2553 Courses in London

Our Team Building Programmes are 'simply excellent' (quote from Unilever). They always deliver much greater energy' motivation and efficiently accelerates to a galvanised, integrated team for their Manager/Team Leader. They're great fun and very commercially orientated - the best of both key elements to a successful and long-lasting high performance team. A successful company is always made up of successful teams. Teams that can work autonomously with a clearly defined set of goals, roles, vision, responsibility and culture will always reach for and achieve far greater success than a team that works just as a group of individuals. Our team building solutions are individually built and geared towards teams at any level within an organisation, providing an independent and objective perspective to promote a common purpose such as the creation of a 'high performance team'. Out With The Old Traditionally, team building events have been restricted to certain levels of management where they head off site for a bit of archery, quad biking and paintballing or something along those lines. Then over some coffee and cocktails, business plans and more efficient ways to work are casually discussed. Whilst being out having fun instead of being at work may improve an individual person's mood, the effect will only be short-term, and will not go far in creating permanent and cohesive teams who are able to overcome challenges together and drive the business forward when back in the workplace. In With The New Today's business thinking is more strategic and certainly has to look for returns on the investment. That is why Dickson Training Ltd's team building programmes are bespoke and built to your requirements through research, understanding your business and, most importantly, what results and achievements you are looking to get out of the programme. Once "what success looks like" has been established, we create tasks and activities that will test your leadership, problem solving, communication and team work skills. When the tasks have been completed, the learning - both practical and theory - is debriefed to the group as well as how it will translate back in your business. Not only are our events great fun, but they provide participants with learning points they can act upon to improve or enhance the working practices/environment. Team Building That Gets Results We have a highly innovative team who design team builds to suit all budgets and time or space restrictions. Large or small, we will develop the perfect event to meet your commercial objectives, keeping in line with your values and company culture. More recently we have combined team galvanising events with ways to engage the participants with and support their local communities. This solution has proved extremely popular with our clients and we are continuing to develop more and more programmes doing exactly this. " Phil did everything in a very professional and focused manner, without losing sight of the overall aims or having 'fun'. When I moved to Airbus UK and subsequently European Aeronautic Defense and Space Company (EADS), I had no hesitation in recommending Phil and the team to deliver the required training and team events.  Without doubt Phil and his team are excellent providers of training, to suit even bespoke requirements, and I would not hesitate in recommending the team to any business in the future. " Glenn Brown, Systems & Expertise Manager, Airbus Personnel Service Augmented Skills – an Essay by Phil Dickson All of you, who are reading this, and all the people you meet and work with will have – ‘Augmented Skills’. So – if you are an IT Engineer or a Pharmacist; perhaps you are, or know, a Departmental Leader and you work with a Logistics Project Manager; these roles will demand core skills, whether they be technical know-how or qualifications in the discipline. But to be that bit better; more reliable; more effective & productive and therefore more valuable and, frankly, marketable – capitalizing on ‘Augment Skills’ comes into play. The I T Engineer who was a Chess Champion at Uni, which would indicate that they possess some key ‘Augmented skills’ including how they plan 3 steps ahead and are always prepared for the unexpected. The Pharmacist, who is a keen sportsperson in their private life, will likely be tenacious, team-orientated and disciplined – again these are superb qualities to have in this – or any – role. Your colleagues, as well as yourself, will have ‘Augmented Skills’ that will be an asset if only they are explored and applied to their role and indeed, career. Everyone has their own 'Super-power' If they love gardening, they are probably strategic, patient and inclined to research; if they cook or bake, they are usually well organized and comfortable with multi-tasking. A big reader will tend to be considered and possess good critical thinking faculties, and an amateur mechanic or keen DIY person will often be practical, resourceful and very determined. I have observed that many new Parents discover they have ‘Augmented Skills’ they didn’t know they had... such as getting order out of chaos and displaying industrial amounts of patience and good grace when they really do not feel like it. They very often become far more compassionate and empathetic. Most people have their very own ‘Superpower’. Invite your team members to offer their ‘Augmented Skills’ to your work-place – and just watch as it elevates the motivation levels and improves results. It’ll be very rewarding for all concerned – and for meeting the Team’s objectives, to encourage the person who is a talented artist to be a sounding board on some of the marketing imagery and layouts; for the team member who is great at Maths or resolving crosswords to be asked for their input to solving a problem that is causing logistical or operational headaches. Never exploit a Team member’s unique special skills at their expense I would like to stress, however, that it must never be an area where a team member gets exploited by harvesting their unique special skills to coerce them into taking on greater responsibilities and tasks without providing them with the commensurate salary and status. To do so would be immoral and, ultimately, counter-productive as it would lead to resentment and disenfranchisement. This is about encouraging people’s capability and inviting their input to boost confidence and enhance the team’s capability. Often, we need to be more than what our Job Description says It is also important to highlight that whatever a person’s role or function is – they will definitely need to have additional capabilities to be effective. The best example of this is when we designed and delivered a range of ‘Advanced Customer Care skills’ training sessions for the Met Office a few years ago…we met so many remarkably super-bright Meteorologists, many of whom were having to make significant adjustments to answering questions from Customers that seemed to be illogical and often, obtuse. It wasn’t enough for these Meteorologists to be highly skilled at interpreting data and identifying patterns – they needed ‘Augmented skills’ to make that information accessible to members of the public (and Council workers and Air Traffic controllers and Shipping agents) and many other people, as to what that particular weather system was going to be like in their area and at what time. They have to know how to ‘de-jargonise’ the material and provide succinct, clear, and yet temperate, descriptions without ever appearing exasperated, impatient or judgmental in response to sometimes quite silly questions. For a highly trained scientist – that can be counter-intuitive. Being Philosophical... and a wee bit pretentious At the risk of being a little Philosophical (and probably a wee bit pretentious) – in my own role of Trainer – my core skills have to include – being a very good communicator, an active listener and have innovative and engaging ways to convert an idea, or a model, into practical application that my Delegates and Clients gain tangible benefits from. This is how it applies to me... I really enjoy composing short, light classical-style piano pieces. Now, to do this well, you need to be able to find a transition from one chord or melody to a different theme or key. It has to be worked out very carefully to have incremental transitions and pleasant-sounding developments as the piece unfolds. I think I have become better at this as I have honed my skills as a composer. But I have realized that these very same skills have ‘Augmented’ my ability to help a Manager, or a Team, move from a state of conflict; tension; disfunction; disenfranchisement; lack of confidence to a place that is more harmonious with far greater productivity. The very same process of careful listening, considering options, taking well-considered steps, having a creative, sometimes brave, move towards a resolution are at play in both Training and Piano Compositions! Scheduled Courses Unfortunately this course is not one that is currently scheduled as an open course, and is only available on an in-house basis. Please contact us for more information.

REFERENCE CODE 603/2369/3 COURSE LEVEL NVQ Level 2 THIS COURSE IS AVAILABLE IN Course Overview This qualification is aimed at those who have responsibility for sorting, storing and removing non-hazardous wastes related to Construction work. Examples of the types of non-hazardous wastes covered by this qualification include rubble, timber, metal, cardboard or paper, plastics, fabrics and glass. All work must be completed following Industry recognized Safe Working Practices and in accordance with relevant legislation. This qualification is at Level 2, although some units may be at different levels and should be taken by those who are fully trained to deal with routine assignments. Candidates should require minimum supervision in undertaking the job. The qualification has been developed in a way to allow employees from companies of all sizes and specialisms equal opportunity to complete.

REFERENCE CODE 603/4460/X COURSE LEVEL NVQ Level 2 THIS COURSE IS AVAILABLE IN Course Overview The Level 2 NVQ Diploma in Specialist Concrete Occupations (Construction) -Concrete drilling and sawing qualification has been developed for achievement in a real workplace environment which means you need to be employed to undertake this qualification. This qualification enables you, the learner, to demonstrate and recognise your skills, knowledge and understanding and to demonstrate your competence in a real workplace environment so you can work in Specialist Concrete Occupations. Not all individuals will carry out exactly the same tasks so there are 3 pathways, these allow achievement in Concrete Drilling, Concrete Sawing and Concrete Drilling & Sawing. You will be assessed against a set of performance and knowledge statements which have been derived from National Occupational Standards for your occupational area. You will be assessed by an occupationally competent and qualified assessor whose job is to work with you and help you complete your qualification. The qualification consists of 4 mandatory units with a total credit value of 20 credits, in addition to these candidates must achieve the required credits from the chosen pathway.

Database Design and Data Normalization Course Summary Relational Databases & Data Normalisation Overview Training Courses London. Learn how to decide which tables and columns are required for a database, plan relationships, how to decide on data types and how to relate tables. Database Design and Data Normalization Course Description Session 1: Introduction to Relational Databases The Database Approach Database Management Systems The function of a Database Management System The Processing Architecture The Schema Architecture The Storage Architecture An overview of Database System Development An overview of general database principles Session 2: Conceptual Data Models Overview of Entity Models Entities and how to identify them Attributes and how to identify them Relationships and their qualities Building an Entity Relationship Diagram Resolving many-to-many relationships Sub-type and Super-type Relationships Arc Relationships Recursive Relationships Constraints and Assumptions Normalization to the First Normal Form (1NF) Normalization to the Second Normal Form (2NF) Normalization to the Third Normal Form (3NF) Exercises: Analyzing a specification Creating an Entity Relationship Diagram from it Session 3: The Relational Model Relational Structure Relational Terminology Domains A Relational schema Candidate keys and Primary Keys Foreign Keys Key Constraints Attribute Constraints Implementing Sub-type/Super-type Relationships Views Denormalization using Pre-joined Tables Denormalization using Derived Data An Introduction to Structured Query Language (SQL) Simple Queries Simple Updates of the Data Included in the Database Design and Data Normalization Courses: Database Design and Data Normalization Course Certificate on completion Database Design and Data Normalization Course Manual Practical Database Design and Data Normalization Course exercises, Database Course Homework / Database Course Revision work After the course, 1 free session for questions online Database Course via Gotomeeting.com. Max group size, online and in classroom, on this Database Course is 4.

The aim of this course is to provide an overview of the key principles and techniques for leading and managing project work. It will focus on the core principles and generic methods of project management, showing how these can be applied to typical projects. The scope of the programme includes: The course also emphasises the importance of the leadership and team-working skills needed by project managers and team members in carrying out their roles. The principal training objectives for this programme are to: Explain and demonstrate the key principles of successful project management Demonstrate a range of useful project management tools and techniques Define the role of, and help participants understand the skills required by, the project leader Illustrate the use of project skills through examples and case studies Identify ways to improve project management, both individually and corporately DAY ONE 1 Introduction (Course sponsor) Why this programme has been developed Review of participants' needs and objectives 2 Key concepts and requirements for success Projects and project management Lessons from past projects; the essential requirements for success Differences between projects; characteristic project life cycles The challenges of project management; the role of the project manager Project exerciseA team exercise to demonstrate the challenges of project management 3 Defining project objectives and scope Identifying the stakeholders; key roles and responsibilities Getting organised; managing the definition process Working with the 'customer' to define the project scope 4 Project case study: part 1 Defining the project objectives: syndicate teams define the objectives and scope for a typical project 5 Project planning The nature of planning; recognising planning assumptions Planning the plan; the importance of team involvement Developing the work breakdown structure Estimating task resources, timescales and costs Developing the project schedule Analysing the plan and identifying the critical path 6 Project case study: part 2 Creating the project plan Syndicate teams begin development of their project plans (for completion after session 7) Team presentations and group discussion (after session 7) DAY TWO 7 Managing project risks Understanding and defining project risks Classifying risks and adopting an appropriate risk strategy Identifying, evaluating and managing project risks Agreeing ownership of project risks; the risk register Integrating planning and risk management 8 Project control Pro-active and re-active control; striking the right balance Pre-requisites for effective, pro-active project control Avoiding unnecessary 'scope creep' and controlling change Selecting the data needed to provide early warning of problems Monitoring project performance: 'S' curves, slip charts, earned value Getting good data and assessing project status Defining the roles and responsibilities for control Setting up a routine process for keeping up to date Managing and controlling multiple projects 9 Project case study: part 3 Controlling the project Teams control their project as new developments take place 10 Course review and transfer planning (Course sponsor present) Identify actions to be implemented individually Identify corporate opportunities for improving project management Sponsor-led review and discussion of proposals Conclusion

Agile project management, already widely used for software development, is increasingly recognised as having much more general application. Continuous improvement programmes, business change projects, new technology development, research and development and a variety of other scenarios characterised by rapid change and high uncertainty can all benefit from an Agile approach. This programme presents the concepts and methods of Agile project management, and shows how to apply them to a range of project and change management situations. Participants will learn: how Agile project management can help with project and change management the 4 values and 12 principles of the Agile 'manifesto' and the range of Agile methodologies how to apply Agile project management methods and techniques in a range of project scenarios alternative Agile project management methods and how they can be applied and adapted what makes Agile project teams succeed the key roles and responsibilities needed to enable Agile project teams to work effectively how to encourage an Agile mindset within their organisation and how to move toward an Agile approach to managing projects 1 Introduction to Agile project management Overview of 'classical' project management and methodologies The link between project success and management performance Limitations of classical approaches and the need for Agile methods The 4 values and 12 principles of the Agile manifesto explained Agile project management values:Individuals and interactions over processes and toolsWorking outputs over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan The cultural challenges of using Agile project management Choosing when and how to adopt Agile project management 2 Initiating a project using Agile project management Some key Agile methodologies explained: SCRUM, XP, Crystal Identifying and engaging project stakeholders; defining roles and responsibilities Setting the project vision and goals; defining project scope The Agile approach to requirements capture and elicitation of needs Tools and techniques for capturing and characterising requirements The role of documentation, reporting and process management 3 The Agile approach to definition and planning Understanding Agile planning; the 'planning onion' concept Developing the culture needed for collaborative involvement and iterative planning Defining project deliverables; the 'product backlog' concept Tools and techniques for defining and prioritising requirements in Agile projects Understanding and applying Agile estimating techniques Dealing with uncertainty and managing risks 4 The Agile approach to execution and delivery The results orientated, fast adapting culture of Agile teams The monthly 'Sprint' process for project planning and review The disciplines needed for effective daily SCRUM meetings Reviewing progress, managing change and project reporting Testing, completing and handing over of work packages Managing the interface between the project team and the business 5 Leadership and teamwork in Agile project teams Why Agile teams are different: the importance of individuals and interactions The skills and attributes needed to lead an Agile project team The challenges faced and skills needed by Agile team members Recognising team development needs; adopting the right leadership style Making the transition from project manager to Agile coach Key coaching skills explored: mentoring, facilitating, managing conflict

Join us for a day of discussions and insights on EDI and the Six Stages Framework at our in-person event on June 28, 2024!     THE EDI ROUNDTABLE & SIX STAGES FRAMEWORK CONFERENCE 2024 Navigating & Challenging Everyday Racism and Discriminations. Embedding EDI into your Workplace & Schools Frameworks for Measuring Impact & Progress   Don't miss out on our Annual trailblazing event! Our pioneering event is back by popular demand. Empower your own self development and improve diversity and inclusion in your organisation or workplace. Check out testimonials from last year.   Tickets are now on sale. Only £30 including lunch!   Book now     https://www.eventbrite.co.uk/e/edi-round-table-event-and-the-six-stages-framework-conference-2024-tickets-884939155837?utm-campaign=social&utm-content=attendeeshare&utm-medium=discovery&utm-term=listing&utm-source=cp&aff=ebdsshcopyurl   Join Us In Creating a More Inclusive World.   Are you ready to dive deep into the complexities of equality, diversity, and inclusion? Have you ever wondered how different sectors can collaborate to enhance racial justice and belonging in our ever-evolving society?   Online agenda and details of speakers and panelists https://www.sixstagesframework.com/edi-agenda/   Check out our Speaker/Panelists and Hosts. https://www.sixstagesframework.com/edi-round-table-2024/   https://youtu.be/DDfQtNJsNKE https://www.eventbrite.co.uk/e/edi-round-table-event-and-the-six-stages-framework-conference-2024-tickets-884939155837?utm-campaign=social&utm-content=attendeeshare&utm-medium=discovery&utm-term=listing&utm-source=cp&aff=ebdsshcopyurl    Information for Schools https://www.sixstagesframework.com/schools/   What's Involved? This one-day event is not to be missed. We understand the challenges many face in embedding EDI (Equality, Diversity, and Inclusion) into the fabrics of their organisation.    The Six Stages Inclusive Framework helps organisation (and schools) go beyond performative measures: cultural celebrations, conversations about unconscious bias and white privilege to real action and implementation.    It supports evidence-based practice and data gathering, obtaining base line measures through the Six Stages Framework Diversity Assessments which enable you to chart your progress.   Who’s the Conference For? Corporate Organisations Schools & Local Authorities Health Services Higher Education Police and Criminal Justice Anyone passionate about EDI   An amazing venue!   The Conference will take place at St Martin-in-the Fields, Trafalgar Square, WC2N 4JJ on June 28th, 2024, set in the heart of London. Take a 3D tour of our venue here: https://my.matterport.com/show/?m=74N3JkZtuq4   Engage with Visionaries   Check out our Speaker/Panelists and Hosts. https://www.sixstagesframework.com/edi-round-table-2024/   Start your day with groundbreaking insights from leading experts. Our opening address and keynotes will set the stage for a series of powerful discussions, including:   Diverse Cross-Functional Roundtable: Engage with top professionals in a dynamic panel discussion, followed by an audience Q&A. Exclusive stimulating and thought-provoking conversation between the dynamic sister duo, Afua Hirsch: Award-winning writer, journalist, former barrister and filmmaker; and  Dr. Ama Collison: Millennial Psychology Limited. Networking Lunch: Connect with like-minded individuals and grow your professional network over lunch.  Afternoon Sessions: Dr. Shungu H. M'gadzah: will present a compelling keynote on "The Six Stages Framework: Understanding and Dealing with Everyday Racism.”  Exploring practical applications in various sectors and drawing from the SSF transformational toolkit.   Workshops: To consolidate and explore the days learning and make recommendations to be published in our annual report.   Who's Speaking? Dr. Shungu H. M'gadzah: Six Stages Framework & Inclusion Psychologists Ltd Dr. Ama Collison: Millennial Psychology Afua Hirsch: Award-winning writer, journalist, former barrister and filmmaker   Visit the wide range of market stalls and bookstore on display.  Explore the books from This is Book Love an award-winning collective and bookstore curating and showcasing and bringing together the best multicultural content the world of arts has to offer Schools, Nurseries, Public and corporate spaces www.thisisbooklove.com   Get Your Tickets Tickets are now on sale. Join us for our Annual trailblazing event! Only £30 including lunch!     Book now       https://www.eventbrite.co.uk/e/edi-frameworks-for-inclusive-organisations-measuring-impact-tickets-909290140287?aff=oddtdtcreator     https://www.eventbrite.co.uk/e/edi-round-table-event-and-the-six-stages-framework-conference-2024-tickets-884939155837?utm-campaign=social&utm-content=attendeeshare&utm-medium=discovery&utm-term=listing&utm-source=cp&aff=ebdsshcopyurl   Link for more Information & Testimonials about last year’s event: https://www.inclusionpsychologists.com/post/exploring-equality-diversity-and-inclusion-through-different-professional-lenses-the-six-stages-fr-2   For sponsorship opportunities or Market stalls contact Dr. Shungu at: drshungu@inclusionpsychologists.comor Dr Ama Dr. Ama Collison    Market stalls: We also have space for market stalls at a cost of £100 so if you know organisations who may be interested. Sponsorship: In terms of sponsorship, we are looking for any contribution to costs. We currently have one sponsor- Inclusivitti. https://www.inclusivitii.com/ Support with the event and donations Any help in publicising the event would be appreciated as well as any donations or sponsors. Organisers: https://www.inclusionpsychologists.com/ Dr Shungu H. M'gadzah, Six Stages Framework https://www.millennialpsychology.co.uk/ Dr Ama Collison: Millennial Psychology https://www.diversifyworld.com/ Mr Romain Muhammad: Diversify World Sponsors: Inclusivitti https://www.inclusivitii.com/ Venue: St Martin- in- the- Fields Here is the link to our online 3D tour. Take a 3D tour of our venue here: https://my.matterport.com/show/?m=74N3JkZtuq4 Best wishes,   Shungu   Dr Shungu Hilda M'gadzah Director & Lead Consultant Psychologist Inclusion Psychologists Ltd Tel: 07956 965 266   AUTHOR: Understanding & Dealing with Everyday Racism- The Six Stages Framework The Six Stages Framework Book   https://www.sixstagesframework.com   www.inclusionpsychologists.com  https://www.inclusionpsychologists.com/book-online   Psychology today directory https://www.psychologytoday.com/profile/774567   Follow me on twitter. https://twitter.com/DrShunguM   LinkedIn profile https://www.linkedin.com/in/shunguhildamgadzah/

DATE: 12th February TIME: 4pm LOCATION: Studio A The original Marriage Story, this 1970s classic tells the story of a couple's divorce, the impact it has on their son and their personal lives, and how they need to cope as parents, working with the person they've fallen out of love with. Featuring two towering performances from Dustin Hoffman and Meryl Streep, this courtroom drama has lost none of its power and nuance, and remains one of the best examinations of the breakdown of a relationship ever put to film. When it was released in 1979, it was one of the first time a film confronted issues such as work-life balance, father's rights and expected gender roles. Told with heart as well as humour, this film will stay with you for a long time after the credits roll.

The aim of this programme is to provide current / prospective senior project managers with an in-depth review of the role and importance of project management in the organisation. It focuses on the strategic role of the project manager and aims to draw out the full scope of the role and how it impacts on project performance. The five key objectives of this programme are to enable the participants to: Identify the characteristics and attributes needed by project managers in ensuring the organisation is recognised as an industry leader in delivering successful projects Understand the full scope and impact of the project manager / leader's role in managing projects or programmes to maximise benefit to the business Define the hallmarks and skills required to manage significant business projects or project portfolios Develop an understanding of the skills required and their impact on the project through case study work and syndicate exercises Benefit from an effective forum for exchanging experience and fostering a sense of team spirit and mutual support between senior project managers DAY ONE 1 Introduction (Course sponsor) A vision of future opportunities and challenges The impact of project managers / leaders on future success 2 The determinants of success The contractor's perspective The client's perspective Success and failure: factors that determine the project outcome The impact of the project manager 3 Case study: Project Giotto How successful was this project? What were the primary factors that influenced the outcome? How relevant are these factors to current projects? Feedback and review 4 Project team exercise A practical exercise demonstrating the role of the project manager in managing the interfaces between the client, the project team and suppliers Review - what skills are required to be a 'world class' project manager? 5 The role of the Project Manager The role and skills of the 'world class' project manager The three key dimensions of effective project leadershipManaging influential stakeholdersManaging project performanceManaging the project team Project leadership skills appraisal (individual review) DAY TWO 6 Managing influential stakeholders Project management and the art of leadership Who are the influential stakeholders and how do they affect the project? What we need to do / not do, to build successful working relationships 7 Case study: Understanding the customer What are the likely problems the project manager will encounter? What should the project manager do to ensure an effective partnership? 8 Managing project performance Issues affecting commercial performance Joining up the project life-cycle: getting performance from inception to closure The roles of project manager, line manager and project sponsor 9 Project team exercise: Making the promise / delivering the promise An exercise demonstrating the commercial and team leadership skills needed by the project manager Review - what must the project manager do to optimise project performance? 10 Managing multi-functional project teams The challenges of building effective, multi-functional project teams Co-ordinating work across functional and organisational boundaries Maintaining strategic focus and balancing priorities 11 Making it happen Individual action planning Syndicate discussion 12 Course review and transfer planning (Course sponsor present) What will we do differently? How will we make it happen? Conclusion

Bad news - people don't buy your product. Better news - they don't buy anyone else's product either. Best news - they do buy what a product gives them, whether it be removing 'pain' or giving 'pleasure'. So what a challenge it is that every single person buys your product for a slightly different reason! What's the secret to selling in that sort of sales environment? This programme provides a great roadmap. This course will help participants: Build rapport with authenticity Use open questions, listening and summary to properly understand the prospect Use 'impact' questions to 'stack the pain' of remaining with the status quo Convert features into personalised benefits that reflect stated needs Handle objections with calm confidence Identify buying signals Close effectively Convey credible urgency centred on the prospect's - not the salesperson's - interests 1 What makes a customer buy any product? Moving towards 'pleasure' Moving away from 'pain' Robert Cialdini's Psychology of Influence - buying motives Understanding what your product does for customers Why there is never a 'one size fits all' approach What are the real 'unique selling points' and why the salesperson is the real 'USP' At what point does the customer emotionally buy your product? 2 Getting past gatekeepers What gatekeepers' motivations are How to make them your friend rather than your enemy How to make your call harder to block than to put through How to control the gatekeeper with questions, not answers Using Cialdini's 'reciprocity' law to get put through more often Practical exercise in which the trainer poses as gatekeeper 3 Questioning and listening skills How to use open questions to get the customer talking What questions to avoid and why How to 'stack the pain' of the status quo with 'impact questions' Practical 'pain stacking' exercise in pairs What listening is and what it isn't Question funnelling - how to earn deeper disclosure through probing Practical funnelling exercise in pairs The power of summary 4 How to create tailored benefits and not 'dive into solution' What is 'diving into solution'? Examples and analogies Why it is to be avoided Practical exercise in pairs - how it feels to have solutions offered up too early How to avoid 'feature-dumping' What is 'value selling'? How to create tailored benefits How to convert product features into benefits How to deal with the prospect's competitor allegiance 5 Handling objections and testing the water How to overcome the price objection by selling value Common objections the participants encounter and answers that work The objections salespeople carry in their own heads The 'A-C-E' objection-handling model How to uncover objections When - and when not - to trial close 6 Closing skills Why salespeople often close too early How to identify buying signals How to use urgency with skill and effectiveness Four killer closing techniques that work How to avoid buying the product back by careless post-sale talk How to ask for referrals for your product How to 'farm' the account for future opportunities 7 Wrap-up Key learnings from each participant Individual action planning - steps that can and will be implemented in the workplace