Name: The Fundamentals of Team Building
Price: 378 GBP
Availability: InStock

<h4>Overview</h4>
						<hr />
						<div></div>
							<p>
							</p><p>Understanding the roles and responsibilities of HR and Training specialists is very important as they play a very important role in any business. It acts as a bridge between all the departments of the work and holds many responsibilities to manage issues, and problems, making sure work is progressing efficiently, resolving disputes and many more which becomes a core part of HR.</p>

<p>Human Resources (HR) plays a crucial role in all sizes of businesses. It is an essential part of making success along with the development of the organization. The main focus of HR is to train employees, retail talent and implement employee motivation programs</p>

<p>The development and preparation of training specialists and HR programs are designed for individuals who are seeking a future in this field. The topics are related to the working of training specialists and HR like teamwork, motivation, recruitment and performance appraisal.</p>
<p>
							
							</p><div>
						
					</div>

Overview



 
Understanding the roles and responsibilities of HR and Training specialists is very important as they play a very important role in any business. It acts as a bridge between all the departments of the work and holds many responsibilities to manage issues, and problems, making sure work is progressing efficiently, resolving disputes and many more which becomes a core part of HR.
Human Resources (HR) plays a crucial role in all sizes of businesses. It is an essential part of making success along with the development of the organization. The main focus of HR is to train employees, retail talent and implement employee motivation programs
The development and preparation of training specialists and HR programs are designed for individuals who are seeking a future in this field. The topics are related to the working of training specialists and HR like teamwork, motivation, recruitment and performance appraisal.
 

GBA Corporate

Development and Preparation of Training Specialist and HR

Online

Overview



 
Our teamwork training course is suitable for team members and managers looking to raise the performance of their team.
 

Efficient Team Work

Loughborough

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		<div>
			
			<p>In this course you will understand what mentoring is about, understand your roles in the process. Gain self-insight into your own interpersonal style and way of relating to others that may affect mentoring interactions.</p>
			<div><i></i> 3 days - 8 Modules</div>
			<div><i></i>  £1,335.00 incl. VAT</div>
			
			
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		<h3>Description</h3>
		<p></p><h4><span>In this course, you will understand what mentoring is about, understand your roles in the process. Gain self-insight into your own interpersonal style and way of relating to others that may affect mentoring interactions. Learn how to start the process up effectively. Learn how to build rapport with their Mentees, deal effectively with potential pitfalls such as dependency and cloning. Use a Socratic style of questioning, use questioning to facilitate change. Coach the softer skills of leadership and EQ and assist the Mentee with career management.</span></h4>
<p> </p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £5,235  Plus VAT</strong></p>
<p> </p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><h2><b>Module 1: The Role and Function of the Mentor</b></h2>
<p><b>Overview</b></p>
<p><b>Duration: 90 Minutes</b></p>
<p><b>Objectives:</b></p>
<ul>
<li>Clarify the company's goals and intended benefits of mentoring</li>
<li>Outline the fundamental principles for mentoring</li>
<li>Explore and clarify Mentor's role in more depth</li>
<li>Identify the Mentor's development responsibility</li>
</ul>
<p><b>Learning points</b></p>
<p><b>Knowledge</b></p>
<ol>
<li>Company's goals and intended benefits for mentoring</li>
<li>Key guiding principles</li>
<li>Time and investment required</li>
<li>Differentiation between leader - coach - mentor</li>
<li>The role and responsibilities of a Mentor</li>
</ol>
<p><b>Attitude</b></p>
<ol>
<li>Empowering</li>
<li>Confidence</li>
<li>Value-add</li>
</ol>
<p><b>Skills</b></p>
<ol>
<li>How to create and maintain a developmental environment</li>
<li>How to identify and clarify developmental priorities and objectives</li>
<li>How to promote confidence and self-esteem</li>
<li>How to create developmental opportunities</li>
</ol>
<p> </p>
<h3><b>Module 2: Self-insight and Mastery</b></h3>
<p><b>Overview</b></p>
<p><b>Duration: 180 Minutes</b></p>
<p><b>Objectives:</b></p>
<ul>
<li>Develop Mentor's self-insight and awareness of own interpersonal style and way of relating</li>
<li>Raise Mentor's awareness as to how his/her style impacts on their mentoring role and relationship</li>
<li>Highlight potential pitfalls related to their style</li>
<li>Develop techniques to maximize the effectiveness of their personal style</li>
</ul>
<p><b>Learning points</b></p>
<p><b>Knowledge </b></p>
<ol>
<li>The Map is not the territory</li>
<li>The helping style continuum</li>
<li>Mentoring style/talent</li>
<li>The importance of balance</li>
<li>The Iohari window</li>
<li>Personal development areas</li>
</ol>
<p><b>Attitude</b></p>
<ol>
<li>Continuous growth and development</li>
<li>Everyone has potential to grow and change</li>
<li>Respect for other people's maps</li>
</ol>
<p><b>Skills</b></p>
<ol>
<li>Appropriate usage of helping style</li>
<li>How to minimize mentoring style/talent pitfalls</li>
</ol>
<p> </p>
<h3><b>Module 3: Getting Started</b></h3>
<p><b>Overview</b></p>
<p><b>Duration: 120 Minutes</b></p>
<p><b>Objectives:</b></p>
<ul>
<li>Enable the mentor to prepare effectively for their first meeting</li>
<li>Encourage a partnership approach to mentoring</li>
<li>Enable the mentor to use the Start-up kit for the Mentee effectively</li>
<li>Enable the Mentor to use a mentoring tool-kit appropriately</li>
</ul>
<p><b>Learning points</b></p>
<p><b>Knowledge</b></p>
<ol>
<li>The importance of the first meeting</li>
<li>The importance of preparation</li>
<li>Understanding the contents of the Mentee start-up kit</li>
<li>The contents of the Tool Kit</li>
</ol>
<p><b>Attitude</b></p>
<ol>
<li>Mentoring is about partnering</li>
<li>I can make this work, I know what I am doing</li>
</ol>
<p><b>Skills</b></p>
<ol>
<li>How to use the Mentee Start-up Kit</li>
<li>How to draw up a mentoring agreement</li>
<li>How to draft an agenda for their meetings</li>
</ol>
<p> </p>
<h3><b>Module 4: Foundation Principles of Rapport </b></h3>
<p><b>Overview</b></p>
<p><b>Duration: 140 Minutes</b></p>
<p><b>Objectives:</b></p>
<ul>
<li>Enable the mentor to create rapport with their Mentee</li>
<li>Establish a set of core principles essential to mentoring</li>
</ul>
<p><b>Learning points</b></p>
<p><b>Knowledge</b></p>
<ol>
<li>What is rapport?</li>
<li>Tools to help you built rapport</li>
<li>Essential qualities for rapport</li>
<li>The core foundation principles</li>
</ol>
<p><b>Attitude</b></p>
<ol>
<li>Respect for the other person</li>
<li>People do the nest they can</li>
</ol>
<p><b>Skills</b></p>
<ol>
<li>How to build verbal and no verbal rapport</li>
<li>Use the core principles to enhance the mentoring relationship</li>
</ol>
<p> </p>
<h3><b>Module 5: Transactional Analysis for Mentoring</b></h3>
<p><b>Overview</b></p>
<p><b>Duration: 130 Minutes</b></p>
<p><b>Objectives:</b></p>
<ul>
<li>To enable the Mentor to identify and deal with ego states</li>
<li>To enable the Mentor to identify and deal with psychological positions</li>
<li>To enable the Mentor to identify and deal with scripts and drivers</li>
</ul>
<p><b>Learning points</b></p>
<p><b>Knowledge</b></p>
<ol>
<li>The 3 main ego states</li>
<li>What these ego states manifest as</li>
<li>How the egogram works</li>
<li>The psychological positions people take and how this affects mentoring</li>
<li>The different drivers</li>
</ol>
<p><b>Attitude</b></p>
<ol>
<li>I am OK - You are OK</li>
<li>Its important to understand others</li>
</ol>
<p><b>Skills</b></p>
<ol>
<li>Move in and out of ego states appropriately</li>
<li>How to avoid being hooked into negative transactions</li>
<li>Identifying ego states, psychological positions and drivers in their Mentee</li>
<li>Dealing with the Mentee's ego states, psychological positions and drivers</li>
</ol>
<p> </p>
<h3><b>Module 6: Your Socratic Questioning Role</b></h3>
<p><b>Overview</b></p>
<p><b>Duration: 180 Minutes</b></p>
<p><b>Objectives:</b></p>
<ul>
<li>To enable the Mentor to balance inquiry and advocacy</li>
<li>To enable the mentor to ask powerful questions in their mentoring</li>
</ul>
<p><b>Learning points</b></p>
<p><b>Knowledge</b></p>
<ol>
<li>What do inquiry and advocacy entail</li>
<li>Why to ask questions</li>
<li>Building rapport with questioning</li>
<li>Types of questions</li>
<li>A questioning framework</li>
</ol>
<p><b>Attitude</b></p>
<ol>
<li>I need to ask questions and listen more than I talk</li>
<li>Questions are the most powerful development tool I have</li>
</ol>
<p><b>Skills</b></p>
<ol>
<li>Balancing inquiry and advocacy</li>
<li>How to ask questions effectively</li>
<li>Asking the 'right' questions at the right time</li>
</ol>
<p> </p>
<h3><b>Module 7: Questioning to Facilitate Change</b></h3>
<p><b>Overview</b></p>
<p><b>Duration: 60 Minutes</b></p>
<p><b>Objectives:</b></p>
<ul>
<li>To identify the key communication filters the Mentee may have in place</li>
<li>To enable the Mentor to use questions to challenge mindsets and deal with filters</li>
</ul>
<p><b>Learning points</b></p>
<p><b>Knowledge</b></p>
<ol>
<li>A communication model</li>
<li>Common filters</li>
<li>Language patterns to challenge</li>
</ol>
<p><b>Attitude</b></p>
<ol>
<li>Communication patterns can impose limits on us</li>
<li>Clarity of language and thought is essential to growth</li>
</ol>
<p><b>Skills</b></p>
<ol>
<li>Identify when filters are being used negatively</li>
<li>Questioning to deal with filters</li>
</ol>
<p> </p>
<h3><b>Module 8: Coaching the Softer Skills </b></h3>
<p><b>Overview</b></p>
<p><b>Duration: 120 Minutes</b></p>
<p><b>Objectives:</b></p>
<ul>
<li>To understand coaching in the context of mentoring</li>
<li>To build skills in coaching the softer skills the Mentee may require</li>
</ul>
<p><b>Learning points</b></p>
<p><b>Knowledge</b></p>
<ol>
<li>The coaching discussion continuum</li>
<li>Coaching behavioural framework</li>
<li>Types of difficult situations</li>
</ol>
<p><b>Attitude</b></p>
<ol>
<li>Coaching is not telling</li>
<li>Feedback is the food of champions</li>
</ol>
<p><b>Skills</b></p>
<ol>
<li>Conduct a coaching discussion</li>
<li>Handle difficult discussions  </li>
</ol>
<p></p>

In this course you will understand what mentoring is about, understand your roles in the process. Gain self-insight into your own interpersonal style and way of relating to others that may affect mentoring interactions.
3 days - 8 Modules £1,335.00 incl. VAT
Want to run this event in-house? Enquire about running this event in-house 
Interested in attending? Have a suggestion about running this event near you?
Register your interest now
Description

In this course, you will understand what mentoring is about, understand your roles in the process. Gain self-insight into your own interpersonal style and way of relating to others that may affect mentoring interactions. Learn how to start the process up effectively. Learn how to build rapport with their Mentees, deal effectively with potential pitfalls such as dependency and cloning. Use a Socratic style of questioning, use questioning to facilitate change. Coach the softer skills of leadership and EQ and assist the Mentee with career management.
 
Available as private Face to Face and virtual sessions (max 12 delegates) - £5,235 Plus VAT
 

Modules/Lessons

Module 1: The Role and Function of the Mentor
Overview
Duration: 90 Minutes
Objectives:
Clarify the company's goals and intended benefits of mentoring
Outline the fundamental principles for mentoring
Explore and clarify Mentor's role in more depth
Identify the Mentor's development responsibility
Learning points
Knowledge
Company's goals and intended benefits for mentoring
Key guiding principles
Time and investment required
Differentiation between leader - coach - mentor
The role and responsibilities of a Mentor
Attitude
Empowering
Confidence
Value-add
Skills
How to create and maintain a developmental environment
How to identify and clarify developmental priorities and objectives
How to promote confidence and self-esteem
How to create developmental opportunities
 
Module 2: Self-insight and Mastery
Overview
Duration: 180 Minutes
Objectives:
Develop Mentor's self-insight and awareness of own interpersonal style and way of relating
Raise Mentor's awareness as to how his/her style impacts on their mentoring role and relationship
Highlight potential pitfalls related to their style
Develop techniques to maximize the effectiveness of their personal style
Learning points
Knowledge 
The Map is not the territory
The helping style continuum
Mentoring style/talent
The importance of balance
The Iohari window
Personal development areas
Attitude
Continuous growth and development
Everyone has potential to grow and change
Respect for other people's maps
Skills
Appropriate usage of helping style
How to minimize mentoring style/talent pitfalls
 
Module 3: Getting Started
Overview
Duration: 120 Minutes
Objectives:
Enable the mentor to prepare effectively for their first meeting
Encourage a partnership approach to mentoring
Enable the mentor to use the Start-up kit for the Mentee effectively
Enable the Mentor to use a mentoring tool-kit appropriately
Learning points
Knowledge
The importance of the first meeting
The importance of preparation
Understanding the contents of the Mentee start-up kit
The contents of the Tool Kit
Attitude
Mentoring is about partnering
I can make this work, I know what I am doing
Skills
How to use the Mentee Start-up Kit
How to draw up a mentoring agreement
How to draft an agenda for their meetings
 
Module 4: Foundation Principles of Rapport 
Overview
Duration: 140 Minutes
Objectives:
Enable the mentor to create rapport with their Mentee
Establish a set of core principles essential to mentoring
Learning points
Knowledge
What is rapport?
Tools to help you built rapport
Essential qualities for rapport
The core foundation principles
Attitude
Respect for the other person
People do the nest they can
Skills
How to build verbal and no verbal rapport
Use the core principles to enhance the mentoring relationship
 
Module 5: Transactional Analysis for Mentoring
Overview
Duration: 130 Minutes
Objectives:
To enable the Mentor to identify and deal with ego states
To enable the Mentor to identify and deal with psychological positions
To enable the Mentor to identify and deal with scripts and drivers
Learning points
Knowledge
The 3 main ego states
What these ego states manifest as
How the egogram works
The psychological positions people take and how this affects mentoring
The different drivers
Attitude
I am OK - You are OK
Its important to understand others
Skills
Move in and out of ego states appropriately
How to avoid being hooked into negative transactions
Identifying ego states, psychological positions and drivers in their Mentee
Dealing with the Mentee's ego states, psychological positions and drivers
 
Module 6: Your Socratic Questioning Role
Overview
Duration: 180 Minutes
Objectives:
To enable the Mentor to balance inquiry and advocacy
To enable the mentor to ask powerful questions in their mentoring
Learning points
Knowledge
What do inquiry and advocacy entail
Why to ask questions
Building rapport with questioning
Types of questions
A questioning framework
Attitude
I need to ask questions and listen more than I talk
Questions are the most powerful development tool I have
Skills
Balancing inquiry and advocacy
How to ask questions effectively
Asking the 'right' questions at the right time
 
Module 7: Questioning to Facilitate Change
Overview
Duration: 60 Minutes
Objectives:
To identify the key communication filters the Mentee may have in place
To enable the Mentor to use questions to challenge mindsets and deal with filters
Learning points
Knowledge
A communication model
Common filters
Language patterns to challenge
Attitude
Communication patterns can impose limits on us
Clarity of language and thought is essential to growth
Skills
Identify when filters are being used negatively
Questioning to deal with filters
 
Module 8: Coaching the Softer Skills 
Overview
Duration: 120 Minutes
Objectives:
To understand coaching in the context of mentoring
To build skills in coaching the softer skills the Mentee may require
Learning points
Knowledge
The coaching discussion continuum
Coaching behavioural framework
Types of difficult situations
Attitude
Coaching is not telling
Feedback is the food of champions
Skills
Conduct a coaching discussion
Handle difficult discussions


Mpi Learning - Professional Learning And Development Provider

In this course you will understand what mentoring is about, understand your roles in the process. Gain self-insight into your own interpersonal style and way of relating to others that may affect mentoring interactions.

The Magic of Mentoring

General Admission

<h4>Overview</h4>
						<hr />
						<div></div>
							<p>
							</p><p>This Leadership and Management course is essential reading for anyone wanting to improve their skills and reach their potential as a team leader or manager. The course is fully interactive and prompts you to assess your own leadership or management style and then learn how to develop it further. The course covers key topics such as effective communication, the importance of managing your time well, how to build solid relationships with your team, mental fitness and taking care of your own well-being, and how to better solve workplace problems.</p>
<p>
							
							</p><div>
						
					</div>

Overview



 
This Leadership and Management course is essential reading for anyone wanting to improve their skills and reach their potential as a team leader or manager. The course is fully interactive and prompts you to assess your own leadership or management style and then learn how to develop it further. The course covers key topics such as effective communication, the importance of managing your time well, how to build solid relationships with your team, mental fitness and taking care of your own well-being, and how to better solve workplace problems.
 

Team Management and Leadership Skills

<div>
		

		<div>
			
			<p>Getting the design and implementation of your recruitment and selection process right is the first critical step to attracting great people into your business.</p>
			<div><i></i> 2 x 4 hour sessions</div>
			<div><i></i>  £534.00 incl. VAT</div>
			
			
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		<div>
			<p>Want to run this event in-house?  Enquire about running this event in-house </p>
			
		</div>

		<div>
			<p>Interested in attending? Have a suggestion about running this event near you?<br />Register your interest now</p>
			
		</div>
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        <div>
			
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		<h3>Description</h3>
		<p></p><p>This training and development course offers new and early career managers an opportunity to learn about the essentials of recruitment and selection. As we navigate an increasingly volatile and demanding employment market, it has become ever more important to promote and present our organisations in the best and most authentic way possible, if we are to attract and retain great people. Building capability in our managers to design and implement effective recruitment and selection processes that reflect what is important to us, and who we are, as organisations is an excellent starting place.</p>
<p>Through a series of interactive sessions, participants will be invited to explore the core elements needed to recruit and select effectively while also building confidence to meet the key legislative requirements placed on us as employers. They will design an end-to-end recruitment process drawing on, and sharing their own experiences. We will explore the key steps and different elements required, to enable participants to apply their learning in a practical way within their own organisations.</p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,745 Plus VAT</strong></p>
<p></p>
	
		<h3>Target Student</h3>
		<p></p><p>This session is suitable for new and early career managers who have, or will have, responsibility for recruitment and selection within their organisations.</p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><p>By the end of this course, participants will understand:</p>
<ul>
<li>the key steps in designing a recruitment and selection process</li>
<li>the basic UK employment legislative requirements</li>
<li>the core elements of effective recruitment including designing a job description and person specification</li>
<li>how to generate and attract a strong field of applicants</li>
<li>the importance recruitment and selection plays in our wider organisations.</li>
</ul>
<p></p>

Getting the design and implementation of your recruitment and selection process right is the first critical step to attracting great people into your business.
2 x 4 hour sessions £534.00 incl. VAT
Want to run this event in-house? Enquire about running this event in-house 
Interested in attending? Have a suggestion about running this event near you?
Register your interest now
Description

This training and development course offers new and early career managers an opportunity to learn about the essentials of recruitment and selection. As we navigate an increasingly volatile and demanding employment market, it has become ever more important to promote and present our organisations in the best and most authentic way possible, if we are to attract and retain great people. Building capability in our managers to design and implement effective recruitment and selection processes that reflect what is important to us, and who we are, as organisations is an excellent starting place.
Through a series of interactive sessions, participants will be invited to explore the core elements needed to recruit and select effectively while also building confidence to meet the key legislative requirements placed on us as employers. They will design an end-to-end recruitment process drawing on, and sharing their own experiences. We will explore the key steps and different elements required, to enable participants to apply their learning in a practical way within their own organisations.
Available as private Face to Face and virtual sessions (max 12 delegates) - £1,745 Plus VAT

Target Student

This session is suitable for new and early career managers who have, or will have, responsibility for recruitment and selection within their organisations.

Modules/Lessons

By the end of this course, participants will understand:
the key steps in designing a recruitment and selection process
the basic UK employment legislative requirements
the core elements of effective recruitment including designing a job description and person specification
how to generate and attract a strong field of applicants
the importance recruitment and selection plays in our wider organisations.


Getting the design and implementation of your recruitment and selection process right is the first critical step to attracting great people into your business.

Essentials of Recruitment and Selection

<div>
		

		<div>
			
			<p>Recruiting great people to our organisations is the key to high performance and sustainable business success.</p>
			<div><i></i> 2 x 4 hour sessions</div>
			<div><i></i>  £358.80 incl. VAT</div>
			
			
		</div>
	</div>

	

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	</div>

	

    <div>

		
		 
		

		<div></div>

		<div>
			<p>Want to run this event in-house?  Enquire about running this event in-house </p>
			
		</div>

		<div>
			<p>Interested in attending? Have a suggestion about running this event near you?<br />Register your interest now</p>
			
		</div>
	</div>
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        <div>
			
		</div>
				

	
		<h3>Description</h3>
		<p></p><p>Recruiting great people who not only meet our organisation's needs but also uphold our core values and beliefs has become increasingly important as we navigate the volatility of the post-pandemic employment market. As costs continue to rise, and we experience challenging times in retaining great people, the pressure is on to ensure we recruit those people who offer best fit with our organisations. This training and development course is aimed at early career leaders and managers responsible for recruitment and selection for their departments and teams. It is designed to stimulate and challenge our thinking about how to recruit great people who will, not only meet the needs of the job role, but fit with, and make a valuable contribution to, the wider organisation.</p>
<p></p>
	
		<h3>Target Student</h3>
		<p></p><p>This session is suitable for early careers leaders and managers who have, or will have, responsibility for recruitment and selection in their teams/departments.</p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><p>By the end of this course, participants will understand:</p>
<ul>
<li>the importance of designing effective, authentic recruitment and selection processes</li>
<li>how to ensure these processes reflect organisational values</li>
<li>how to design selection processes that better assess values fit with the organisation</li>
<li>how to make recruitment and selection both meaningful and inclusive</li>
<li>how to attract, and get the very best from, the strongest applicants</li>
</ul>
<p></p>

Recruiting great people to our organisations is the key to high performance and sustainable business success.
2 x 4 hour sessions £358.80 incl. VAT
Want to run this event in-house? Enquire about running this event in-house 
Interested in attending? Have a suggestion about running this event near you?
Register your interest now
Description

Recruiting great people who not only meet our organisation's needs but also uphold our core values and beliefs has become increasingly important as we navigate the volatility of the post-pandemic employment market. As costs continue to rise, and we experience challenging times in retaining great people, the pressure is on to ensure we recruit those people who offer best fit with our organisations. This training and development course is aimed at early career leaders and managers responsible for recruitment and selection for their departments and teams. It is designed to stimulate and challenge our thinking about how to recruit great people who will, not only meet the needs of the job role, but fit with, and make a valuable contribution to, the wider organisation.

Target Student

This session is suitable for early careers leaders and managers who have, or will have, responsibility for recruitment and selection in their teams/departments.

Modules/Lessons

By the end of this course, participants will understand:
the importance of designing effective, authentic recruitment and selection processes
how to ensure these processes reflect organisational values
how to design selection processes that better assess values fit with the organisation
how to make recruitment and selection both meaningful and inclusive
how to attract, and get the very best from, the strongest applicants


Recruiting great people to our organisations is the key to high performance and sustainable business success.

Values Based Recruitment

<div>
		

		<div>
			
			<p>This is suitable for anyone managing teams or looking to manage teams in the future. Using the participants own experiences we will look at what drives team effectiveness and the traits of High Performing Teams.</p>
			<div><i></i> 1 Day</div>
			<div><i></i>  £445.00 incl. VAT</div>
			
			
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		<div>
			<p>Want to run this event in-house?  Enquire about running this event in-house </p>
			
		</div>

		<div>
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		</div>
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	<div></div>
	
		
        <div>
			
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		<h3>Description</h3>
		<p></p><h4>Think back to a time when you were part of a great team, in or out of work. It was likely to be a place where you felt you belonged, somewhere you enjoyed going to and that charged you with energy; you were probably encouraged to achieve goals beyond what you thought was possible. It was fun, perhaps even exciting.</h4>
<h4>Now think about the opposite. Maybe a team where conflict was rife, a place where people are afraid to speak openly and honestly. Work is stressful, the business is failing and your customers are unhappy. You were probably actively on the lookout for something better.<p></p>
<p>You may have experienced both scenarios or neither. But we can probably predict which scenario you preferred. An effective team doesn't come into existence by accident. There are lots of things you can do to make your team a high-performing one.</p>
<p>It begins with clearly defined roles for your team members that will help keep them on track and achieve their targets. Observing them at work will identify their strengths and weaknesses, which will enable you to match training to their learning styles and get involved in their learning by coaching them.</p></h4>
<h4>You can also help your team members get to know one another better and build trust with team activities. Help to develop their skills and experience by delegating some of your tasks, and by ensuring that everyone can take on tasks by cross-training them in one another's roles.</h4>
<p> </p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,745 Plus VAT</strong></p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><h3>Duration</h3>
<h4>1 Day</h4>
<h3>Course Objectives</h3>
<p>By the end of this course, delegates will be able to:</p>
<ul>
<li>Explain the benefits of developing and maintaining effective team working.</li>
<li>Describe the key characteristics and behaviours of a High Performing Team</li>
<li>Know the stages of team development and the challenges of each</li>
<li>Be able to apply a range of strategies to create, develop and motivate a team</li>
<li>Discover ways of working with emotional intelligence that lead to better outcomes with the people that you are responsible for</li>
<li>Have strategies to deal with conflict within the team</li>
<li>Identify team and individual behaviours necessary to work effectively</li>
<li>Analyse the development stages of their own teams</li>
<li>Define the 5 Dysfunctions of a Team</li>
<li>Develop an action plan to move their teams towards high performance</li>
</ul>
<h3>Who Should Attend?</h3>
<p>This session is suitable for anyone managing teams or looking to manage teams in the future.</p>
<h3>Content</h3>
<ul>
<li>Building Trust and Respect</li>
<li>Stages of Team Development</li>
<li>Developing a high performing team:<br />-      Characteristics<br />-      Maintenance<br />-      Causes of low performance</li>
<li>Creating a culture of collaboration</li>
<li>Why teams fail (5 dysfunctions)</li>
<li>Effective Team Communications Activity</li>
<li>Understanding people: Unlocking potential</li>
<li>Action planning</li>
</ul>
<p>Trust and respect are essential within teams. Without them, teams just won't work. Trusting someone means that you know you can rely on them. Respecting someone means that you can rely on their ability and knowledge. Trust and respect go hand in hand. After all, you can't trust someone you don't respect.</p>
<p>Teams that don't gel become fragmented. Conflict and division can arise and relationships can break down. Team cohesion can make or break an organisation and managing an unhappy team can be timely. A team that is fragmented can mean the customer or stakeholder loses out, vital information is missed and ideas don't develop.</p>
<p>A happy, motivated team, working together with a shared vision and a clear direction, however, will be more productive, creative and innovative. Happy teams record less absenteeism, give more discretionary effort and are more likely to remain loyal, working for you and your organisation. Not everyone will always get on, but understanding each other and celebrating strengths and differences is more desirable and productive than division.</p>
<p></p>

This is suitable for anyone managing teams or looking to manage teams in the future. Using the participants own experiences we will look at what drives team effectiveness and the traits of High Performing Teams.
1 Day £445.00 incl. VAT
Want to run this event in-house? Enquire about running this event in-house 
Interested in attending? Have a suggestion about running this event near you?
Register your interest now
Description

Think back to a time when you were part of a great team, in or out of work. It was likely to be a place where you felt you belonged, somewhere you enjoyed going to and that charged you with energy; you were probably encouraged to achieve goals beyond what you thought was possible. It was fun, perhaps even exciting.
Now think about the opposite. Maybe a team where conflict was rife, a place where people are afraid to speak openly and honestly. Work is stressful, the business is failing and your customers are unhappy. You were probably actively on the lookout for something better.

You may have experienced both scenarios or neither. But we can probably predict which scenario you preferred. An effective team doesn't come into existence by accident. There are lots of things you can do to make your team a high-performing one.
It begins with clearly defined roles for your team members that will help keep them on track and achieve their targets. Observing them at work will identify their strengths and weaknesses, which will enable you to match training to their learning styles and get involved in their learning by coaching them.
You can also help your team members get to know one another better and build trust with team activities. Help to develop their skills and experience by delegating some of your tasks, and by ensuring that everyone can take on tasks by cross-training them in one another's roles.
 
Available as private Face to Face and virtual sessions (max 12 delegates) - £1,745 Plus VAT

Modules/Lessons

Duration
1 Day
Course Objectives
By the end of this course, delegates will be able to:
Explain the benefits of developing and maintaining effective team working.
Describe the key characteristics and behaviours of a High Performing Team
Know the stages of team development and the challenges of each
Be able to apply a range of strategies to create, develop and motivate a team
Discover ways of working with emotional intelligence that lead to better outcomes with the people that you are responsible for
Have strategies to deal with conflict within the team
Identify team and individual behaviours necessary to work effectively
Analyse the development stages of their own teams
Define the 5 Dysfunctions of a Team
Develop an action plan to move their teams towards high performance
Who Should Attend?
This session is suitable for anyone managing teams or looking to manage teams in the future.
Content
Building Trust and Respect
Stages of Team Development
Developing a high performing team:
- Characteristics
- Maintenance
- Causes of low performance
Creating a culture of collaboration
Why teams fail (5 dysfunctions)
Effective Team Communications Activity
Understanding people: Unlocking potential
Action planning
Trust and respect are essential within teams. Without them, teams just won't work. Trusting someone means that you know you can rely on them. Respecting someone means that you can rely on their ability and knowledge. Trust and respect go hand in hand. After all, you can't trust someone you don't respect.
Teams that don't gel become fragmented. Conflict and division can arise and relationships can break down. Team cohesion can make or break an organisation and managing an unhappy team can be timely. A team that is fragmented can mean the customer or stakeholder loses out, vital information is missed and ideas don't develop.
A happy, motivated team, working together with a shared vision and a clear direction, however, will be more productive, creative and innovative. Happy teams record less absenteeism, give more discretionary effort and are more likely to remain loyal, working for you and your organisation. Not everyone will always get on, but understanding each other and celebrating strengths and differences is more desirable and productive than division.


This is suitable for anyone managing teams or looking to manage teams in the future. Using the participants own experiences we will look at what drives team effectiveness and the traits of High Performing Teams.

Building Great Teams

<div>
		

		<div>
			
			<p>Remote working is on the increase. However, managing a remote team is not always the same as managing a traditional, single-site office-based team. </p>
			<div><i></i> 2 Hours</div>
			<div><i></i>  £378.00 incl. VAT</div>
			
			
		</div>
	</div>

	

	<div id="filters">
		
		
	</div>

	

    <div>

		
		 
		

		<div></div>

		<div>
			<p>Want to run this event in-house?  Enquire about running this event in-house </p>
			
		</div>

		<div>
			<p>Interested in attending? Have a suggestion about running this event near you?<br />Register your interest now</p>
			
		</div>
	</div>
	<div></div>
	
		
        <div>
			
		</div>
				

	
		<h3>Description</h3>
		<p></p><p>Remote working is on the increase. However, managing a remote team is not always the same as managing a traditional, single-site office-based team and it poses a variety of operational and logistical challenges for both managers and remote workers themselves. There are also potential problems related to trust, time management, motivation and feelings of isolation and lack of connectedness from both manager and employee sides.</p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305  Plus VAT</strong></p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><p><strong>Outcomes: </strong></p>
<ul>
<li>Establish a framework within which to lead and manage Remote Workers and Teams</li>
<li>Discuss the challenges of Remote Working and the needs of individuals</li>
<li>List the effective behaviours required for leading and managing Remote Teams</li>
<li>Describe a number of techniques to manage and communicate with Remote Team members</li>
</ul>
<p><strong>Content:</strong></p>
<ul>
<li>Collaboration in the Office</li>
<li>Understanding the need for Leadership rather than Management</li>
<li>'Remote Requires a Different Skillset'</li>
<li>Additional Considerations</li>
<li>Communicating Remotely</li>
<li>The Importance of Trust</li>
<li>Seven Competencies of an Effective (Remote) Leader</li>
</ul>
<p><strong>Modules:</strong></p>
<p><strong>Introduction to Remote Management</strong></p>
<ul>
<li>Trends in working practice</li>
<li>Collaboration in the office</li>
<li>Communication and distance</li>
</ul>
<p><strong>Remote requires a different skillset</strong></p>
<ul>
<li>You have to Lead rather than Manage</li>
<li>Communicating Remotely</li>
<li>The Importance of Trust - Blanchard's ABCD Model of Trust</li>
<li>The Seven Competencies of an Effective (Remote) Leader</li>
</ul>
<p></p>

Remote working is on the increase. However, managing a remote team is not always the same as managing a traditional, single-site office-based team. 
2 Hours £378.00 incl. VAT
Want to run this event in-house? Enquire about running this event in-house 
Interested in attending? Have a suggestion about running this event near you?
Register your interest now
Description

Remote working is on the increase. However, managing a remote team is not always the same as managing a traditional, single-site office-based team and it poses a variety of operational and logistical challenges for both managers and remote workers themselves. There are also potential problems related to trust, time management, motivation and feelings of isolation and lack of connectedness from both manager and employee sides.
Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305 Plus VAT

Modules/Lessons

Outcomes: 
Establish a framework within which to lead and manage Remote Workers and Teams
Discuss the challenges of Remote Working and the needs of individuals
List the effective behaviours required for leading and managing Remote Teams
Describe a number of techniques to manage and communicate with Remote Team members
Content:
Collaboration in the Office
Understanding the need for Leadership rather than Management
'Remote Requires a Different Skillset'
Additional Considerations
Communicating Remotely
The Importance of Trust
Seven Competencies of an Effective (Remote) Leader
Modules:
Introduction to Remote Management
Trends in working practice
Collaboration in the office
Communication and distance
Remote requires a different skillset
You have to Lead rather than Manage
Communicating Remotely
The Importance of Trust - Blanchard's ABCD Model of Trust
The Seven Competencies of an Effective (Remote) Leader


Remote working is on the increase. However, managing a remote team is not always the same as managing a traditional, single-site office-based team.

Managing Remote Teams

<div>
		

		<div>
			
			<p>If you run a small, tight-knit team, this course is tailored to help you get the most from the group.</p>
			<div><i></i> 4 Hours</div>
			<div><i></i>  £378.00 incl. VAT</div>
			
			
		</div>
	</div>

	

	<div id="filters">
		
		
	</div>

	

    <div>

		
		 
		

		<div></div>

		<div>
			<p>Want to run this event in-house?  Enquire about running this event in-house </p>
			
		</div>

		<div>
			<p>Interested in attending? Have a suggestion about running this event near you?<br />Register your interest now</p>
			
		</div>
	</div>
	<div></div>
	
		
        <div>
			
		</div>
				

	
		<h3>Description</h3>
		<p></p><p>Is the small team you lead really high 'High Performing'?  Could it actually do better?  Do its members cooperate so perfectly that their total output can be considered outstanding and far exceed the sum of its individual components?</p>
<p>Leading a small team can be tough. When asked, most leaders of small teams will first say that their team is fantastic but, push a bit harder, and it usually becomes clear that there are discordant notes.  Alice doesn't trust Bob.  Ahmed has financial worries and has been off-form at work for three weeks.  Janice is unhappy and no one knows why.</p>
<p>This short course discusses the dynamics of leading a small team and how, with the right approach, a leader can take it to High Performing Status</p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305 Plus VAT</strong></p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><p><strong>Module 1: The Theory</strong></p>
<ul>
<li>Thinking about small teams and their output.</li>
<li>The characteristics of a High Performing team.</li>
<li>Leadership styles; how do I match 'me' to 'them'?</li>
<li>Differences between leading small teams and large organisations.</li>
</ul>
<p><strong>Module 2: Making it Happen</strong></p>
<ul>
<li>Examples and work cases.</li>
<li>Applying the theory in my world.</li>
</ul>
<p><strong>Why now?</strong></p>
<p>If you run a small, tight-knit team, this course is tailored to help you get the most from the group.<br />If you aspire to move on and expand your authority to lead larger groups of people, this course will help you see how you need to develop your style in preparation for your new leadership role.</p>
<p>Finally, if you are already in charge of a large group and are wondering why it seems so different from your earlier experiences, the course will help you understand how to adapt to the new challenge and how to develop the junior leaders below you.</p>
<p>Benefits?</p>
<ul>
<li>Make your small team 'High Performing'.</li>
<li>Help your junior leaders develop and grow.</li>
</ul>
<p>How?</p>
<ul>
<li>What is a High Performing Small Team?</li>
<li>Why do some Small Teams succeed and others fail?</li>
<li>What are the characteristics of a High Performing Team?</li>
<li>What types of leadership are best suited to achieving High Performance Status?</li>
<li>How can I adapt these ideas and theories to my real world leadership problem?</li>
<li>How do I take my Small Team leadership success and apply it to larger organisations?</li>
</ul>
<p></p>

If you run a small, tight-knit team, this course is tailored to help you get the most from the group.
4 Hours £378.00 incl. VAT
Want to run this event in-house? Enquire about running this event in-house 
Interested in attending? Have a suggestion about running this event near you?
Register your interest now
Description

Is the small team you lead really high 'High Performing'? Could it actually do better? Do its members cooperate so perfectly that their total output can be considered outstanding and far exceed the sum of its individual components?
Leading a small team can be tough. When asked, most leaders of small teams will first say that their team is fantastic but, push a bit harder, and it usually becomes clear that there are discordant notes. Alice doesn't trust Bob. Ahmed has financial worries and has been off-form at work for three weeks. Janice is unhappy and no one knows why.
This short course discusses the dynamics of leading a small team and how, with the right approach, a leader can take it to High Performing Status
Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305 Plus VAT

Modules/Lessons

Module 1: The Theory
Thinking about small teams and their output.
The characteristics of a High Performing team.
Leadership styles; how do I match 'me' to 'them'?
Differences between leading small teams and large organisations.
Module 2: Making it Happen
Examples and work cases.
Applying the theory in my world.
Why now?
If you run a small, tight-knit team, this course is tailored to help you get the most from the group.
If you aspire to move on and expand your authority to lead larger groups of people, this course will help you see how you need to develop your style in preparation for your new leadership role.
Finally, if you are already in charge of a large group and are wondering why it seems so different from your earlier experiences, the course will help you understand how to adapt to the new challenge and how to develop the junior leaders below you.
Benefits?
Make your small team 'High Performing'.
Help your junior leaders develop and grow.
How?
What is a High Performing Small Team?
Why do some Small Teams succeed and others fail?
What are the characteristics of a High Performing Team?
What types of leadership are best suited to achieving High Performance Status?
How can I adapt these ideas and theories to my real world leadership problem?
How do I take my Small Team leadership success and apply it to larger organisations?


If you run a small, tight-knit team, this course is tailored to help you get the most from the group.

Small Team Leadership

<div>
		

		<div>
			
			<p>Organisations are essentially about people working together and yet so often they fail to capitalise upon the full potential of this.
</p>
			<div><i></i> 2 Hours</div>
			<div><i></i>  £378.00 incl. VAT</div>
			
			
		</div>
	</div>

	

	<div id="filters">
		
		
	</div>

	

    <div>

		
		 
		

		<div></div>

		<div>
			<p>Want to run this event in-house?  Enquire about running this event in-house </p>
			
		</div>

		<div>
			<p>Interested in attending? Have a suggestion about running this event near you?<br />Register your interest now</p>
			
		</div>
	</div>
	<div></div>
	
		
        <div>
			
		</div>
				

	
		<h3>Description</h3>
		<p></p><p>Organisations are essentially about people working together and yet so often they fail to capitalise upon the full potential of this. A team can accomplish much more than the sum of its individual members and yet frequently groups of people are seen to achieve less than could have been accomplished by the individual members working alone.</p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305  Plus VAT</strong></p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><p><strong>Outcomes: </strong></p>
<ul>
<li>List the stages of team development</li>
<li>Describe how your behaviour as a Leader impacts on the team</li>
<li>Explain the benefits of utilising the individual strengths of team members</li>
<li>Be able to apply lessons from outside a business environment to make your team more effective</li>
</ul>
<p><strong>Content:</strong></p>
<ul>
<li>The difference between a group and a team</li>
<li>Definition of a Team</li>
<li>Tuckman's Stages of Team Development</li>
<li>What makes a winning sports team?</li>
<li>How High Performing Teams win</li>
<li>The PERFORM acronym</li>
<li>Horizontal and Vertical Teams</li>
<li>Understanding individual behaviour in teams</li>
<li>The Red Arrows</li>
<li>CORE and Marginal Gains</li>
<li>'Teamship'</li>
</ul>
<p><strong>Modules:</strong></p>
<p><strong>Definition of a team</strong></p>
<ul>
<li>Are a group and a team the same thing?</li>
<li>What is a team?</li>
<li>Team Development - how to lead your team through the four stages</li>
</ul>
<p><strong>What business and sport can learn from each other</strong></p>
<ul>
<li>What makes a winning sports team?</li>
<li>How High Performing Teams Win</li>
<li>The PERFORM acronym (outlined in 'The One Minute Manager Builds High Performing Teams by Ken Blanchard)</li>
<li>The Red Arrows</li>
<li>CORE, Marginal Gains and the concept of 'Teamship'</li>
</ul>
<p><strong>How many teams are you in?</strong></p>
<ul>
<li>Horizontal and Vertical Teams</li>
<li>The Margerison-McCann Team Management Wheel - we all play two roles in a team: technical and behavioural</li>
</ul>
<p></p>

Organisations are essentially about people working together and yet so often they fail to capitalise upon the full potential of this.

2 Hours £378.00 incl. VAT
Want to run this event in-house? Enquire about running this event in-house 
Interested in attending? Have a suggestion about running this event near you?
Register your interest now
Description

Organisations are essentially about people working together and yet so often they fail to capitalise upon the full potential of this. A team can accomplish much more than the sum of its individual members and yet frequently groups of people are seen to achieve less than could have been accomplished by the individual members working alone.
Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305 Plus VAT

Modules/Lessons

Outcomes: 
List the stages of team development
Describe how your behaviour as a Leader impacts on the team
Explain the benefits of utilising the individual strengths of team members
Be able to apply lessons from outside a business environment to make your team more effective
Content:
The difference between a group and a team
Definition of a Team
Tuckman's Stages of Team Development
What makes a winning sports team?
How High Performing Teams win
The PERFORM acronym
Horizontal and Vertical Teams
Understanding individual behaviour in teams
The Red Arrows
CORE and Marginal Gains
'Teamship'
Modules:
Definition of a team
Are a group and a team the same thing?
What is a team?
Team Development - how to lead your team through the four stages
What business and sport can learn from each other
What makes a winning sports team?
How High Performing Teams Win
The PERFORM acronym (outlined in 'The One Minute Manager Builds High Performing Teams by Ken Blanchard)
The Red Arrows
CORE, Marginal Gains and the concept of 'Teamship'
How many teams are you in?
Horizontal and Vertical Teams
The Margerison-McCann Team Management Wheel - we all play two roles in a team: technical and behavioural


Organisations are essentially about people working together and yet so often they fail to capitalise upon the full potential of this.

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