW YOUR TEAM”

“We promote because of technical skills and fire because of poor interpersonal skills.”

‘Know your Team and understand what make individuals tick’ is designed to help executives attain a greater knowledge of themselves as well as others. The ability to interact effectively with people may be the difference between success or failure in our work and personal life. Effective interaction starts with an accurate perception of oneself.

In this 1-day workshop, participants will gain insights into one’s own self-perception and how to blend with others for greater team effectiveness.

Effective Management Communications

Of particular interest to the executive is the workshop helps to identify his/her communication preferences. By sharing this information, the executive can negotiate a communication system with individuals and teams that is more effective and efficient.

Value To The Organization

Executives will be given an analysis of their strengths and value to the organization. This knowledge enables them to maintain control over their destiny. They can develop action plans to build on their strengths and overcome any factors limiting their success.

Maintaining Peak Performance

Executives are most productive in an environment that is in harmony with their own natural behavior. By understanding what behavior the present environment requires, the executive can modify his/her behavior and remain comfortable and productive.

Values

What is it that causes you to move into action? What are the drivers of your behavior? What activities, careers and conversations inspire a “passion” within you, causing you to want to become involved? The Personal Interests, Attitudes and Values Assessment measures the WHY of your actions, leading to an understanding of what drives your behavior and the attitudes that move you into action.

Team Check-up
It provides the tools and means for groups to discover and clarify what makes
the group effective or ineffective and allows them to make the necessary adjustments.

The check-up will reveal the condition of the Team covering the following areas :

Work Management Skills
How the team determines and manages the specific tasks and resources related to their mission.

Group Processes

Group functions such as participation, meeting management, learning, creativity, and many other areas.

Relationships

Feelings, attitudes and behaviors that most reflect the team’s interpersonal relationships.

Leadership

How the team leader functions to support and facilitate all aspects of the team process and the specific elements of team functioning covered in the check-up.

Results/Benefits

  • Outline personal behavioral strengths and value to the organization.
  • Outline the motivating force behind each individual of the team – enabling supervisor to know how to motivate each individual into actions.
  • Identify how team members approach problems and challenges.
  • Target characteristics that can move you from a “manager” of people to a “leader” of people.
  • Offer strategies for communicating openly, honestly and directly to get the results the team and your organization need.
  • Know the ‘temperature’ of the team and identify specific areas for improvements.

Participants will also acquire following key skills:

    • Coaching / Mentoring approach/model
    • Forming and managing Self-directed Teams
    • EQ based Listening
    • Empathizing
    • Questioning Techniques
    • Giving & Receiving Feedback
    • Managing Conflicts
    • Goal Setting
    • Develop a concrete ACTION PLAN for implementation.

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High Impact Adventure-based Team Building Program
 
This 3-day program is ideal for busy executives to learn and put into practise through an outdoor activity all that was taught. Some of the topics covered are:

  • Experience the Team Cycle: Forming, Storming, Norming, Adjourning & Mourning
  • Your behavioural styles; how to relate with people of different styles
  • Conflict management, resolution, styles and intentions
  • Understand Team motivation and the practical approach to leadership
  • Build more effective teams and achieve greater bonding among team members
  • Learn to develop SMART Goals, Action Plan and to monitor progress of Action Plan

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High Impact Leadership

This interesting workshop will distinguish between Leadership & Management and how to wins acceptance by others and accomplishes a common good. At the end of this short workshop, participants will understand and/or acquire the key skills:
• Leadership & Leadership Styles
• Creating direction
• Technical, people and conceptual skills
• Task behavior & relationship behavior
• Matching leadership style to developmental style
• Leadership analysis exercise

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Coaching for Performance

Coaching is a useful skill that first-line supervisors can do without. Subordinates are better managed through "pulling" them along rather than "pushing" them to get work done. In order to pull subordinates to achieve results, supervisors need to be a coach to them to help them gain necessary skills and attitude.

Supervisors at times will also need to a counsellor to help staff work through attitude and inter-personal related issues.

At the end of the training course, participants will acquire the following key skills:

  • Coaching approach/model
  • People's Skills
  • Leadership (a practical approach)
  • EQ based Listening Skills
  • Empathizing
  • Questioning Techniques
  • Giving & Receiving Feedback
  • Managing Conflicts
  • Goal Setting.

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Effective Conflict Management

Conflicts that are not managed properly will undermine trust and team work which will lead to lower results. Eventually the problem will escalate and spill on to other team members and poison the team spirit. Yet in today's fast changing work place conflict is happening more frequent than before and the causes are many.

This workshop will skilled participants to prevent, manage and resolve conflict and strengthen the trust and bonds in the work team.

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Effective Time Management

This workshop goes beyond theory to engage the participants in direct evaluation of their pattern of usage of time and the hidden attitude that drives this pattern. Detailed time analysis is a tool that will help them unveil the problem areas. It then seeks to guide participants in some critical skills of daily, weekly and monthly planning and review. This is the area where habits die hard and where participants are challenge to build new habits. Dealing with interruptions, delegating and enlisting the helps of others are fundamental time management skills that required a mental and behavioural change.

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Selling with Styles

In today’s competitive marketplace, success in selling is more challenging and requires a higher level of skill. Selling with 'Styles' workshop equips participants sales professionals with a broad understanding of their natural sales style, provides insights to the types of products they prefer to sell, how they handle sales presentations, as well as how they close and service their accounts.

At the end of the workshop, participants will be able to:

    • Know your own selling style
    • Know the buying preferences of customers
    • Understand customers' perceptions and how to create a positive image
    • Gain insights on how to adapt a specific sales style to satisfy customers’ wants

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Personal Interests, Attitudes and Values

The knowledge you gain from the Personal Interests, Attitudes and Values workshop will help you take control of your decisions, your life's direction and your appreciation of others. You will:

    • Know the whys of your automatic reactions
    • Have an overview of career choices that compliment your underlying passions
    • Understand the causes of conflict in your life
    • Increase your appreciation for the six attitudes
    • Gain the flexibility of being able to see life from different viewpoints
    • Increase your satisfaction and fulfillment in life

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Emotional Intelligence Workshop

The 2-day Emotional Intelligence workshop is carefully designed to equip participants with better understanding of Emotional Intelligence and its impact on your work performance & team effectiveness. This workshop aims to help participants improve their personal and professional relationships through application of proper EQ techniques to better manage & motivate their work team, thereby raising their effectiveness & productivity at the work place and in their lives.
Course Outcomes
At the end of this short workshop, participants will acquire the key skills:

  • Understand how Emotional Intelligence affects personal & professional excellence
  • Apply EQ techniques to
    • help build and manage effective & productive working relationships
    • lead & help others to improve & achieve desired work performance
  • Discover your own EQ capabilities

Plus
Work out action plans to be more EQ sensitive in the work place


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Personal Effectiveness Programme

Licensed Programme and Materials from Leadership Management International (LMI).

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