'Introspect' Personality Styles Workshop (1 day)

The outcomes for this highly interactive workshop are:

  • Understand the DISC Personality styles Biaxial model.
  • Understand own personality style and how it impacts on other styles.
  • Approach, interact and communicate with other styles.
  • Understand what causes own stress and how to manage it.
  • Understand the impact of different personality styles within a team.
  • Understand conflict, own conflict handling style and how to deal effectively with conflict.
  • Understand expectations/do's and don'ts of other people/team members.


EQ Workshop (1 day)

The outcomes for this highly interactive workshop are:

  • Explain the concepts and elements of EQ.
  • Understand the difference between IQ and EQ.
  • Understand the physiological aspects of brain functioning and how it affect emotions.
  • Gain insight into own EQ by evaluating own level of emotional intelligence.
  • Understand and adopt effective EQ strategies to become more emotional intelligent.
  • Understand the importance of EQ for business and private life.
  • Understand the link between personality style and emotional style.
  • Understand own and others' emotions and how to interact effectively with others.
  • Understand how to enhance organisational and team performance through applying effective EQ principles and techniques. 

* The 'Introspect' Personality styles workshop and EQ workshop can also be combined and presented over 2 days.

 

Selling Skills (3 days)

In today's competitive global marketplace, selling is more challenging and requires a greater level of skills than ever before. Customers have more choices and are better informed. The quality of the product is no longer sufficient to guarantee sales.

Sales People need to feel inspired and also inspire others in their cluster to reach their sales targets, because without a steady flow of business the company will fail.

A satisfied customer will almost certainly give you repeat business. A Sales Person must therefore work towards building a long-term relationship with customers.

This course will equip delegates with the skills and knowledge to become accomplished sales people. Each delegate will be given theoretical inputs, case studies for group discussion and a number of role-plays to ensure that they can apply the theory in practice.

Course methodology (Action learning)

  •  Discussions individually and in group format
  •  DVD material and related discussion of impact at the work situation
  •  Role plays and presentations
  •  Delegates will be Videoed and feedback given on numerous occasions
  •  Practical exercises and learning action.

The course comprises of the following 6 modules;

  • Selling Skills
  • The Sales Process
  • Closing the Deal
  • Customer Relationship Management
  • Listening for Q's & Cross Selling
  • Putting it all together through presentations

Sales Coaching Programme (2 days)

The sales coaching and development programme is based on the principles of action learning. A simulated environment is created for the delegates and they participate actively in the simulations. After each simulation delegates receive detailed feedback on their performance and they are also coached at the same time. Delegates receive a competency based report and a sales development plan on the last day.

The programme comprises of the following simulations:

  • Client needs analysis
  • Analysis and preparing a sales proposal and presentation
  • The sales presentation
  • Client problem solving

Executive Coaching/Development Programme (2-3 days)

The main process is a journey, encompassing an introspective approach through life journaling to record reflections and learnings for reference during future applications to deepen and strengthen Leaders' ability to meet the challenges of the Relational Economy and Epoch.

Our Executive Coaching programme addresses Intra- & Interpersonal Leadership challenges posed by the Epoch of Relational Economies.

It is a 2-3 day Experiential and Introspective programme with extensive self-evaluations and objective expert evaluations and assessments. These evaluations and assessments are used as a fundamental set of tools to guide Leaders through an introspective process of Life Journaling. The programme leads to self-exploration and formulation of leadership insights.

A one-day follow up a few months later on achievements (in the format of a completed assignment) can be arranged for those organisations that may be interested.

 

Coaching Workshop for Managers (1 day)

A fun, highly participative and practical workshop designed to provide managers on all levels with the tools and skills necessary to become effective coaches. Coaching is the quickest and most effective method of developing members of staff. Good coaching and performance management leads to self-motivation and an attitude that is oriented towards solutions and continual improvement rather than problems and avoidance. The workshop's aim is to turn managers into effective coaches. Workshop programme/content:

  • The concept of coaching (what is it all about, importance, principles, difference between coaching and mentoring, etc..)
  • Key competencies required for effective coaching
  • The coaching process and a framework/model for conducting face-to face coaching sessions
  • Personality and management styles and the impact thereof during the coaching process  
  • Identification of own preferred style and how and when/how to adopt your style during the coaching process
  • Understanding different learning styles and the impact thereof during the coaching process  
  • Providing feedback on performance (the do's and don'ts)
  • Listening skills and body language (the do's and don'ts)
  • Putting it all together-practical case studies and role plays

Negotiation Skills (3 days)

Most executives, managers, as well as specialist roles (i.e. consultants, buyers, sales staff, HR staff, etc. spend up to 85% negotiating). In fact almost every aspect of business  and indeed human life  involves negotiating skills. Whether you are striking a deal, negotiating for a better salary, working in a team, on a project or even discussion and organising doing house chores or sorting out weekend family activities.

We often need to negotiate over an issue in a variety of with a variety of people with a variety of motives, temperaments and personalities. Negotiations can therefore, become messy.

This workshop will equip delegates with the skills and knowledge to become accomplished negotiators. Each delegate will be given theoretical inputs, case studies for group discussion and a number of role-plays to ensure that they can apply the theory in practice.

We often use two facilitators to lead these workshops and while there is theoretical learning, the emphasis is on group work, actual behavioural analyses and group feedback.

Negotiation Skills Focus 
This 3 day training programme focuses is specific critical aspects of negotiations:

  • The importance of preparation
  • Define Negotiation Strategies
  • Negotiations Skills & Tactics
  • Conflict in Negotiations
  •  Round the table tips and hints
  • Personalities in Negotiations
  • Body Language
  • Do's and Dont's

All three days are started with theory and practical exercises and there is an opportunity for each delegate to negotiate every day.

 

Time Management (2 days)

Many of us claim our days are never wasted. I'm very organised we say I know where I am going and what I'm going to do. If you truly feel that way then you are in the minority. Most people become frustrated with a day that is unproductive. We would all like to get more done in a day.
The idea of time management has been in existence for more than 100 years. Unfortunately the term ,Time management creates a false impression of what a person is able to do. Time can't be managed, time is uncontrollable we can only manage ourselves and our use of time.
Time management is actually self management. It's interesting that the skills we need to manage others are the same skills we need to manage ourselves: the ability to plan, delegate, organise, direct and control.
Time management could refer to all of the practices that individuals follow to make better use of their time, but such a definition could range over such diverse areas as the selection and use of personal electronic devices, time and motion study, self-awareness, and indeed a great deal of self-help. As narrowly defined, it refers to principles and systems that an individual uses for making conscious decisions about the activities that occupy his or her time.
Personal time management skills are essential skills for effective people. People who use these techniques routinely are the highest achievers in all walks of life, from business to sport to public service. If you use these skills well, then you will be able to function exceptionally well, even under intense pressure.

 

Time Management: Course Structure


This 2 day course consists of the following modules:

  • Measuring my Time Management
  • Reasons for Bad Time Management
  • Time management tools
  • Techniques for setting priorities
  • Developing Personal Strategy and Style

  

Presentation Skills (2 days)

Most executives, managers, as well as specialist roles (i.e. consultants, sales staff, HR staff, Finance staff, etc.) are required to make presentations on a regular basis. The overall learning objective of this programme is to assist delegates in developing the necessary skills to deliver successful and powerful presentations based on a clear understanding of the different factors and dynamics that influence effective communication.

The course is highly interactive and based on the principles of action learning. Through participation in theoretical discussions and the application and practice of what they learn, delegates master the art of conducting an effective presentation. Delegates get the opportunity to do live presentations in front of a live audience and receive immediate feedback.

Presentation Skills: Course Structure
This 2 day course consists of the following modules:

  • Developing Personal Strategy and Style
  • Structure and content of presentations
  • Making a powerful impact on the audience
  • Body language

Change Management (2 days)

The competitive pressures for managing change sucessfully and consistently have never been stronger. The corporate world is littered with the wreckage of technically sound programmes that have been crushed by employee resistance to change. The importance of change management should never be underestimated.

This workshop will equip delegates with the necessary skills and knowledge to become accomplished change management practitioners/agents/sponsors. Each delegate will be given theoretical inputs and case studies for group discussion to ensure they can apply the theory in practice.

 

Change Management Course Structure:

Introduction to Change Management

  • Change Management defined
  • Understand the process of change
  • Understand the different responses to change
  • Understand how people commit to change
  • Understand what it takes to implement change
  • Understand the importance of communication during change
  • The 10 golden rules for effective and sustainable change 

The need for change

  • Developing a change vision
    • Understand what comprises a compelling vision for change
    • Understand the process of developing a compelling change vision
    • Understand how to use a range of visioning techniques
    • Case study (developing a change vision)
  • Assessing what needs to change
    • Understand how to use a visioning tool to assess the current situation
    • Developing solution ideas to realise change vision
    • Case study ( assess current situation and developing solution ideas)
  • Identify required behavioural changes
    • Understand behaviour changes required for effective change (who has to change their behaviour and why)
  • The roles of change
    • Understand the different roles of change
    • Understand the relationships between the different roles of change
    • Understand how to build an effective change network of roles
    • Learn about international best practice change behaviours for the different roles of change
  • Assess the capacity and readiness for change
    • Understand the need to assess change capacity and readiness for change
    • Understand how to assess change capacity and readiness for change during large scale change
    • Understand the cost of change overload
  • Building commitment to change
    • Understand the different stages of change commitment
    • Understand how to build commitment for change
  • Counselling and emotional support during change
    • Understand how to deal with change resistance
    • Understand how to deal with public and private withdrawals during change  

 

Communicating Change

  • Understand the principles of effective communication during change
  • Understand how to develop a communication strategy​

 

Stakeholder management

  • Understand the process of managing stakeholders
  • Understand how to develop stakeholder profiles
  • Understand how to build stakeholder influence maps 
  • Building a stakeholder profile for a change initiative in own organisation (group exercise)
  • Understand how to develop a detailed communication plan

 

8 Lessons Leadership Coaching Programme™

Countless theories abound on how ‘to be a leader’. Many of these are simplified into ‘seven easy steps’ or the ‘five essentials’ of leadership. All promise quick-fix solutions to what it means to be a leader. Other academically intact, leadership development journeys, have provided all the skills, competencies, evaluations, assessments, education, courses, forums, literature, seminars, workshops, coaching and mentoring on how to be a great leader! These skills, competencies and trained attributes have provided executive and management learners with knowledge of all the necessary leadership paradigms. However, although these programmes are consumed with relish, virtually no recent programme provides any significant and fresh insights into new skills and management methodologies and little evidence can be found of new leadership behaviours manifesting in the work place.

What is needed is a programme that helps you answer the latest leadership challenges with confidence and success. The contemporary leadership environment is fraught with change, uncertainty and the promise that yesterday’s success will count for little in tomorrow’s world. This means that we need a different approach. We need to rewrite our maps and create new reference points. For many leaders some of this represents foreign territory, a place which will require them to create an entirely new set of reference points for themselves. It involves learning a whole new language and new customs. The ability to acquire these unfamiliar navigation points and skills, will ultimately determine whether or not organisations will thrive in the contemporary climate or forever be lost at sea. The challenging goal is for individuals to realise that all these navigation points actually lie within themselves, not somewhere out there.  Perhaps you can deal with paradigms, but: Can you SHIFT?

The intention of the 8 Lessons Leadership Development Programme is not to repeat previous learning which participants may have been exposed to in MBA programmes, Formal Management Development programmes or short managerial training programmes. Leadership competencies and skills can easily be acquired through a plethora of populist programmes available on the market today. Even bookshops have a vast array of books and self-study material on how to develop leadership skills and competencies. However, few (if any) of these programmes distinguish between KNOWING and DOING, as well as your personal readiness (a psychological concept) for leadership.

The 8 Lessons Leadership Development Programme offers a personal developmental leadership journey to enable executives and managers to prepare for the development of their personal, unique leadership identity to enable them to achieve the key to Leadership Success.

The origin of the lessons in this journey does not lie within the academic world. This journey and its lessons was born “on the rally field’ of leadership in action. The journey is not a conventional one. An overview of what awaits a participant on this journey is summarised below:

Lesson

Key Themes and Instruments

Lesson 1 

 

Relationships are more valuable than transactions (the new epoch/era is here):

  • Legacies of past epochs/era’s
  • Characteristics of derailed leaders
  • Relational epoch/era demands on leadership
  • Work-life balance
  • Holistic life signs (work/vocation, money, time, marriage, family relationships, other relationships, spiritual health, life purpose/direction
  • Summary of learnings from the lesson

 

Holistic Life Signs Questionnaire

 

Lesson 2 

 

Rediscover the organisation: From the top to the team

  • How to become a successful relational leader
  • Networking and collaboration
  • MBWA
  • Teaming
  • Open door culture
  • Learn about yourself from others (360˚ feedback)
  • Summary of learnings from the lesson

 

Johari Window

360˚ Analyses and reporting

  • Peers
  • Subordinates
  • Manager
  • Self

 

Lesson 3 

 

Rediscover yourself: Confront and see through the mirror

  • What it means to be a leader in the relational economy
  • The importance of self-knowledge and understanding
  • Measuring yourself
  • Individual strengths and development areas
  • Specific action plans to address development areas and to build on strengths
  • Summary of learnings from the lesson

 

DISC Personality Styles Analyses and Reporting

Management Assessment Centre Simulations (In-Basket, Counselling Discussion, Analysis Exercise): Analyses, reporting and feedback

 

Lesson 4 

 

Develop New Intelligences: Personal Quotient (PERQ)

  • What is SI (Social Intelligence)
  • What is EQ (Emotional Intelligence)
  • How emotionally intelligent are you?
  • The emotional competence framework
  • How to develop emotional intelligences
  • Summary of learnings from the lesson

 

EQ Questionnaires (x2)

 

Lesson 5 

 

Quo-Vadis?: Develop a sense of Purpose

  • What is purpose?
  • Personal Alignment (Vision, Mission, Goals, Benchmarks, Roles, Values development)
  • Work Alignment (Mission, Vision, Values, Strategic Goals, KPA’s, KPI’s development)
  • Summary of learnings from the lesson

 

C@PS analyses and development

 

 

Lesson 6 

 

Develop Intellectual Emotions: Master Thy SELF

 

  • Integrating rationality and emotions
  • Rational Emotive Theory and application in the workplace
  • The Western and the Eastern way of understanding emotions
  • Attachment and Detachment
  • Stress Management
  • Summary of learnings from the lesson

 

Lesson 7 

 

Be a Shadow Figure: Gung-Ho is for cowboys

  • The concept of Shadow Figure leadership
  • How to become a Shadow leader
  • Empowerment
  • Summary of learnings from the lesson

 

Lesson 8 

 

Become a Holistic & Integrated System: Create Innovational contexts

  • Creativity in the workplace
  • Manager-Leader creativity
  • Encouraging Creativity in the workplace
  • Left vs. right brain thinking
  • Integration of learnings from all 8 lessons
  • Personal development actions

 

Kersey Temperament Sorter (MBTI profiling)

 

The Journey

1. The participant is assigned to a coach. In view of the 8 Lesson requirements, the participant will have to work on the professional relationship with his/her coach just as hard as the coach will work on the professional relationship with his/her participant.

2. The participant will be required to sacrifice one day per month for a personal contact session with his/her coach. Dates will jointly be arranged for the eight encounters. Both coach and participant will need to commit to these dates.

3. The participant will get/develop/identify an assignment/task at each contact session.

4.  Each contact session will be structured in four phases:

a. Phase 1: feedback and assignment evaluation/overview of task(s) completed – these tasks relate to the work sphere or any identified aspect which impacts on the work sphere.

b. Phase 2: once Phase 1 is completed, a new lesson is introduced.

c. Phase 3: the latter part of the contact session is spent exploring the impact and effect of the lesson on the participant’s personal context. This is done via preparatory journaling exercises and the identification of a task, assignment or activity ahead.

d. Phase 4: At the end of the Journey there is a personal plan that the participant must compile to enable him/her to practise and integrate their insights in the work situation.

   

 

Rational Decision making for Managers

A powerful and intensive 2-day Management-Leadership intervention

Everyone agrees that decision‑making and problem solving are amongst the core functions of a manager's job.  Problems pop up everywhere you go ‑ even when you are off the job. Unfortunately having good intentions does not mean that problems get solved.  Things go wrong in the process or underlying assumptions may change.  Perhaps your solution is only a "quick fix" ‑ a temporary Band‑Aid that does not solve the problem permanently.

One of the most sensible criteria we have for determining pay relativities is to go by the decision‑making content of the job.  Because some people have to make decisions that are more important and/or complex than others and because the knowledge required to do the job takes many years to acquire, we pay them more.  You are going to be paid in life by the quality and quantity of the decisions you make within your sphere of work.

Decisions are central to managing.  In any management situation a decision or series of decisions must precede implementation.  The outcome in terms of management will depend on both the decision itself as well as your effectiveness in implementing it.  That is where leadership, influencing, communication and motivation come into play.  The first requirement for success in any enterprise, then, is high quality decisions.

Decision‑makers, in the classic view of management, follows a logical or step‑by‑step approach.  They are completely rational.  They have clear, non-conflicting objectives and a perfect knowledge of the problem.  All information is gathered and all possible solutions or courses are considered.

Programme Content

  • The Brain and the Mind
  • Individual vs. Group Decisions
  • Decision Making Methods
  • Problem Solving Model
  • Group Decision Making Techniques
  • Action Planning