164 Ada courses in Belfast

How do you manage yourself under pressure? Are there times you get hijacked by your emotions and find it hard to deal with setbacks? How good are you at dealing with change? Resilience is all about having the ability to adapt, deal with change constructively and bounce back from adversity. While some people are naturally more resilient that others it is something that can be learnt. This session focuses on helping you respond positively to the pressures and demands of work and take specific steps in building your personal resilience. Take away: Action planner for i-resilience profile. You will have the opportunity to: Gain insight into the relationship between work pressure, performance, wellbeing and resilience Explore your natural strengths and how to manage what pushes you into a less resourceful state Understand the skills and techniques that underpin the behaviours and attitudes of highly resilient people

This workshop-based bite-size will provide space to explore some practical tools and ideas on how to be more resilient when faced with challenging and tough situations. There is an opportunity to do a self assessment and bring it to the day as a means to identify areas to work on and begin to master skills that will enhance resilient thinking. There will be time to explore what resilience is and understand the range of practical tools and techniques available that can be used beyond the workshop itself. By the end of the workshop participants will be able to: Discuss and evaluate their personal strengths and areas for development in being more resilient at work Understand what resilience involves and how to identify and challenge their own beliefs that undermine resilience Understand the four aspects of resilience - confidence, adaptability, building support and maintaining a clear perspective Understand how to use resiliency tools to help to cope better with the challenge of change Review and evaluate their learning and have an action plan to take back and implement in the workplace 1 Welcome, introductions and objectives Breaking the ice 2 Identifying current challenges in relation to work How we handle these challenges 3 Defining resilience and how and why it helps our personal effectiveness and thinking 4 Resilience skills and how to develop them 5 Learning a resilience tool that promotes new ways of thinking / working 6 Review and evaluation of learning Action planning

Self-understanding is a prerequisite for leading and managing others responsibly and honourably. The field of Neuro Linguistic Programming has helped us to gain a better insight into how we all think and behave. Upon completion of this course participants will be able to: Gain an insight into the purpose and functions of the unconscious mind Develop flexibility to increase their for behaviours in different circumstances Appreciate how different people experience the world Create and set effective goals and direction Understand the NLP Model of Communication Adapt their communication style to maximise effectiveness Influence and persuade others by connecting with people Understand how empowerment can make life easier Appreciate how creativity works Learn creativity techniques to tap into the power of the team 1 Self-awareness Autopilot - your unconscious mind Developing flexibility How identify, values & beliefs shape our behaviour Models of the world 2 Creating direction Describing present and desired state Designing your direction Making it happen Self-mastery 3 Communication The NLP Model of Communication Insights to the way people think Understanding representation systems Reframing the way people think about negative experiences Using metaphor 4 Influence and persuasion Building trust Connecting with people Purpose intention and outcomes The difference empowerment makes 5 Creativity and innovation Hindrances to creativity and innovation Your natural state of creativity Getting unblocked Creativity techniques 6 Action plan Course summary and presentation of action plans

Agile working is an approach that the NHS supports. It demands new ways of working and thinking. Agile means that work is now seen as an activity, not a place. People are the organisation. The way we communicate has to change. The way we manage has to change. This workshop will let you reflect on what works for you now and where you may need to adapt. You may need to trust and value your team more than ever, but when they aren't in front of you in the office, you will need to question your beliefs. The workshop will help you: Understand what Agile Working is all about Reflect on your management style Recognise the new ways of managing agile workers Choose the right communication methods Understand culture and mindset Identify different ways of measuring performance Focus on innovation and not bureaucracy Manage more effectively This workshop has been designed to support you in effectively managing an agile team. You will need to be open to questioning your existing techniques and be open and responsive to change. 1 What's it all about? What is Agile working? What are your personal management concerns? How to make it work Time / location / role / source 2 Your role as an Agile manager Your style Your team's individual preferences Learning to let go Your management style self assessment 3 The 3 areas of focus Trust Delegation Empowerment 4 Communicating effectively New ways of communicating Managing expectations What are you measuring? 5 Your personal action plan What are you going to do differently?

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

Key Objectives for the Training provision Effective listening to a client's needs and requirements during various stages of the sales process. Engage in meaningful communication with clients, learn to identify challenges and opportunities that relate to the prospects. Overcome the identified challenge. Build long term rapport and establish trust with the prospect throughout the sales process, Ensure continued customer satisfaction that can turn into repeat business. Be able to build rapport with customers or clients. Know the right questions to ask to fully understand the customer or client’s needs without putting on any pressure. Be able to check you have the right information from the customer or client. Be able to match products and services to the customer or client using the information you have gathered. Be able to influence effectively. Know how to stand out from your competitors. Stage 1 – Research the Company’s ‘Value Propositions’ and USP Analysis  Conducting 30 min confidential interviews with a cross-section of the eligible Attendees & the Stakeholders, in order to gain an objective understanding of the various scenarios and clients that the Participants work with. the Company’s ‘Value Propositions’ Unique Selling Points The Customers’ journey(s) The Competition’s offers for analysis and comparisons. From these findings, a carefully calibrated bespoke Programme will be designed and delivered.  Stage 2 - Design the Bespoke 2 x day Course  nd Stage 3 - Delivery of the Course Programme This Programme can be delivered in 2 x consecutive days, or split between 2 – 3 weeks, to make it more ‘work-friendly’ – if required. It is very practical and commercially focussed in approach, with lots of interactive exercises designed to draw out the learning applications via the debriefings. The ‘Real Play’ scenarios on day 2 will be based on specific case studies drawn from the Research findings so that they are authentic to optimise the learning. Individual Action Plans will be captured at the end of each day to be debriefed by the Participants’ respective Line Managers.  Template Programme Day One – Foundation – Strategic Approach Section One – The Principles of Consultative Selling Defining ‘Consultative Selling’ The Company’s ‘Unique Selling Points’ & Value Proposition The Consultative Selling model – the five stages Avoiding appearing ‘pushy’, ‘pressurising’ or ‘talking through the sale’ Section Two –Strategy & Preparation  ‘Buy-Class’ Matrix Strategic plan Template – matching services/products to identified needs & opportunities. Preparing a range of objectives Constants and variables – USP’s Researching key Client/Decision Makers’ priorities, profile & background (LinkedIn etc.) Preparing for potential & likely Objections Section Three – Email etiquette & ‘influencing’ email correspondence.  Email etiquette A.B.S.U.R.D model Clarity and tone – discovery of clients’ needs & motivational factors. Techniques to influence and ‘nudge’. Ensuring the data and content have a ‘gentle’ motivational & appealing message. Top Tips Day Two – Practical Application Section Four – Rapport Building & Effective Communication skills ‘Behaviour Labelling’ techniques – setting a positive tone. Asking Open Questions – gaining a full understanding of the clients’ priorities & expectations. EQ - Inviting opinions; perspectives; experiences – winning confidence. Active Listening – focus and commitment to understand. ‘Reading the room’ – adapting to responses and reactions. Maintaining focus on relevant topics that the Client cares about; carefully consider the opportunities to influence. But NO PRESSURE! Building a ‘bond of trust’ with commitments and authentic, shared values. Section Five – Explaining the Benefits – aligned to the Customers’ Priorities Understanding ‘Why do People Buy?’ Research data analysis. Open questions that lead to understanding the key issues and Clients’ priorities. Avoiding the danger of ‘pressurising’ the Client. Responding to objections effectively, with confidence and sensitivity. Explaining the benefits that are aligned to the Clients’ stated requirements. Making the Data ‘sing’ – memorable takeaways for the Client. Augmented benefits – Brand confidence; Case studies; Warranty; Service; Range; Flexibility etc. in alignment with their stated preferences/requirements Differentials compared to Competitors Section Six – Winning Commitment Inviting commitment – with confidence Consultative Selling Closing techniques (e.g. Alternative Close/Assumptive Close et al) Avoiding ‘talking through the sale’ – knowing when to ‘Shut UP!’ Confirming agreement – ensuring Clients’ motivation for repeat business Section Seven – Practical Application ‘Real Play’ From the Research findings, carefully devised scenarios can be generated to provide the most valuable learning opportunities to underpin all the skills & techniques covered in the Programme.  Potential Real Play scenarios: A well-established customer has indicated that they are soon to be opening up additional new offices – this presents an opportunity to arrange for the Company to support them with their upcoming needs. After some very positive feedback and with the upcoming contract renewal imminent – how can the Company give the Customer more high-quality support in other areas of their business? A Competitor has been to see the client and they have prompted some concerns about ‘value for money’ & ‘quality of service’. How Real Play works… The group is split the group into 2 sub-groups, one with our Professional Actor (option available); the other with the Trainer or a willing Participant. Each group has a brief and has to instruct their Trainer/Actor/Participant on how to approach the scenario supplied. The Actor and Trainer (or willing Participant) perform the role play(s) as instructed by their respective teams; however, during the action they can be paused for further recommendations or direction. The outcome is the responsibility of the team(s) – not the performers. Debrief the full Programme Individual Action Plans - to be followed through. ‘Best Practices’ for application into the business Options for Exercises within the Programme  Sample Exercise – Red & White  There is a specific time managed agenda and itinerary, which puts the group under pressure.  The key challenge is for the sub-groups to maximise the commercial value from the task, however there is always a great danger that the individuals attempt to gain financial progress at the expense of the other group! Debriefing points: Persuasive communication and influence across barriers Gaining buy-in when others are sceptical Strategic planning accounting for others’ behaviours Sample Exercise – Communication Challenge Each Participant has different pieces of information, but are not allowed to share it visually. They are only allowed to communicate to work out the solution hidden among the large amount of data. Debrief: Structured approach Maintaining focus through distractions/interference Active Listening Controlled communication Sample Exercise – Persuasive emails Sample emails are shared to be critiqued and improved upon to be debriefed: Tone & impact Making the Data ‘sing’ Influential & motivational language Customer centric message. Sample Exercise –Juggling   Each Participant has to pass the ‘Customers’ (Juggling balls) carefully through the system with all the other Participants to reach a profitable conclusion  Debrief: EQ to read the room and effectively communicate, when the pressure is on Customer focus and adapting to challenges Devising a plan that wins buy-in Overcoming competing ideas to get to ‘best practice’ Consistent commitment, communication and motivational drivers that influenced performance. Sample Exercise –Critical Path  The group are provided with 30 x discs and some ‘post-it’ notes. (no pens or pencils are allowed) Their brief is to create a grid shape with the 30 x discs, which will act as ‘stepping stones’ for the ‘Critical Path’ But they have to follow the correct order through the grid from the start to finish, which they will have to work out through ‘trial & error’ All of the team must pass through the ‘Critical Path’ worked out on the grid, observing the constraints, within the time limit. No talking is permitted once they start using the materials Debrief: - Clear communication focussing on the ‘client’s journey’ Planning for challenges Identifying risks and mitigating them Role allocations & support Quality control and disciplines  Sample Exercise –Back to Back  Each Participant is positioned back-to-back with a partner. They have to work out precisely what the ‘statement’ given to the other person is without looking around. Each person has a different brief. Debrief: - Asking Open Questions Active Listening Accuracy in identifying the objective.

Project management can seem scary and rather intimidating. The whole aim of this programme is to give people a simple and straightforward way of dealing with projects without having to use complex and confusing systems. This two-day course is designed to introduce the apparently complex world of project management in a simple and practical manner. The programme is for anybody who has to run a project of any nature. It has been attended by people from as diverse fields as events management, fashion, charities, oil companies and so on. The programme is run without using any IT project management systems although an introduction can be given if required. At the end of the programme participants will leave understanding: What a project is and why projects are so important today The roles of a project manager Some key language and concepts A simple 5-step model for organising projects How to make sure you understand what your 'client' really wants A set of three simple tools to plan the project How to make decisions What to monitor when the project is running How to close the project 1 Introduction What is the aim of this programme? 2 Background thinking What is a project? The project manager's eternal triangle (cost-quality-time) What are the characteristics of successful projects? Who are the key characters in a project? What are the roles of a project manager? 3 The project process Why have one? 4 Project initiation What is the aim? Identifying key information Key skill: mission analysis Initial risk analysis Document and sign-off 5 Decision-making - 'Stop, Think, Act!' The 'Stop, Think, Act!' technique Recognise the opportunity to make a decision The 3 Cs - making sure we understand the decisions we have to make Identifying options Making your decision Taking it to action 6 Creativity 7 The planning stage Identify all discrete tasks Sequence and dependencies Time line - critical path Resources Project base-line 8 Execution stage - delivering the result Monitor Evaluate Adapt Control Review 9 The project close Review Documentation Have we delivered? What have we learned?

Maximising the team's sales capability is the key aim for any sales manager. When sales people struggle to hit their targets, it falls to the sales manager to provide support and help colleagues to find their way again. One of the most effective techniques for sales managers to improve and maintain sales performance is by providing live sales coaching. Sales coaching encourages sales people to find their own solutions and take responsibility for their own development. This course will help participants: Develop people to fulfil their sales potential Provide motivational feedback Identify strengths and weaknesses of their team members Understand personal learning styles Identify and adapt for different personality styles Prepare and conduct on-the-job observations Motivate sales people to greater performance 1 How is sales coaching different from sales training? What is coaching? Discover how coaching empowers sales people Learn the best time to use sales coaching Decide which people should be coached first Creating a development plan 2 Understanding learning, behavioural and communication styles Use practical tools to help you assess individual styles Tap into the essence and energy of the person you are developing Understand your own learning, behavioural and communication preferences Develop a strategy to adopt for each member of your team Discover what motivates you and your salespeople to perform Appreciate how this knowledge will improve your sales conversion 3 Using the GROW coaching model Learn the secrets of a successful coaching session Discover the importance of SMART objectives and instructions Understand and capture what coachees are currently doing right Develop their problem-solving and decision-making skills Help your colleagues crystalise their plans and actions Provide follow-up opportunities to embed the learning 4 Giving motivational feedback Understand why effective feedback is so powerful in sales Learn key models for motivational feedback Discover how to manage and structure more difficult conversations Understand the power of positive reinforcement Encourage sales people to coach and support colleagues 5 Putting it into practice Use realistic scenarios to provide opportunities for practice Discover what it feels like to be coached Receive immediate feedback on your coaching style Share common performance issues with fellow sales managers Create a personal development plan 6 Preparing on-the-job observations and joint visits Build a strategy for coaching and team development Prepare an observation template for effective coaching Learn the key elements of preparation for your next coaching session Agree common areas to focus on with coachees 7 Action planning Personal action plans

Take your sales people from average to high performance. Motivate and develop experienced sales professionals with some new insights and learning. Applying NLP principles, techniques and models, this workshop will introduce the core attitudes and behaviours that differentiate the excellent sales person from the average one. The programme will help participants: Understand and adopt the mindset and beliefs needed for sales excellence Build rapport and connect with buyers at a deeper and more personal level Recognise some of the thinking and language patterns that make each individual unique Ask powerful questions to further understand the unique world of the individual and how they make decisions Apply tools and techniques to empathise with clients - seeing things from their perspectives Tailor their sales approach to the individual buyer's style, and talk in their language Influence with integrity and sell to organisations and individuals successfully 1 Introduction Aims and objectives of the programme Personal introductions and objectives Workshop overview 2 An introduction to NLP and sales excellence with NLP An overview of NLP and applying it to selling The pillars of NLP The NLP model of communication The difference that makes the difference 3 Building enhanced rapport Defining rapport and why it is important when selling Going beyond the initial small talk Building relationships with individual decision-makers Matching and mirroring Levels of rapport 4 Understanding the buyer's personal buying map How we take in, filter and process information How we judge others based on our own experiences of the world The different ways in which we communicate when selling Recognising and understanding the language and thinking patterns of others Adapting your sales communication style to different buyers 5 Making sense of the buying process How we filter information through our senses Understanding how we see, hear and experience the world Visual, auditory and kinaesthetic buyers Listening for key insights What different buyers want from you to help them to buy Applying sensory awareness to the sales process 6 Successful sales mindset The connection between thoughts and actions The sales beliefs of excellence Identifying negative thoughts and beliefs that are holding you back How to change your mindset Adopting the sales beliefs of excellence 7 Powerful questions Reviewing and honing your questioning skills Understanding the questions that great sales people ask Avoiding assumptions Clean language questions Getting to the bottom of it - precision questions Turbo-charging how you qualify 8 Influencing with integrity Understanding empathy Stepping into the buyer's shoes Speaking the buyer's language Tailoring your sales approach to the individual Match, pace, lead - how to take your buyer with you 9 Putting it all together Personal learning summary and action plans

The work of a technical team is invariably challenging and often unpredictable. Definition of the work can be problematic, timescales can be hard to estimate and the right technical approach difficult to select. Staff involved in this type of work usually have very high levels of specialist knowledge in their field and have high expectations of those who lead them. In addition to the challenges of the work, the team leader often has to balance the need for professional excellence with financial and commercial considerations and to ensure that team goals are realistic by being an effective negotiator with other project and senior managers. These characteristics make technical team leadership a demanding and complex activity. This programme aims to help participants develop the skills needed to become an effective technical team leader. The objectives of this programme are to help participants: understand the significance of leadership skills and their impact on team performance review the key skills needed to be an effective, 'multi-dimensional' team leader and learn how to develop, adapt and apply them in practice learn how to identify the preferred leadership style for the context and organisational culture and how to develop personal style versatility understand the role of the project leader in building an effective team and the skills required to promote and sustain team performance gain a better understanding of the interpersonal skills needed to motivate individual team members and harness the full potential of the team DAY ONE 1 Technical teams and leadership What is a leader? How much can leadership be learned? The team environment and the impact of leadership skills The characteristics of high performance teams and their leaders Some useful models and theories of leadership explored Types of leadership; choosing how to use leadership power Evaluating personal leadership style; how to develop style flexibility 2 Essential skills for team leaders 3 key dimensions of effective leadership: inwards, outwards and upwards Developing and promoting a 'team vision': strategic thinking skills The vital role of communication skills and how to develop them Understanding others; emotional intelligence skills Being a visible leader; behavioural and influencing skills Building effective relationships; the importance of trust and respect DAY TWO 3 Leading inwards to build the team The role of leadership in developing team performance Understanding individuals in the team; recognising team role preferences Managing conflict and promoting positive team dynamics Setting standards, maintaining discipline and rewarding performance Harnessing team potential: building motivation within the team Promoting team learning; the team leader as coach / mentor 4 Leading outwards and upwards to support the team Negotiating realistic team goals; effective influencing skills Gaining empowerment and support from the key stakeholders Leading upwards: knowing when and how to take the initiative Building team credibility within the organisation; helping the team deliver Becoming an effective team player in leadership teams Building and maintaining rapport with influential stakeholders