260 Leadership courses in Milton Keynes

Strategic Thinking: In-House Training The goal of this course is to provide you with the building blocks and the motivation to develop the critical skill of strategic thinking. The participants will consider a four-part model that distinguishes strategic thinking from strategic planning and managing. With that understanding, you will investigate the critical components of strategic thinking and how to apply it effectively. What you Will Learn Define strategic thinking and distinguish it from strategic planning and management Explain a high-level approach to gaining strategic thinking skills Integrate other interpersonal skills, such as self-awareness, systems thinking, leadership, constructive conflict, and collaboration, into the fabric of strategic thinking skills Select appropriate techniques to apply strategic thinking in specific situations Recognize and emulate effective strategic thinking behaviors Getting Started Introductions Course structure Course goals and objectives Foundation Concepts Interactive event: Define Strategic Thinking (ST) Interactive event: Discuss relationship of ST with Strategic Planning, Management and Decision Making Strategic Level Framework - Tying it all together Strategic thinking attributes Strategic Thinking Critical Success Factors Strategic Thinking Critical Success Factors - 5-part model Strategic Thinking and the Organization Critical Success Factors Model applied to an organization Tools Introduction (5): Environmental, 5 Forces, SWOT, Value Proposition, Integral Theory of Worldview Video: Fog of War Strategic Thinking and the Individual Critical Success Factors Model applied to an individual Tools Introduction (5): Thinking Styles, Six Thinking Hats, Reverse Thinking, Systems Thinking, Integral Theory of Worldview Strategic Thinking at the Interpersonal and Team Levels Emotional Intelligence - Self Awareness and Working With Others Team Leadership and Trust Constructive Conflict as the Gateway to Collaboration Interactive event: Testing the Models - Challenge Perspective; What's Missing Applying the critical skill of Strategic Thinking Worldview: Team versus client Trusted Advisor Interactive event: Doing what is asked (Case study, wherein participants review the default case scenario prepared for this workshop and add specific details to make the scenario more relevant to their experiences / needs. Teams develop an action plan for applying ST concepts and techniques they have learned here to the situation, then compare and contrast results.)

Project Communication Skills: In-House Training Communication is the single most critical project success factor. When effective, projects get executed on time, within budget, and with objectives being met. But that isn't all. Strong communication also nurtures healthy team relationships. And in today's highly diverse world, where projects are often fast-paced, complex, and virtual, that is more important than ever. Strong communication skills foster cultural awareness, trust, and empathy. Together, they contribute greatly to project success-and ultimately, to future project success. In this course, participants will actively explore best communication practices from a variety of perspectives: in-person, virtual, electronic, and via formal project documentation. In order to be transformative, however, those perspectives will be filtered further through the lens of their formal, personalized assessment. It is a powerful tool which identifies individuals' internal needs and priorities. It translates those into descriptive profiles and reports, gifting users with valuable information about themselves and others. Paired with the course's real-world activities, it will provide uniquely strategic opportunities for communicating effectively and meaningfully-and with less conflict, both personally and professionally. What You Will Learn At the end of this program, you will be able to: Identify basic elements of communication and explain how they affect teams Explore how your assessment style impacts you and how you communicate with people of other styles Infer how your style impacts the way(s) you send and interpret emails and instant messages Analyze real world email and instant messaging practices to determine how they affect communication and relationships Explore best practices for formal project communications and presentations Analyze how your assessment style and global diversity can contribute to both strong team communication and conflict Identify solutions for virtual team work communication challenges Getting Started Foundation Concepts Communication as a foundation skill Elements of communication Communicating across media Targeting your audience How communication impacts team performance The Assessment Framework Overview of the assessment's approach Exploring assessment report Increasing your effectiveness with other assessment styles Email and Instant Messages Preferred communications and assessment styles The email brands we create Assessment styles and email Emotion and email Email guidelines and best practices Anatomy of an email The seven deadly email sins Instant messages and other interfaces Project Communications and Presentations Communicating across the project lifecycle Project templates Structuring a presentation Delivering a presentation Interpersonal and Team Communication Skills Communication styles and techniques Managing conflict in a project environment Styles and conflict Communication and global team leadership Virtual Communication Leading global virtual teams Virtual processes and technology Virtual team leadership

SAFe® for Architects: In-House Training Enable continuous value flow by aligning technical strategy with business goals, communicating that strategy to development teams, and applying Agile architecture practices. Attendees can improve collaboration and alignment in a SAFe® Lean-Agile enterprise when they become a SAFe® 5 Architect. The SAFe® for Architects course prepares System, Solution, and Enterprise Architects to engage across the organization as effective leaders and change agents who collaboratively deliver architectural solutions. During this course, attendees will explore the roles, responsibilities, and mindset of Agile Architects, and appreciate how to align architecture with business value and drive continuous flow to large systems of systems while supporting SAFe® program execution. What you will Learn To perform the role of a SAFe® Architect, you should be able to: Architect using SAFe® principles Align architecture with business value Develop and communicate architecture vision and intent Plan architectural runway to enable delivery success Architect for continuous delivery and Release on Demand Lead and coach architects and team members during Program Increment (PI) Planning and execution Provide leadership during a Lean-Agile transformation Exemplifying Lean-Agile architecture Architecting for DevOps and Release on Demand Aligning architecture with business value Developing Solution Vision, Solution Intent, and Roadmaps Preparing architecture for Program Increment (PI) Planning Coordinating architecture throughout PI Planning Supporting Continuous Delivery during PI execution Supporting new Strategic Themes and Value Streams Leading as an architect during a Lean-Agile transformation

About this VILT Tripod can be used in any area of business where the organisation has a management system in place to prevent unwanted events e.g., health, safety, environment, quality, security, productivity, project management, and many more Tripod Beta is one of several tools based on Tripod's fundamental principles. Tripod Beta is based on proven theories, man years of academic research, and testing in the workplace. The Swiss Cheese Model originated from this work. Features of the methodology are: 1) the Tripod Beta diagram; it provides an easy-to-read summary of the entire investigation on a single page, 2) it accommodates deficiencies in leadership and worker participation, 3) it accommodates deficiencies in human behaviour, and 4) it highlights missing controls (not just controls that failed). Quality throughout all aspects of Tripod is assured by the Stichting Tripod Foundation (STF) and the Energy Institute. The participants will gain a theoretical understanding of the Tripod Beta methodology and terminology. They will be able to read Tripod diagrams and reports, and be able to assist incident investigation/analysis as a team member. This is the first step to becoming an accredited silver or gold practitioner. Tripod Beta Practitioner Accreditation is meant to build these skills, through a blend of support, coaching and assessments. Feedback is provided on Tripod incident investigation reports, giving the Practitioner the opportunity to hone their skills and become confident in their ability to use Tripod effectively. Training Objectives Upon completion of this course, participants will be able to: Pass the Tripod Beta Practitioner (Bronze Level) exam Act as a team member or Tripod facilitator on an incident investigation Plan and schedule activities for an incident investigation Focus line of enquiry during an investigation Engage with the most relevant people at each stage of the investigation Describe the incident causation paths in terms that align with their management system Consider issues relating to leadership, worker participation and human behaviour Assess the quality of an incident report Apply the process to any type of unwanted event that should have been prevented by a management system e.g., health, safety, environment, financial, security, productivity, quality, project management etc. Combine the findings from many incidents with data from other initiatives e.g., audits and inspections, to spot trends to prioritise actions and product a single improvement plan Target Audience The course is recommended for anyone who is expected to play a role in designing, reviewing, auditing, and following your organizations OH&S management system. Successful participants will be awarded the Stitching Tripod Foundation Tripod Beta Bronze certificate. The following oil & gas company personnel will benefit from the knowledge shared in this course: CEO Team Leaders Legal, insurance and finance departments Managers (Line and Function) Maintenance Engineers Quality Assurance Engineers Process Engineers Incident Investigators (Team member & Tripod facilitator) Project Managers System Custodians Technical Authorities Key Contractor's Management Contract Managers/Holders Safety Representatives Risk Management Engineers HSE Advisors Supervisors Auditors Regulators Course Level Basic or Foundation Trainer Your expert course leader has over 30 years of experience in construction, operations and maintenance with the upstream exploration and production sector. He joined Shell International E&P in 1971 and for 28 years worked in several locations around the world. Following the Piper Alpha incident he led Shell's two year, £10M major overhaul of their permit to work system. He first made use of the Tripod Beta principles during this period and since then he has delivered over 100 Tripod Beta courses in more than 25 locations around the world. He is a Chartered Engineer, a member of the Institution of Engineering and Technology and holds a postgraduate diploma from the University of Birmingham (UK). POST TRAINING COACHING SUPPORT (OPTIONAL) To further optimise your learning experience from our courses, we also offer individualized 'One to One' coaching support for 2 hours post training. We can help improve your competence in your chosen area of interest, based on your learning needs and available hours. This is a great opportunity to improve your capability and confidence in a particular area of expertise. It will be delivered over a secure video conference call by one of our senior trainers. They will work with you to create a tailor-made coaching program that will help you achieve your goals faster. Request for further information post training support and fees applicable Accreditions And Affliations

Designed for Executives, delegates will learn how to become true business leaders. They will gain a critical understanding of the role that a leader can take and how they can become that person. Good leadership is about mastering more than a set of management skills. Leaders should create a compelling vision, produce results, and maximise the effectiveness of their team through shared goals and values. Discovering Leadership Effectiveness helps people become the best leaders they can be. Using Insights Discovery® as part of a wider programme: Through Insights Discovery® and our own, in-house Insights Discovery® licenced practitioner, we use the Insights Discovery model to understand an individual’s unique preferences. Our Insights Discovery-based people development programmes are simple and deeply insightful. They provide immediate impact and enable positive, lasting change. Insights Discovery® is: Simple: easy to understand so everyone can apply what they learn. Universal: it speaks to everyone at all levels. Deeply Insightful: take you places you never expected. Positive: the supportive language is so engaging it empowers people to change. Fun! The memorable colour energy system that really sticks Using Insights Discovery® as part of a wider programme: Insights Discovery® is at the heart of everything that we do. This simple framework of four colour energies can be used to develop highly-tailored solutions to meet your unique business needs. Example solutions: Increasing communication and collaboration: learn how your team, department or organisation can work together more effectively in a series of Insights Discovery® Workshops. Improving personal effectiveness: as part of a programme of coaching, Insights Discovery can be used to identify areas of strength and help create a development plan tailored to each individual. Developing leaders and sales people: use an understanding of preferences to assess individual and collective strengths and enhance crucial business skills. Explore the concept of change and gain an understanding of the process Understand how different personality types respond to change Engage the wider organisation by building relationships with staff Motivate teams through change

APM Project Fundamentals Qualification (PFQ): In-House Training This practical course gives Participants a solid introduction to the fundamentals of project management and to prepare them for the one-hour, multiple-choice exam held at the end of the course. The APM Project Fundamentals Qualification (PFQ) is an entry-level qualification suitable for those who are new to project management and working in a project team, and who wish to understand the standard terminology. The goal of this course is to prepare you to successfully pass the exam. What you will Learn You'll learn how to: Identify project management terminology and context Identify project management processes Identify the roles involved in project management Describe project success criteria and benefits Prepare project documentation Acquire the level of understanding needed to pass the APM PFQ examination Getting Started Introductions Course structure Course goals and objective Project Context Project characteristics Project management processes Business and project context Organizational roles Project Lifecycle Programme and portfolio management Project Concept Phase Stakeholder management Project success and benefits management Business case Benefits People in Projects Leadership and teamwork Communication Project Definition Phase Project management plan Quality management Risk management Scope management Scheduling Resource management Estimating Procurement Project Implementation Phase Change control and configuration management Issue management Information management Project Hand-over and Close-out Phase Hand-over and close-out Post-project review Revision and Exam Revision and practice questions APM PFQ examination

Project Stakeholder Relationship Skills: In-House Training This course is designed to provide project managers with the ability to: Analyze the complexities of major stakeholder relationship categories Apply the most appropriate interpersonal relationship skills to the different categories of relationships Align the dynamic needs of the stakeholders with a project's objective throughout the project life cycle What you Will Learn Examine traditional and non-traditional ways to identify and assess stakeholders Explain how competence, character, and trust lead to project success and strong relationships with stakeholders Utilize 'Embodied Leadership' skills to build stakeholder relationships Apply stakeholder engagement best practices to case study and real-life scenarios Getting Started Stakeholders and project success Stakeholder management research Managing stakeholder relationships Identifying Stakeholders Stakeholder categories Stakeholder relationships across the project life cycle Tools and techniques for identifying stakeholders Assessing Stakeholders Assessing stakeholder relationships Recognizing stakeholder attitudes toward the project Analyzing stakeholders Using other types of stakeholder assessments Building Stakeholder Relationships The importance of psychological safety Building trust and getting results The anatomy of trust Navigating Challenging Situations Dynamics of conflict Responding to conflict Managing difficult conversations

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Leading People through Change: In-House Training Research shows that 70% of change initiatives fail in large organizations. The largest factor contributing to this failure rate is leadership - the inability to plan and lead people through change. In many change situations, tremendous focus is put on strategy, processes, and systems, while the issue of changing people's behavior is assumed it will 'just happen'. In this interactive course, you will learn why the people side of change is crucial. We will begin by understanding why and how people resist change, and how important it is to become strong and effective change champions. Next, we will focus on critical change management practices - creating our vision of the future state, planning for acceptance in our change audience and stakeholders, mitigating threats, and capitalizing on opportunities. We will use metrics to plan, show progress, and confirm success. Lastly, we will focus on the need to reinforce and sustain change, and to prevent relapse to old ways and methods. What you will Learn At the end of this program, you will be able to: Realize the nature of change and describe how resistance manifests in people Compare prevalent change models and categorize their similarities Identify and rate the skills, traits, and behaviors of effective change champions Envision the future state and assess stakeholders Plan for change communication, training, and risks Evaluate change effectiveness using feedback and metrics Develop reinforcement practices for benefits and communication Foundation Concepts What is Change? Resistance to Change Common Change Management Theories Becoming a Change Champion Plan Envisioning the future state Planning for people Change management plan Do Change communication Training Piloting Risks Study Feedback Metrics Variance analysis Act Benefits realization Change sustainment Reinforcement messaging and communications

SAFe® for Government: In-House Training Transitioning to Lean-Agile practices for building technology-based capabilities is especially challenging in the government context. But issues of legacy governance, contracting, and organizational barriers can be overcome with the right information and strategies. During this course, attendees will learn the principles and practices of the Scaled Agile Framework® (SAFe®), how to execute and release value through Agile Release Trains, and what it means to lead a Lean-Agile transformation of a program inside a government agency. Attendees gain an understanding of the Lean-Agile mindset and why it's an essential foundation for transformation. They'll also get practical advice on building high-performing, multi-vendor Agile teams and programs, managing technology investments in Lean flow, acquiring solutions with Agile contracting, launching the program, and planning and delivering value using SAFe®. Attendees also learn how specific leadership behaviors can drive successful organizational change in government. What you will Learn To perform the role of a SAFe® for Government leader, you should be able to: Transition government programs from traditional software and systems development models to Lean-Agile and DevOps mindsets, principles, and practices using SAFe® Adapt technology strategy, budgeting and forecasting, acquisition, compliance, and governance processes to flow-based practices using emerging government guidelines Organize government programs into one or more Agile Release Trains (ARTs) and execute in Program Increments (PIs) Explore Large Solution coordination in a government and multi-vendor environment Identify and internalize the mindset and leader behaviors essential to successful Lean-Agile transformation Follow success patterns for SAFe® implementations adapted to the government context Build a preliminary outline of next steps to begin and / or accelerate the SAFe® implementation in your program or agency Advancing Lean-Agile in government Embracing a Lean-Agile mindset Understanding SAFe® Principles Creating high-performing Agile teams and programs Planning with cadence and synchronization Delivering value in Program Increments Mapping the path to agency and program agility Leading successful change