2621 Courses in Warrington

This practical, enjoyable day will give you the tools to go and do your job effectively and the opportunity to practise using them in a safe and supportive environment before putting them into practice for real back in the workplace. To inspire, you need to be inspired!Having the right set of skills, tools and techniques helps us to manage in a productive and beneficial way. Above all, the workshop will inspire you with the determination to engage with the people you manage to produce greater levels of achievement. This workshop will enable you to: Understand what the role of the manager is Engage and inspire a team to perform Recognise the range of styles appropriate for different situations and how your communication style impacts Provide clear direction on your team's purpose, role and responsibilities Understand how to create a motivating environment for those who report to you Hold them accountable for delivery Hold performance conversations Review and evaluate your learning and have a plan to take back and implement at work 1 Bringing the role to life Starting the day with sharing your current ideals and approaches using the pre workshop task Understanding what you bring to your role and your objectives for the day 2 The role and responsibilities of a manager: an overview Responsibility and accountability Producing results Managing teams Developing individuals 3 Communication excellence The model of a team communicator What type of communicator are you and what about your team? Practical interactive group exercise 4 Your role as a team leader - shaping how we work using the organisation's values Your role Your team's role Enabling your team to deliver in a changing mindset 5 Engaging and motivating your team Exercise: using a leadership model to explore how you are enabling your team to engage with current change, what's getting in the way and how you will manage this in your organisational context Peer and group task and discussion 6 Addressing motivation at team and individual level in times of change Exercises:Identifying approaches to motivating people at work based on a work based model of motivation: team taskExploring a behavioural model of motivation: team discussion Review in plenary 7 Holding people accountable The work cycle model of team performance: Agree purposeSet objectivesMonitor performanceProvide feedbackCompliance vs. commitment Professional discussion in small groups Exercise: Practising short conversations using peer coaching support 8 Review of learning and action planning Personal review and action planning Group review of learning Evaluation

An insightful, enjoyable and experiential programme to help you analyse data and information and make a balanced decision based upon sound commercial reasoning. It will enable you to identify options, make decisions and take actions based on a thorough analysis combined with instinct and intuition to make a positive effect on profitability. This programme will help you: Identify ways to analyse data and sort relevant from irrelevant information Develop analytical and numerate thinking, and consider the financial implications of a decision Make decisions based on sound commercial reasoning - a mix of intuition and analysis Select from a range of tools to analyse a situation and apply these effectively Understand how costs and profits are calculated Use tried-and-tested techniques to manage and control your budgets Appreciate the fundamentals of financial analysis Focus on the bottom line Identify the basics of capital investment appraisal for your business Evaluate results and seek opportunities for improvement to your business 1 The commercial environment What do shareholders and investors want? What do managers want? Profit v non-profit organisations Investor expectations 2 Financial and non-financial information Risk and reward considerations Drivers of commercial decisions 3 Running a business A practical exercise to bring financial statements to life Different stakeholder interests in a business The impact and consequences of decisions on financial statements 4 Where do I make a difference to the organisation? How can I contribute to an improved business performance? Key performance indicators - measuring the right things A 'balanced scorecard' approach - it's not all about money! 5 A 'balanced scorecard' approach Analysing and reviewing my contribution to the business direction What is the current focus of my commercial decisions? Developing the business in the right way - getting the balance right! Where should/could it be in the future? Do my decisions support the overall vision and strategy? 6 Making commercial decisions Left-brain and right-brain thinking Convergent and divergent thinking Analysis and instinct Interactive case study exercise - emotional and rational decisions Reflection - what is my style of making decisions 7 Let's consider the customer! Identifying target markets Differentiating propositions and products Customer service considerations Marketing considerations and initiatives Pricing strategies and considerations 8 Strategic analysis The external environment The internal environment LEPEST analysis SWOT analysis Forecasting Group activity - analysing markets and the competition How do these improve your decisions? 9 Comparing performance Analysing key financial ratios Ways to compare performance and results Break-even analysis 10 Profit and loss accounts and budgeting Managing income and expenditure The budgeting process How does this link to the profit and loss account? Managing and controlling a cost centre/budget The role of the finance department Different ways of budgeting Incremental budgeting Zero-based budgeting 11 Understanding the balance sheet Purpose of balance sheets Understanding and navigating the content What does a balance sheet tell you? How do you affect your balance sheet? Links to the profit and loss account A practical team exercise that brings financial statements to life 12 Business decisions exercise How does this improve your decisions? A practical exercise to apply new knowledge and bring commercial thinking to to life The impact and consequences of decisions on financial statements 13 Working capital Why is this important? The importance of keeping cash flowing Business decisions that affect cash Calculating profit 14 Capital investment appraisal Capex v Opex Payback Return on investment The future value of money The concept of hurdle rate 15 Lessons learned and action planning So what? Recap and consolidation of learning The decisions that I need to consider Actions to achieve my plan

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

Many organisations find that project teams struggle to create and maintain effective plans. Estimates are often overly optimistic and risks go unmanaged until the inevitable happens. Resource managers also find it hard to forecast the likely loading on their departments and requests for support are not provided in a consistent format. This programme has been developed to address these needs in a very practical, hands-on format. Case study work can be based on simulations or on the organisation's current projects for maximum benefit to participants. The aim of this training is to develop and enhance participants' planning and risk management skills in order to maximise the success of project work undertaken by the organisation. The principal training objectives for this programme are to: Provide a structured, integrated approach to planning and risk management Demonstrate practical tools and techniques for each stage of planning Show how to organise and involve relevant people in the planning process Explain how to use the plan for forecasting and pro-active project control Identify ways to improve planning, both individually and corporately The course will emphasise the importance of participative planning techniques that improve the quality of plans whilst reducing overall time and cost of planning. The course will encourage discussion of internal procedures and practices and may be customised to include them if required. DAY ONE 1 Introduction (Course sponsor) Why this programme has been developed Review of participants' needs and objectives 2 Projects and planning Why plan? The benefits of good planning / penalties of poor planning Planning in the project lifecycle; the need for a 'living' plan The interaction between target setting and the planning process Team exercise: planning the project 3 Planning the plan Defining the application and structure of the plan Impact of planning decisions during the project lifecycle Using available time to create an effective plan 4 Defining deliverables Assessing the context; reviewing the goals and stakeholders Developing the scope and defining deliverables; scope mapping Understanding customer priorities; delivering value for money Case study: defining the project deliverables 5 Creating the work breakdown Building the work breakdown structure Detailing the tasks and sub-tasks; structured brainstorming Defining task ownership; the task responsibility matrix 6 Creating and using a logical network Developing the logical network; task boarding Determining the critical path and calculating float Accelerating the plan; concurrent programming and risk Individual and group exercises DAY TWO 7 Developing resource schedules Deriving the Gantt chart from the network Developing the detailed resource schedules Calculating the expenditure profile ('S' curve) 8 Estimating task durations and costs Understanding estimates: effort, availability and duration Estimating tools and techniques Application of estimating techniques during the project lifecycle 9 Case study Developing the project plan Refining the project plan Team presentations and discussion 10 Managing risks and refining the plan Awareness of contractual issues associated with risk Identifying and evaluating risks; deciding ownership Managing risks: determining levels of provision and contingency Controlling risks: maintaining an up-to date risk register 11 Planning for pro-active control The earned value analysis (EVA) concept and its predictive value Deriving the measures needed for cost and delivery performance Practical issues associated with implementing EVA 12 Using and maintaining the plan Tracking progress and updating the plan Publishing and controlling the plan 13 Course review and transfer planning (Course sponsor present) Identify ways of implementing the techniques learnt Sponsor-led review and discussion of proposals Conclusion

The principles of effective time management are applicable to all aspects of life. When successfully applied in a sales environment they can lead to improved performance, higher sales and increased customer satisfaction. All salespeople would benefit from learning the tools and techniques to introduce impactful time management to their working lives. We have developed this programme to be practical, fun and interactive. Participants will better understand how to increase the amount of time spent on high-value sales activities, be able to improve their self-motivation and ability to get more done, and be better able to plan, delegate and speed up routine tasks. This course will help participants: Learn key principles of managing sales priorities, meeting targets and getting 'everything' done! Learn proven techniques for structuring your day, week and normal routine Develop effective sales time management at the office and on the road Learn a seven-step process for setting goals and objectives in your work and personal life Understand how to make time for sales prospecting, designated call days Understand practical ways to improve your time management 1 Key principles of sales time management Course objectives and review of time log Essential principles of sales time management How do you use your time now? Reviewing your working day (from pre-course survey) Beliefs and feelings about time 2 Managing sales priorities and planning systems Managing priorities and planning systems Use organised persistence to plan your sales activity Planning your territory and prospecting activity How to use priority ratings not urgency to react to tasks 3 Dealing with distractions and communication skills Know your time 'bandits' and creating more positive habits to overcome them Making time by saying 'no' assertively and managing expectations Assertiveness techniques for handling colleagues and clients Making meetings worthwhile - preparation and planning 4 Sales goal setting and action planning Set clear, concise, and motivating sales goals and action plans How to set and use goal setting as way of managing your time and increasing results The principles of linking SMART objectives to action plans and daily activities 5 Creating results focus - every day, week, and month Batch sales tasks together, starting with emails Planning your day and week and protecting sales 'prime' time Apply the 80/20 to your sales contacts, clients, and prospects 6 Overcoming procrastination and structuring your day Understanding procrastination, what it is and how to recognise it in yourself and others How to stop procrastinating and start making progressing Build a power prospecting hour into every day Smart stuff to make more sales time: five automated tools Live the $64,000 dollar question

Telephone selling can be a challenge. It can be a pressured environment and sales professionals need to be able to maintain peak performance in order to meet - and preferably exceed - their targets. This programme will help make it easier for them. The expert trainer covers the whole process, to help participants see it from their customer's perspective. The focus is on how to use a practical understanding of sales psychology, and of the nature of the telephone sales conversation, to help make it easier for customers to buy. This programme will give your team the skills to: This course will help participants: Understand why people buy - and how that makes it easier to sell Manage the sales process better Steer their sales calls to a more positive outcome Recognise - and respond to - customer buying signals Meet and overcome objections Choose the most appropriate techniques for closing with confidence Enhance their resilience Improve their communication skills on the telephone 1 Introduction Aims and objectives Overview Self-appraisal of current skills and development areas 2 The sales approach What selling means Why selling is like nature 3 The telephone as an instrument of communication Qualities of the telephone How telephone communication differs from face-to-face Advantages and drawbacks of the telephone How to optimise selling over the telephone Communication techniques to help you stand out from the crowd 4 Creating a relationship Professional telephone etiquette Building a rapport Connecting with the customer so that they feel you are on the same wavelength 5 The structure of a sales call Opening the call - creating a positive first impression Effective questioning to gather information and establish need Identifying and presenting the features and benefits of the product or service Matching the benefits to customers' needs Recognising and responding to buying signals Anticipating, meeting and overcoming objections Closing the sale and asking for the order - different closing techniques The importance of testimonials - how to obtain them and when to use them 6 Listening skills The challenges of accurate listening How to enhance listening skills Ensuring the customer feels heard and understood through empathetic listening 7 Shaping and using a script Developing a script to increase levels of confidence Leaving the door open 8 Managing the campaign Organisation and call planning Identifying your target market group Planning who and when to call Logging constructive information 9 Personal management The importance of persistence Is there a time to back off? Stamina - optimising energy levels Bouncing back 10 Practising the new information Pulling the details together Practising in a supportive environment 11 Action planning Personal learning summary and action plan

This comprehensive one-day programme has been designed to provide participants with an overview of basic supply chain principles and concepts and to identify potential opportunities for reducing costs, minimising risks and adding value across the supply chain. This could include reducing inventory, procurement, transport and storage costs. Fundamentally, the object of the programme is to empower participants to be able to collaborate with all key stakeholders across the supply chain. This course will help participants: Appreciate the importance of the supply chain as a source of competitive advantage Understand the tools and techniques available to improve supply chain performance Analyse and mitigate risks across the supply chain Identify opportunities for improvements in their respective supply chains Demonstrate competence in the pro-active management of the supply chain

The learning objectives that we believe you require to be covered within the training include: A detailed understanding of the CDM 2015 Regulations and how they should work in practice An understanding of the key roles (Designer, Principal designer, contractor, principal contractor and client) under CDM 2015 What constitutes design and when you may be acting as a designer The requirements for notification Pre construction information, the construction phase plan and the H&S file An opportunity for delegates to ask questions and gain clarification on specific project requirements 1 Introduction Why manage health and safety? The costs of accidents Construction industry statistics Why CDM 2015? 2 Overview of health and safety law and liabilities Criminal and civil law Liability Enforcement and prosecution Compliance - how far do we go? Statutory duties 3 Health and safety law in construction - the current framework Framework of relevant legislationHealth and Safety at Work etc Act 1974Management of Health and Safety at Work Regulations 1999Construction (Design and Management) Regulations 2015Work at Height Regulations 2005 Who is responsible for the risks created by construction work? Shared workplaces/shared responsibilities Control of contractors - importance of contract law 4 CDM 2015 - the principles and current best practice Scope - what is construction? Application - when do the Regulations apply? The CDM management systemDutyholders (client, designer, principal designer, principal contractor, contractor)Documents (pre construction information, Notification, construction phase Plan, H&S File)Management process The 2015 HSE guidance / industry best practice Clarification of roles and responsibilities 5 Competence under CDM 2015 What is 'Competence'? The criteria to be used in construction Achieving continuous improvement 6 Part 4 Construction Health Safety and Welfare Overview of Part 4 Responsibilities Welfare arrangements 7 Risk assessment and the role of the designer Principles of risk assessment Loss prevention / hazard management What is a suitable risk assessment?Design v construction risk assessmentThe client is a designer?Whose risk is it? 8 Risk assessment exercise Understanding the principles of design risk assessment Identifying hazards under the control of clients and designers Quantifying the risk 9 Questions, discussion and review

A flexible, modular-based, programme to heighten participants' awareness of ways in which their operations can affect the environment, the principles of environmental management and the practical steps they need to take as individuals and as an organisation to improve environmental performance. Depending on the course modules selected, this programme will give participants: Increased awareness of relevant environmental issues A greater understanding of, and commitment to, the organisation's environmental management programme Preparation for any responsibilities they may have under an Environmental Management System Further benefits according to options chosen 1 Environmental awareness Definition of 'the environment' Key environmental issuesGlobal warmingOzone depletionAcid rainAir qualityWater pollutionContaminated landLand take and green belt shrinkageResource usageHabitat destruction and species extinctions. Option: This module can be used to explain the key environmental issues related to the activities of your own organisation. Diagrams, photos, pictures, examples and statistics relevant to your own organisation are used where possible to illustrate the points being made. 2 Environmental legislation Key elements of environmental legislation affecting the activities of your organisation - including international, European and UK legislation. Legislation of particular relevance to your organisation - how it affects the operations of your organisation Option: Legislation can be dealt with according to which aspect of the environment it protects (eg, air, water, waste) or which part of your organisation's activities it affects Consequences of breaching legislation 3 Environmental management systems Overview of what an environmental management system isHow is an Environmental Management System (EMS) designed and put together?Key elements (emphasising Plan - Do - Check - Review cycle)The need to continually improve Pros and consReasons for having an EMSBenefits of an EMSConsequences of not managing the environmentCosts of installing an EMS Explanation of ISO 14001 and EMAS standards and guidance as applicable to the EMSs of your organisationOverview of your organisation's EMSHow it was set up / is being developed / operatesWho is responsible for itKey parts of system (eg, environmental policy, objectives and targets) identified and discussedEMS documentation - what and where it is. Workshop option: Brainstorm 'Pros and cons' with the participants, come up with all their ideas for good and bad things about EMS and demonstrate that the 'good' list is longer than the 'bad' 4 Environmental consequences Define what an environmental impact is and discuss how they are determined, with reference to the EMS Identify why we want to determine the environmental consequences of operations and activities; how they are used in the EMS for planning, and reducing the impact on the environment Establish key environmental consequences of construction and operational activities on the site; discuss significance ranking and the control measures in place in your organisation. Workshop option: In small groups, participants are asked to identify the impact on the environment of your organisation's activities or a part of their activities. They are then asked to rank these impacts in terms of their significance, using guidelines provided to help them be aware of the contributing factors (eg, frequency, severity). For a selected number of the impacts, the participants are asked to identify what control measures there are and which of these they play a part in. All stages can be discussed with trainers as a whole group at various stages during the workshop. 5 Protected species, nature conservation and invasive weeds Nature conservation, landscape and visual issues in the planning process - overview of key nature UK wildlife legislation, EIA, appropriate timing of surveys, Hedgerow regulations and landscape and visual impact issues Ecological issues - ecological legislation, significant species, hedgerows Archaeology in the development process - why archaeology is important, organisation in the UK, legislation and planning guidance Construction phase issues and consents - major environmental issues during construction, including water resources and land drainage consents, discharges to land or water, water abstraction, public rights of way, tree protection, waste management, Special waste, noise, good practice pollution control and Environmental Audits Identification and management of invasive weeds - including legal position regarding management 6 Chemicals and fuels handling and storage How health and safety management is closely linked to environmental management of materials Planning - what mechanisms are in place for planning materials use; legislation, guidance and policies which define how to manage materials Materials storage - what are the considerations for storing materials, covering:Labels: what are the different types and what do they tell us?Storage facilities: what are the requirements for safe storage of materials (eg, signs, secondary containment, access, segregation, lids/covers)Handling: safe handling for protecting the environment, organisational procedures, high risk situations (eg, decanting, deliveries), how to reduce the risks (eg, use of funnels, proper supervision, training)COSHH and MSDS: brief explanation of legislation and its role in environmental control of hazardous materials, how to use the information provided by COSHH assessments Option: These sessions can be illustrated with photographs/pictures and examples of good and bad storage and handling practices Workshop Options: Labelling Quiz - quick-fire quiz on what different labels tell us; Build a Storage Facility - participants are asked to consider all the environmental requirements for building a safe storage facility for their organisation 7 On-site control measures Overview of the legislation associated with nuisance issues on site and mitigating problems when they arise Examples of bad practice, including fuel storage tanks and mobile equipment - costs involved with prosecution of fuel spills, remediation costs, management costs, legal fees, bad PR coverage Identification and management of contaminated land and relevant legislation Workshop option: Participants are provided with a site plan containing information on site features, environmental conditions and indications of potential issues 8 Waste management Why worry about waste? - a look at how waste disposal can impact on the environment, illustrated by examples of waste-related incidents, statistics on waste production on national, industry-wide and organisational levels, landfill site space, etc Legislation - overview of the relevant legislation, what the main requirements of the regulations are, what penalties there are, and the associated documentation (waste transfer notes) Waste classification - a more in-depth look at how waste is classified under legislation according to hazardous properties, referring to Environment Agency guidance Handling and storage requirements - what are the requirements of the applicable waste legislation and how are they covered by organisational procedures? Examples of good and bad environmental practice associated with handling and storing waste. Workshop option: 'Brown bag' exercise - participants pass round a bag containing tags each with a different waste printed on. They are asked to pick out a tag and identify the classification and the handling, storage and disposal requirements for the waste they select Waste minimisation - overview of the waste minimisation 'ladder' and its different options (elimination, reduction, reuse and recycling), benefits of waste minimisation, examples of waste minimisation techniques Workshop option: Participants are asked to identify opportunities that actually exist within the organisation for minimising production of waste that are not currently being taken advantage of 9 Auditing Requirements for environmental auditing of operations Auditing the EMS Types of internal and external audits Requirements EMS standards (ISO 14001 and EMAS) Carrying out internal audits and being prepared for external audits Workshop options:Mock audit 'Brown Bag' - can be used either for trainers to test participants as if they were in an audit situation, or for the participants to test each other and practice their auditing technique. The bag contains tags each with a different topic printed on (eg, waste skips); participants pass the bag round and select a tag; they are then questioned by the trainer or another participant about that topic as if they were in an audit situation. If the participants are auditing each other, they will be provided with a set of guidelines to keep in mind during the workshop.Virtual auditing - a more practical workshop where participants review photographs of situations/activities relevant to the organisation's operations. They are asked to identify all the good and bad environmental practices that are occurring in the situations. 10 Incident response What should you do when an incident does happen? What should be in a spill kit? When should you call in the experts? When should you inform the Environment Agency or Environmental Health Officer? Workshop option: The participants are provided with some incident scenarios and asked to develop a response to the incident 11 Monitoring and reporting Environmental monitoring programmes and procedures Monitoring and reporting as control measures for environmental consequences Monitoring and environmental 'STOP' card systems - personal and behavioural monitoring and reporting

The ability to influence others is a life skill but also one that has never been so critically useful at work. This one day workshop will set you on the road to discover what you need to be able to think and do that will help you take people with you. This involves learning some new tools and strategies that fit the situation you are in and making sure you use the right skills and behaviours to influence well, whether it is a single person or a room full of cynical expectant people! This workshop will enable you to: Learn about and understand influencing styles and strategies available and formulate plans and ideas on how to use them in influencing situations Understand which skills and behaviours to use to be the most effective influencer Have greater confidence in situations where they need to influence someone Use thinking, speaking and behavioural techniques that enable influencing to be effective and positive Review and evaluate learning and have an action plan to take back and implement in the workplace 1 Welcome, introductions & getting to know you and why you are here Course objectives 2 Personal objectives Introducing a learning diary 3 Gallery exercise - using images of exemplars brought by participants Plenary discussion The skills and behaviours of an exemplar influencer 4 Group task - what does your self-evaluation say? Discussion and conclusions 5 Influencing - what is it? - why do we need it? The current organisational landscape including values and behaviours the influencer operates in 6 Pit Stop - 'pull / push', 'the lost horse' and 'talking at' 7 Direct / support / delegate / coach: the different choices and approaches to choose from 8 Updating the learning diary 9 Power and types of power - its impact on influencing ability and approach and what is within your control Group task and discussion 10 The 5 influencing styles tool Series of tasks and exercises Drilling down to a personal action plan for maximising influence 11 'The person with the most flexibility has the most influence' Skills and behaviours for effective influencing Exercises and techniques that develop skills for influencing 12 Review and evaluation Action planning