4 Chairing Skills courses in Nottingham

Course Category Team Building and Leadership Visioning and Problem Solving Strategic Work Online Course now available via Teachable Platform – Chairing Meetings Learn at your own pace… lots of text and video support Description Meetings can be dreadful and bad chairing makes them worse. On this day we look at transformational person centred approaches to approaching the chairing of meetings. We provide deeper insights into the psychological processes that make this role challenging. ‘Best Saves’ for those really difficult moments when chairing meetings are creatively explored. We provide a practical, skill based and creative approach best delivered over 2 days. Testimonials “One of the most valuable things I have come across in the whole year” Learning Objectives To identify characteristics of meetings that matter- what excellent chairing looks like To strengthen person centred dimensions to chairing meetings To clarify the meetings we never want to be part of To create a visual graphic and words that uniquely illuminate what great meetings and chairing looks like To explore the various hats that group members and chairs can wear For participants to improve their chairing skills by receiving feedback To explore how to bring creativity into stuck meetings To Explore psychodynamic processes of resistance, projection, splitting and transference- as well as how to process these dynamics Who Is It For? Anyone who has to chair meetings Course Content Setting a Good tone/Exploring the ‘whole elephant’ – story so far of experience in chairing meetings – good and bad meetings – graphiced timeline and highs and lows of story so far Meetings I do not want – negative chairing…. Thinking Hats and Values – linked to role of chair – where are hats when things are going well and where are they when things are not? Our shared vision for great meetings and excellent chairing? Personal planning for future chairing – what do I need to get better at – what should I manage? Specific skill teaching – re when things go wrong – eg tears, personal attacks, talking in side conversations, silent members, lack of contribution, anger and so on…‘best saves’ explored with group – using live role play – with one chair Solution Circle demonstration – chairing skills/problem solving modelled – approach when teams stuck… Emotional elements of chairing – ‘its not personal’ – splitting, projection, transference explored and ‘handling projections’ activity Vision and Road Blocks – small groups chaired and minuted – creative problem solving – Blocks to vision of great meetings creatively removed or worked around

How to be a Great Executive Sponsor: Virtual In-House Training This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. And, it will highlight the key personality and other traits that are found in successful Sponsors. Regardless if you're sponsoring an Agile software development project, a construction megaproject, or any other type of project in between, this course will help get you 'hit the ground running' and being an 'impact player' on day one. Various activities and discussions will acquaint you with this important role and what you need to do to become a great executive sponsor. What you Will Learn At the end of this program, you will be able to: Define project success so everyone is 'singing from the same sheet of music' Immediately apply the ten key attributes of a great sponsor on your project Recognize great sponsorship and determine if you're the right fit for the role Practice Sponsorship over the course of the project life cycle by engaging in very specific actions and activities Be a better investment manager by analyzing the behaviors of successful activist investors Foundation Concepts The quantifiable benefits of being an actively engaged Sponsor Sponsor defined Clarence Kelly Johnson and the SR-71 Blackbird: An example of the power of Sponsorship Defining Project Success Project success: More than meeting the triple constraints Benefits management: The Sponsor's focus The Investment - Life-cycle vs. the Project Life-cycle The three questions Sponsors need to ask to define project success 10 Key Attributes of a Great Sponsor 10 Key Attributes of a Great Sponsor The Makings of a Great Sponsor The most important skills and competencies of an executive sponsor What great Sponsors do and when Four Things a Great Sponsor Can Learn from an Activist Investor The story of Outerwall, Inc. and Glen Welling of Engaged Capital, LLC Sponsors and Activist Investors Sponsorship of the 2nd Avenue Subway in Manhattan: A classic textbook example

How to be a Great Executive Sponsor: On-Demand This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. And, it will highlight the key personality and other traits that are found in successful Sponsors. Regardless if you're sponsoring an Agile software development project, a construction megaproject, or any other type of project in between, this course will help get you 'hit the ground running' and being an 'impact player' on day one. Various activities and discussions will acquaint you with this important role and what you need to do to become a great executive sponsor. What you Will Learn At the end of this program, you will be able to: Define project success so everyone is 'singing from the same sheet of music' Immediately apply the ten key attributes of a great sponsor on your project Recognize great sponsorship and determine if you're the right fit for the role Practice Sponsorship over the course of the project life cycle by engaging in very specific actions and activities Be a better investment manager by analyzing the behaviors of successful activist investors Foundation Concepts The quantifiable benefits of being an actively engaged Sponsor Sponsor defined Clarence Kelly Johnson and the SR-71 Blackbird: An example of the power of Sponsorship Defining Project Success Project success: More than meeting the triple constraints Benefits management: The Sponsor's focus The Investment - Life-cycle vs. the Project Life-cycle The three questions Sponsors need to ask to define project success 10 Key Attributes of a Great Sponsor 10 Key Attributes of a Great Sponsor The Makings of a Great Sponsor The most important skills and competencies of an executive sponsor What great Sponsors do and when Four Things a Great Sponsor Can Learn from an Activist Investor The story of Outerwall, Inc. and Glen Welling of Engaged Capital, LLC Sponsors and Activist Investors Sponsorship of the 2nd Avenue Subway in Manhattan: A classic textbook example

People at work spend a substantial amount of time in meetings: a typical manager can spend half of their work time in meetings of one sort or another. This course looks at the ability to plan and control your meetings and make effective use of your time. Well-run meetings rely upon proper planning, preparation, selection of participants, adherence to issues and time schedules. Meetings also play an important part in the maintenance of good teamwork, supporting working relationships and focusing the team on superior work performance.

Description Do you need to lead one-on-one meetings in your workplace? If you do, then you will know it is your responsibility to make them comfortable for both of you, and also an effective use of time. One-on-One Meetings Serve Many Purposes They may be for Goal setting Performance review - formal and informal Tasking and progress monitoring Briefing Problem-solving and addressing issues Care and support Guidance Coaching or mentoring Performance feedback ...Even reprimands   But often, people get promoted to a level where they need to lead these kinds of meeting, without getting any training. So, in this course, we'll cover: The different types of one-on-one meeting Planning and preparing your meeting Putting together an effective agenda How to build rapport How men and women each perceive a mixed meeting - with advice for each How to listen well Questioning skills How to adapt to the range of meeting types you'll need as a manager, project manager, or team leader.   As a result, you'll be able to: Select the most effective style for your one-on-one meeting Plan and prepare for an effective meeting that puts both of you at ease, and allows you to make the progress you need Lead a meeting that flows naturally Choose the most suitable room layout for your meeting Build and strengthen professional rapport with the other person Avoid the traps of the male-female one-on-one dynamic Listen deeply, and ask insightful questions Lead a range of different types of one-on-one meeting, for: appraisal, progress checking, coaching, mentoring and reprimands.   Prior Experience The only prior experience you need is some exposure to organizational life. However, the people who may find this most valuable are those who have tried leading their first one-on-one meetings and so know what challenges you want to work on..   Who is this course for? Supervisors who need to guide and support colleagues Managers who need to set expectations, and monitor performance Professionals who need to meet with other professionals and workplace contacts Leaders who want to coach, mentor, and give feedback to colleagues ... anyone in the world of work who has to take the lead in a one-on-one meeting   Your Tutor: Dr Mike Clayton Your tutor is Dr. Mike Clayton. As a senior manager at international consulting firm, Deloitte, Mike had to deal with conflict among staff, and with clients, and even among clients. But more important, as a senior representative of his firm and a program leader, he needed to avoid escalation of conflict. Now, as a trainer and facilitator, he has been applying what he learned and teaching it to others. This course represents 15 years' experience of what tools students find most helpful, and 25 years experience in business, managing conflicts large and small. Mike is supported by Felicity Dwyer Felicity is an experienced management trainer and coach, whose Institute of Leadership and Management accredited courses have a justifiably high reputation across the UK. What Will I Learn? Select the most effective style for your one-on-one meeting Plan and prepare for an effective meeting that puts both of you at ease, and allows you to make the progress you need Lead a meeting that flows naturally Choose the most suitable room layout for your meeting Build and strengthen professional rapport with the other person Avoid the traps of the male-female one-on-one dynamic Listen deeply, and ask insightful questions Lead a range of different types of one-on-one meeting, for: appraisal, progress checking, coaching, mentoring and reprimands. Who is the target audience? Supervisors who need to guide and support colleagues Managers who need to set expectations, and monitor performance Professionals who need to meet with other professionals and workplace contacts Leaders who want to coach, mentor, and give feedback to colleagues ... anyone in the world of work who has to take the lead in a one-on-one meeting Requirements You should be a professional, manager, or supervisor who leads one-on-one workplace meetings ...or be expecting to lead them in the near future. Welcome and Introduction Welcome to the Course 00:03:00 Why One-on-One Meetings are so Important 00:03:00 Reasons to Meet 00:03:00 Meetings are Conversations: Types of Conversation 00:04:00 Preparation and Planning for Your One-onOne Meeting Planning your One-on-One Meetings 00:04:00 How to Prepare for Your Meeting 00:02:00 Preparing your Agenda 00:05:00 Running Your One-on-One Meeting The Five Stages of a Meeting 00:04:00 Meeting Room Layout 00:06:00 Rapport Building Skills 00:04:00 The Male-Female Dynamic 00:01:00 The Male-Female Dynamic - from His Perspective 00:05:00 The Male-Female Dynamic - from Her Perspective 00:02:00 Questioning Skills 00:08:00 Listening Skills 00:06:00 Particular Types of One-on-One Meeting Staff-focused One-on-One Meetings 00:05:00 Checkpoint Meetings 00:04:00 Informal Feedback Meeting 00:04:00 Formal Appraisal Meetings 00:06:00 Difficult Conversations 00:04:00 Coaching Meetings 00:06:00 Mentoring Meetings 00:04:00 Giving a Reprimand 00:03:00 Closing Last Thoughts 00:02:00

Course Overview Learn all the essential skills to become an expert in Delegation Skills. From this comprehensive Delegation Skills For Managers course, you will be able to understand the principles of Delegation Skills. In the step-by-step training process, you will acquire practical skills along with theoretical knowledge. The Qualified professionals will assist you throughout this learning process. This Delegation Skills For Managers is structured to ensure you have all the adequate skills to secure a position in this competitive industry. You will achieve the confidence and competency to bear all the responsibilities of this profession. The course will add all the right credentials to your resume and increase your employability in this growing industry. Who is this course for? Anyone who is now employed in this field or who aspires to be one should take this course. Your knowledge will grow through taking this course, which will also strengthen your resume. To demonstrate your newly gained knowledge, develop crucial abilities and receive a professional credential. Entry Requirement This course is available to all learners, of all academic backgrounds. Learners should be aged 16 or over to undertake the qualification. Good understanding of English language, numeracy and ICT are required to attend this course. Certification After you have successfully completed the course, you will be able to obtain an Accredited Certificate of Achievement. You can however also obtain a Course Completion Certificate following the course completion without sitting for the test. Certificates can be obtained either in hardcopy at the cost of £39 or in PDF format at the cost of £24. PDF certificate's turnaround time is 24 hours, and for the hardcopy certificate, it is 3-9 working days. Why choose us? Affordable, engaging & high-quality e-learning study materials; Tutorial videos/materials from the industry-leading experts; Study in a user-friendly, advanced online learning platform; Efficient exam systems for the assessment and instant result; The UK & internationally recognized accredited qualification; Access to course content on mobile, tablet or desktop from anywhere anytime; The benefit of career advancement opportunities; 24/7 student support via email. Career Path The Delegation Skills For Managers course is intended to assist you in obtaining the dream job or maybe the promotion you've always desired. With the assistance and direction of our Delegation Skills For Managers course, learn the vital abilities and knowledge you require to succeed in your life. Section 01: Introduction Welcome to Your Course 00:03:00 Delegation or Allocation: What is Delegation? 00:04:00 Reverse Delegation: How your Team ends-up Delegating to You 00:05:00 Section 02: Why People in Your Role find it Hard to Delegate Why do You find it Hard to Delegate? 00:02:00 The Excuses People Give for not Delegating? 00:04:00 How Would You Counter Excuses for not Delegating to you? 00:01:00 Responding to Excuses for not Delegating 00:09:00 Section 03: What and When to Delegate Mental Blocks to Delegate 00:07:00 What are the Poor Reasons for Delegating? 00:01:00 Poor Reasons for Delegating 00:05:00 What are the good reasons to delegate? 00:01:00 Positive Reasons to delegate 00:03:00 What Should You Not Delegate? 00:01:00 The Jobs You Should Keep for Yourself 00:04:00 Section 04: How to Delegate What is Your Delegation Process? 00:01:00 The Key Elements of a Delegation Process 00:02:00 The Five-step Delegation Process 00:05:00 Preparing to Delegate 00:06:00 The Principles of Setting-up Your Delegation 00:04:00 The Practice of Setting-up Your Delegation 00:05:00 The Principles of Locking-down Your Delegation 00:03:00 The Five Levels of Delegation 00:05:00 The Jiminy Cricket Effect 00:04:00 Overseeing the Delegation 00:05:00 Closing-out the Delegation 00:03:00 How to Offer Feedback (Part 1) 00:06:00 How to Offer Feedback (Part 2) 00:06:00 Positive Feedback, or Negative Feedback? 00:03:00 Section 05: Closing Section Four Attitudes for Good Delegation 00:04:00 Reflection on your Skills Development 00:01:00 Goodbye and Good Luck 00:02:00 Bonus Lecture: If you liked this course 00:02:00 Assignment Assignment - Delegation Skills For Managers 00:00:00 Order Your Certificates and Transcripts Order Your Certificates and Transcripts 00:00:00

What Great Executive Sponsors Do...and When! Numerous studies have shown that having an actively engaged executive sponsor is a key driver of project success-yet, many organizations do not assign sponsors to projects, and when they do, the results aren't what they hoped or expected. Most sponsors want to be effective but they simply don't know how because they've never been trained. J. LeRoy Ward takes the mystery out of sponsorship by describing exactly what a sponsor should do (and when during the project life-cycle) to capitalize on this powerful role and its ability to boost the chances of project success. J. LeRoy Ward takes the mystery out of sponsorship by describing exactly what a sponsor should do (and when during the project life-cycle) to capitalize on this powerful role and its ability to boost the chances of project success. This and other IIL Learning in Minutes presentations qualify for PDUs. Some titles, such as Agile-related topics may qualify for other continuing education credits such as SEUs, or CEUs. Each professional development activity yields one PDU for one hour spent engaged in the activity. Some limitations apply and can be found in the Ways to Earn PDUs section that discusses PDU activities and associated policies. Fractions of PDUs may also be reported. The smallest increment of a PDU that can be reported is 0.25. This means that if you spent 15 minutes participating in a qualifying PDU activity, you may report 0.25 PDU. If you spend 30 minutes in a qualifying PDU activity, you may report 0.50 PDU.