<h2>Strategic Thinking (Virtual)</h2>
 <p>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.</p><h3>What You Will Learn</h3>
 <p>You will learn how to:</p>
 <ul>
 <li>Define strategic thinking and distinguish it from strategic planning and management</li>
 <li>Explain a high-level approach to gaining strategic thinking skills</li>
 <li>Integrate other interpersonal skills, such as self-awareness, systems thinking, leadership, constructive conflict, and collaboration, into the fabric of strategic thinking skills</li>
 <li>Select appropriate techniques to apply strategic thinking in specific situations</li>
 <li>Recognize and emulate effective strategic thinking behaviors</li>
 </ul><section>
                    <h3>Getting Started</h3> <ul> <li>Introductions</li> <li>Course structure</li> <li>Course goals and objectives</li> </ul> <h3>Foundation Concepts</h3> <ul> <li>Interactive event: Define Strategic Thinking (ST)</li> <li>Interactive event: Discuss relationship of ST with Strategic Planning, Management and Decision Making</li> <li>Strategic Level Framework - Tying it all together</li> <li>Strategic thinking attributes</li> </ul> <h3>Strategic Thinking Critical Success Factors</h3> <ul> <li>Strategic Thinking Critical Success Factors - 5-part model</li> <li>Strategic Thinking and the Organization</li> <li>Critical Success Factors Model applied to an organization</li> <li>Tools Introduction (5): Environmental, 5 Forces, SWOT, Value Proposition, Integral Theory of Worldview</li> <li>Video: Fog of War</li> <li>Strategic Thinking and the Individual</li> <li>Critical Success Factors Model applied to an individual</li> <li>Tools Introduction (5): Thinking Styles, Six Thinking Hats, Reverse Thinking, Systems Thinking, Integral Theory of Worldview</li> </ul> <h3>Strategic Thinking at the Interpersonal and Team Levels</h3> <ul> <li>Emotional Intelligence - Self Awareness and Working With Others</li> <li>Team Leadership and Trust</li> <li>Constructive Conflict as the Gateway to Collaboration</li> <li>Interactive event: Testing the Models - Challenge Perspective; What's Missing</li> </ul> <h3>Applying the critical skill of Strategic Thinking</h3> <ul> <li>Worldview: Team versus client</li> <li>Trusted Advisor</li> <li>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.)</li> </ul>


                </section>

Strategic Thinking (Virtual)
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
You will learn how to:
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.)

IIL Europe Ltd

Creative Thinking

Strategic Management

Strategic Planning

Study Skills

Critical Thinking

Strategic Thinking

Strategic Thinking (Virtual)

General Admission

<h2>Project Leadership Skills (Virtual)</h2>
 <p>To be effective within an organization, project managers need to have a wide variety of skills and abilities. Included among these are: creating and executing on a vision; motivating others; influencing without authority; networking; communicating up, down and laterally; negotiating; managing stakeholders; and managing conflict.</p>
 <p>This highly interactive workshop focuses on building the soft skills that are critical to leading a team and creating sustainable business change. Participants will gain insight into the social science as well as the brain science behind motivating and empowering others. They will learn and experiment with a variety of influencing strategies and tactics. Working in pairs as well as small groups, they will collaborate with others to brainstorm, share experiences, and apply concepts to everyday challenges.</p>
 <p>Participants will also discover their personal communication preferences, strengths, and blind spots and will gain insight into how best to communicate with others they find 'difficult.' They will gain insight into managing the people side of change, learning strategies for dealing with each step in the process. Hands-on negotiation and conflict management activities enhance the theoretical learning, grounding it in real life and making it actionable.</p>
 <p>Interweaving role play with experiential learning and group activities, this course will help participants refine a skill set that is invaluable to their organization, and one that transfers easily across their professional and personal lives.</p><h3>What you will Learn</h3>
 <p>At the end of this course, you will be able to:</p>
 <ul>
 <li>Explain the importance of vision in driving motivation and engagement</li>
 <li>Apply science-based research to better motivate those around you</li>
 <li>Strategically leverage both personal and positional power to achieve positive project results</li>
 <li>Determine influencing and networking strategies needed for personal growth</li>
 <li>Identify ways to problem solve communication challenges when others have different personality styles</li>
 <li>Connect stakeholder expectations to project success criteria</li>
 <li>Assess key stakeholders across various dimensions of complexity</li>
 <li>Apply the four rules of principled negotiation to a real-life conflict situation</li>
 <li>Recognize key aspects of a physiological response to conflict</li>
 <li>Utilize selected tools and techniques to 'defuse' an emotional situation</li>
 <li>Leverage various strategies and tactics to successfully deal with ambiguity at work</li>
 </ul><section>
                    <h3>Getting Started / Foundation Concepts</h3>
 <ul>
 <li>Introductions</li>
 <li>Course structure, goals, and objectives</li>
 <li>Beginning a personal action plan</li>
 </ul>
 <h3>Managing Vision and Purpose / Motivating Others</h3>
 <ul>
 <li>Communicating and aligning around vision</li>
 <li>Tying the present to the future</li>
 <li>The importance of purpose</li>
 <li>The art and science of motivation</li>
 </ul>
 <h3>Networking and Influencing</h3>
 <ul>
 <li>Positive politics and project success</li>
 <li>Types of power within organizations</li>
 <li>Power and influence</li>
 <li>Networking best practices</li>
 </ul>
 <h3>Communication</h3>
 <ul>
 <li>The medium and the message</li>
 <li>Personality and communication styles</li>
 <li>Communication challenges</li>
 </ul>
 <h3>Stakeholder Management and Negotiation</h3>
 <ul>
 <li>Identifying stakeholders</li>
 <li>Analyzing stakeholders</li>
 <li>Negotiation basics</li>
 <li>Principled negotiation</li>
 </ul>
 <p>Conflict Management</p>
 <ul>
 <li>Dynamics of conflict</li>
 <li>The anatomy of conflict</li>
 <li>Conflict management approaches and tools</li>
 <li>Dealing with ambiguity</li>
 </ul>


                </section>

Project Leadership Skills (Virtual)
To be effective within an organization, project managers need to have a wide variety of skills and abilities. Included among these are: creating and executing on a vision; motivating others; influencing without authority; networking; communicating up, down and laterally; negotiating; managing stakeholders; and managing conflict.
This highly interactive workshop focuses on building the soft skills that are critical to leading a team and creating sustainable business change. Participants will gain insight into the social science as well as the brain science behind motivating and empowering others. They will learn and experiment with a variety of influencing strategies and tactics. Working in pairs as well as small groups, they will collaborate with others to brainstorm, share experiences, and apply concepts to everyday challenges.
Participants will also discover their personal communication preferences, strengths, and blind spots and will gain insight into how best to communicate with others they find 'difficult.' They will gain insight into managing the people side of change, learning strategies for dealing with each step in the process. Hands-on negotiation and conflict management activities enhance the theoretical learning, grounding it in real life and making it actionable.
Interweaving role play with experiential learning and group activities, this course will help participants refine a skill set that is invaluable to their organization, and one that transfers easily across their professional and personal lives.
What you will Learn
At the end of this course, you will be able to:
Explain the importance of vision in driving motivation and engagement
Apply science-based research to better motivate those around you
Strategically leverage both personal and positional power to achieve positive project results
Determine influencing and networking strategies needed for personal growth
Identify ways to problem solve communication challenges when others have different personality styles
Connect stakeholder expectations to project success criteria
Assess key stakeholders across various dimensions of complexity
Apply the four rules of principled negotiation to a real-life conflict situation
Recognize key aspects of a physiological response to conflict
Utilize selected tools and techniques to 'defuse' an emotional situation
Leverage various strategies and tactics to successfully deal with ambiguity at work
Getting Started / Foundation Concepts
Introductions
Course structure, goals, and objectives
Beginning a personal action plan
Managing Vision and Purpose / Motivating Others
Communicating and aligning around vision
Tying the present to the future
The importance of purpose
The art and science of motivation
Networking and Influencing
Positive politics and project success
Types of power within organizations
Power and influence
Networking best practices
Communication
The medium and the message
Personality and communication styles
Communication challenges
Stakeholder Management and Negotiation
Identifying stakeholders
Analyzing stakeholders
Negotiation basics
Principled negotiation
Conflict Management
Dynamics of conflict
The anatomy of conflict
Conflict management approaches and tools
Dealing with ambiguity

Leadership Skills

Project Leadership

Influence Skills

Influencing Skills

Presentation Skills

Management Skills

Project Leadership Skills (Virtual)

If you want your learners to take more reponsibility for their learning, you can achieve this through adopting a coaching approach. 

This one-day workshop, accredited by the Association for Coaching, provides tutors, trainers and assessors with an introduction to coaching skills they can use to help their learners progress with qualifications, or into employment or further study.
The course will explore: 
The functions of Coaching for Learning
The difference between coaching and mentoring
How to use the GROW model to coach learners 
How to use coaching techniques including active listening and questioning
How to engage people in coaching conversations to define and achieve realistic learning development goals 

Requires a minimum of 5 people to run this course.

In person in preferrable, online is an option. 

Panda Education and Training Ltd

Learning Strategies

Action Learning

Coaching

Teaching

Learning To Learn

Learn how to use coaching techniques to support your learners to progress in their qualifcations or onto their next step in life. 

Coaching for Learning

<h2>Project Leadership Skills: Virtual In-House Training</h2>
<p>To be effective within an organization, project managers need to have a wide variety of skills and abilities. Included among these are: creating and executing on a vision; motivating others; influencing without authority; networking; communicating up, down and laterally; negotiating; managing stakeholders; and managing conflict.</p>
<p>This highly interactive workshop focuses on building the soft skills that are critical to leading a team and creating sustainable business change. Participants will gain insight into the social science as well as the brain science behind motivating and empowering others. They will learn and experiment with a variety of influencing strategies and tactics. Working in pairs as well as small groups, they will collaborate with others to brainstorm, share experiences, and apply concepts to everyday challenges.</p>
<p>Participants will also discover their personal communication preferences, strengths, and blind spots and will gain insight into how best to communicate with others they find 'difficult.' They will gain insight into managing the people side of change, learning strategies for dealing with each step in the process. Hands-on negotiation and conflict management activities enhance the theoretical learning, grounding it in real life and making it actionable.</p>
<p>Interweaving role play with experiential learning and group activities, this course will help participants refine a skill set that is invaluable to their organization, and one that transfers easily across their professional and personal lives.</p><h3>What You Will Learn</h3>
<p>At the end of this course, you will be able to:</p>
<ul>
<li>Explain the importance of vision in driving motivation and engagement</li>
<li>Apply science-based research to better motivate those around you</li>
<li>Strategically leverage both personal and positional power to achieve positive project results</li>
<li>Determine influencing and networking strategies needed for personal growth</li>
<li>Identify ways to problem solve communication challenges when others have different personality styles</li>
<li>Connect stakeholder expectations to project success criteria</li>
<li>Assess key stakeholders across various dimensions of complexity</li>
<li>Apply the four rules of principled negotiation to a real-life conflict situation</li>
<li>Recognize key aspects of a physiological response to conflict</li>
<li>Utilize selected tools and techniques to 'defuse' an emotional situation</li>
<li>Leverage various strategies and tactics to successfully deal with ambiguity at work</li>
</ul><section>
                    <h3>Getting Started / Foundation Concepts</h3><ul><li>Introductions</li><li>Course structure, goals, and objectives</li><li>Beginning a personal action plan</li></ul><h3>Managing Vision and Purpose / Motivating Others</h3><ul><li>Communicating and aligning around vision</li><li>Tying the present to the future</li><li>The importance of purpose</li><li>The art and science of motivation</li></ul><h3>Networking and Influencing</h3><ul><li>Positive politics and project success</li><li>Types of power within organizations</li><li>Power and influence</li><li>Networking best practices</li></ul><h3>Communication</h3><ul><li>The medium and the message</li><li>Personality and communication styles</li><li>Communication challenges</li></ul><h3>Stakeholder Management and Negotiation</h3><ul><li>Identifying stakeholders</li><li>Analyzing stakeholders</li><li>Negotiation basics</li><li>Principled negotiation</li></ul><h3>Conflict Management</h3><ul><li>Dynamics of conflict</li><li>The anatomy of conflict</li><li>Conflict management approaches and tools</li><li>Dealing with ambiguity</li></ul><h3>Summary and Next Steps</h3><ul><li>Key concepts review</li><li>Creating your personal action plan</li></ul>


                </section>

Project Leadership Skills: Virtual In-House Training
To be effective within an organization, project managers need to have a wide variety of skills and abilities. Included among these are: creating and executing on a vision; motivating others; influencing without authority; networking; communicating up, down and laterally; negotiating; managing stakeholders; and managing conflict.
This highly interactive workshop focuses on building the soft skills that are critical to leading a team and creating sustainable business change. Participants will gain insight into the social science as well as the brain science behind motivating and empowering others. They will learn and experiment with a variety of influencing strategies and tactics. Working in pairs as well as small groups, they will collaborate with others to brainstorm, share experiences, and apply concepts to everyday challenges.
Participants will also discover their personal communication preferences, strengths, and blind spots and will gain insight into how best to communicate with others they find 'difficult.' They will gain insight into managing the people side of change, learning strategies for dealing with each step in the process. Hands-on negotiation and conflict management activities enhance the theoretical learning, grounding it in real life and making it actionable.
Interweaving role play with experiential learning and group activities, this course will help participants refine a skill set that is invaluable to their organization, and one that transfers easily across their professional and personal lives.
What You Will Learn
At the end of this course, you will be able to:
Explain the importance of vision in driving motivation and engagement
Apply science-based research to better motivate those around you
Strategically leverage both personal and positional power to achieve positive project results
Determine influencing and networking strategies needed for personal growth
Identify ways to problem solve communication challenges when others have different personality styles
Connect stakeholder expectations to project success criteria
Assess key stakeholders across various dimensions of complexity
Apply the four rules of principled negotiation to a real-life conflict situation
Recognize key aspects of a physiological response to conflict
Utilize selected tools and techniques to 'defuse' an emotional situation
Leverage various strategies and tactics to successfully deal with ambiguity at work
Getting Started / Foundation Concepts
Introductions
Course structure, goals, and objectives
Beginning a personal action plan
Managing Vision and Purpose / Motivating Others
Communicating and aligning around vision
Tying the present to the future
The importance of purpose
The art and science of motivation
Networking and Influencing
Positive politics and project success
Types of power within organizations
Power and influence
Networking best practices
Communication
The medium and the message
Personality and communication styles
Communication challenges
Stakeholder Management and Negotiation
Identifying stakeholders
Analyzing stakeholders
Negotiation basics
Principled negotiation
Conflict Management
Dynamics of conflict
The anatomy of conflict
Conflict management approaches and tools
Dealing with ambiguity
Summary and Next Steps
Key concepts review
Creating your personal action plan

Project Leadership Skills: Virtual In-House Training

London

<h2>Project Leadership Skills: In-House Training</h2>
<p>To be effective within an organization, project managers need to have a wide variety of skills and abilities. Included among these are: creating and executing on a vision; motivating others; influencing without authority; networking; communicating up, down and laterally; negotiating; managing stakeholders; and managing conflict.</p>
<p>This highly interactive workshop focuses on building the soft skills that are critical to leading a team and creating sustainable business change. Participants will gain insight into the social science as well as the brain science behind motivating and empowering others. They will learn and experiment with a variety of influencing strategies and tactics. Working in pairs as well as small groups, they will collaborate with others to brainstorm, share experiences, and apply concepts to everyday challenges.</p>
<p>Participants will also discover their personal communication preferences, strengths, and blind spots and will gain insight into how best to communicate with others they find 'difficult.' They will gain insight into managing the people side of change, learning strategies for dealing with each step in the process. Hands-on negotiation and conflict management activities enhance the theoretical learning, grounding it in real life and making it actionable.</p>
<p>Interweaving role play with experiential learning and group activities, this course will help participants refine a skill set that is invaluable to their organization, and one that transfers easily across their professional and personal lives.</p><h3>What You Will Learn</h3>
<p>At the end of this course, you will be able to:</p>
<ul>
<li>Explain the importance of vision in driving motivation and engagement</li>
<li>Apply science-based research to better motivate those around you</li>
<li>Strategically leverage both personal and positional power to achieve positive project results</li>
<li>Determine influencing and networking strategies needed for personal growth</li>
<li>Identify ways to problem solve communication challenges when others have different personality styles</li>
<li>Connect stakeholder expectations to project success criteria</li>
<li>Assess key stakeholders across various dimensions of complexity</li>
<li>Apply the four rules of principled negotiation to a real-life conflict situation</li>
<li>Recognize key aspects of a physiological response to conflict</li>
<li>Utilize selected tools and techniques to 'defuse' an emotional situation</li>
<li>Leverage various strategies and tactics to successfully deal with ambiguity at work</li>
</ul><section>
                    <h3>Getting Started / Foundation Concepts</h3><ul><li>Introductions</li><li>Course structure, goals, and objectives</li><li>Beginning a personal action plan</li></ul><h3>Managing Vision and Purpose / Motivating Others</h3><ul><li>Communicating and aligning around vision</li><li>Tying the present to the future</li><li>The importance of purpose</li><li>The art and science of motivation</li></ul><h3>Networking and Influencing</h3><ul><li>Positive politics and project success</li><li>Types of power within organizations</li><li>Power and influence</li><li>Networking best practices</li></ul><h3>Communication</h3><ul><li>The medium and the message</li><li>Personality and communication styles</li><li>Communication challenges</li></ul><h3>Stakeholder Management and Negotiation</h3><ul><li>Identifying stakeholders</li><li>Analyzing stakeholders</li><li>Negotiation basics</li><li>Principled negotiation</li></ul><h3>Conflict Management</h3><ul><li>Dynamics of conflict</li><li>The anatomy of conflict</li><li>Conflict management approaches and tools</li><li>Dealing with ambiguity</li></ul><h3>Summary and Next Steps</h3><ul><li>Key concepts review</li><li>Creating your personal action plan</li></ul>


                </section>

Project Leadership Skills: In-House Training
To be effective within an organization, project managers need to have a wide variety of skills and abilities. Included among these are: creating and executing on a vision; motivating others; influencing without authority; networking; communicating up, down and laterally; negotiating; managing stakeholders; and managing conflict.
This highly interactive workshop focuses on building the soft skills that are critical to leading a team and creating sustainable business change. Participants will gain insight into the social science as well as the brain science behind motivating and empowering others. They will learn and experiment with a variety of influencing strategies and tactics. Working in pairs as well as small groups, they will collaborate with others to brainstorm, share experiences, and apply concepts to everyday challenges.
Participants will also discover their personal communication preferences, strengths, and blind spots and will gain insight into how best to communicate with others they find 'difficult.' They will gain insight into managing the people side of change, learning strategies for dealing with each step in the process. Hands-on negotiation and conflict management activities enhance the theoretical learning, grounding it in real life and making it actionable.
Interweaving role play with experiential learning and group activities, this course will help participants refine a skill set that is invaluable to their organization, and one that transfers easily across their professional and personal lives.
What You Will Learn
At the end of this course, you will be able to:
Explain the importance of vision in driving motivation and engagement
Apply science-based research to better motivate those around you
Strategically leverage both personal and positional power to achieve positive project results
Determine influencing and networking strategies needed for personal growth
Identify ways to problem solve communication challenges when others have different personality styles
Connect stakeholder expectations to project success criteria
Assess key stakeholders across various dimensions of complexity
Apply the four rules of principled negotiation to a real-life conflict situation
Recognize key aspects of a physiological response to conflict
Utilize selected tools and techniques to 'defuse' an emotional situation
Leverage various strategies and tactics to successfully deal with ambiguity at work
Getting Started / Foundation Concepts
Introductions
Course structure, goals, and objectives
Beginning a personal action plan
Managing Vision and Purpose / Motivating Others
Communicating and aligning around vision
Tying the present to the future
The importance of purpose
The art and science of motivation
Networking and Influencing
Positive politics and project success
Types of power within organizations
Power and influence
Networking best practices
Communication
The medium and the message
Personality and communication styles
Communication challenges
Stakeholder Management and Negotiation
Identifying stakeholders
Analyzing stakeholders
Negotiation basics
Principled negotiation
Conflict Management
Dynamics of conflict
The anatomy of conflict
Conflict management approaches and tools
Dealing with ambiguity
Summary and Next Steps
Key concepts review
Creating your personal action plan

Project Leadership Skills: In-House Training

<p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><em fr-original-style="" style="box-sizing: border-box;">"Midlife Opportunities Revealed!"</em> is an<span style="color: rgba(0, 0, 0, 0.9); box-sizing: border-box;" id="isPasted" fr-original-style="color: rgba(0, 0, 0, 0.9);">&nbsp;interactive workshop that supports examining one&#39;s midlife to uncover hidden potential and open one&#39;s mind to hidden options and opportunities.</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgba(0, 0, 0, 0.9); box-sizing: border-box;" fr-original-style="color: rgba(0, 0, 0, 0.9);">During the workshop, you will learn about midlifers&#39; self-limiting beliefs, ways of overcoming them, and how to look beyond what is visible to discover new possibilities and paths for further development and personal growth.</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgba(0, 0, 0, 0.9); box-sizing: border-box;" fr-original-style="color: rgba(0, 0, 0, 0.9);">The participants will be provided with learning materials for self-evaluation and reflection.</span></p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;"><span style="color: rgba(0, 0, 0, 0.9); box-sizing: border-box;" fr-original-style="color: rgba(0, 0, 0, 0.9);">The course will hold a segment for a group discussion to share experiences.</span></p>

"Midlife Opportunities Revealed!" is an interactive workshop that supports examining one's midlife to uncover hidden potential and open one's mind to hidden options and opportunities.
During the workshop, you will learn about midlifers' self-limiting beliefs, ways of overcoming them, and how to look beyond what is visible to discover new possibilities and paths for further development and personal growth.
The participants will be provided with learning materials for self-evaluation and reflection.
The course will hold a segment for a group discussion to share experiences.

Antonia Varbanova - The Midlife Disruptor

Learning & Development

Motivation

Personal Development

Life Coaching

Growth Mindset

Opportunities

"Midlife Opportunities Revealed!" is an interactive workshop that supports examining one's midlife to uncover hidden potential and open one's mind to hidden options and opportunities.

Midlife Opportunities Revealed!

Birmingham

<p><strong>Background</strong></p>
<p>Research suggests that teachers ask between 300 and 400 questions a day. Imagine that &ndash; it comes to roughly 2 questions every minute! That is a lot of questions. But there is something more important than the number of questions we ask, it is why we ask those questions, what type of questions we ask, how we ask those questions and the quality of feedback we give to pupils. When used effectively, questioning is a useful teaching and learning strategy. During this workshop we will discuss how questioning can be used effectively to assess, challenge and stretch pupils progress.</p>
<p>&nbsp;</p>
<p><strong>Who is this course for?</strong></p>
<p>Teachers, trainee teachers, teaching assistanst, learning support assistanst</p>
<p>&nbsp;</p>
<p><strong>What will be covered? </strong></p>
<ul>
<li>our brains and the types of questions we ask</li>
<li>how questions are used in classrooms</li>
<li>practical strategies to make questioning more effective</li>
<li>questioning to assess, stretch and challenge</li>
</ul>

Background
Research suggests that teachers ask between 300 and 400 questions a day. Imagine that – it comes to roughly 2 questions every minute! That is a lot of questions. But there is something more important than the number of questions we ask, it is why we ask those questions, what type of questions we ask, how we ask those questions and the quality of feedback we give to pupils. When used effectively, questioning is a useful teaching and learning strategy. During this workshop we will discuss how questioning can be used effectively to assess, challenge and stretch pupils progress.
 
Who is this course for?
Teachers, trainee teachers, teaching assistanst, learning support assistanst
 
What will be covered? 
our brains and the types of questions we ask
how questions are used in classrooms
practical strategies to make questioning more effective
questioning to assess, stretch and challenge

Marell Consulting Limited

When used effectively, questioning is a useful teaching and learning strategy. During this workshop we will discuss how questioning can be used effectively to assess, challenge and stretch pupils progress.

Effective Questioning

This does not include the cost of travel which will be charged at £0.45 per mile for return travel to your school from our offices in Birmingham. 

Group fee for up to 20 people

<p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;">The Academic Profiling Test (APT) is an online assessment for students aged 6 to 16. It is designed for use with professional consultants and advisors, who can support your child&#39;s learning goals and aspirations. It might be used for finding gaps in their learning, identifying academic strengths or weaknesses, establishing their profile to assist in applying to a new school, or simply to get an independent idea of your child&#39;s progress.</p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;">Using a sophisticated adaptive assessment that can be taken at home at a time that suits you, APT is not like exams or entrance tests. It has been developed to be a low-stakes evaluative tool to help get a sense of what kind of thinking is easy, and what is more difficult. It adapts to the candidate&#39;s ability - if the questions are proving too hard, it&#39;ll select easier ones; likewise if it&#39;s too easy, it will push the candidate onto harder material. APT covers learning <em fr-original-style="" style="box-sizing: border-box;">skills </em>not knowledge, so there&#39;s no questions about the Battle of Hastings or British rivers. Instead, we&#39;ll cover literacy and numeracy, verbal and non-verbal problem solving, at a level that is appropriate for the candidate&#39;s year group in school.</p><p fr-original-style="" style="color: var(--text); font-size: var(--font-size); box-sizing: border-box;">If you are interesting in your child taking an APT, it&#39;ll likely be delivered through one of our accredited partner organisations. Get in touch with us today and we&#39;ll guide you to the most appropriate education organisation for your needs.&nbsp;</p>

The Academic Profiling Test (APT) is an online assessment for students aged 6 to 16. It is designed for use with professional consultants and advisors, who can support your child's learning goals and aspirations. It might be used for finding gaps in their learning, identifying academic strengths or weaknesses, establishing their profile to assist in applying to a new school, or simply to get an independent idea of your child's progress.
Using a sophisticated adaptive assessment that can be taken at home at a time that suits you, APT is not like exams or entrance tests. It has been developed to be a low-stakes evaluative tool to help get a sense of what kind of thinking is easy, and what is more difficult. It adapts to the candidate's ability - if the questions are proving too hard, it'll select easier ones; likewise if it's too easy, it will push the candidate onto harder material. APT covers learning skills not knowledge, so there's no questions about the Battle of Hastings or British rivers. Instead, we'll cover literacy and numeracy, verbal and non-verbal problem solving, at a level that is appropriate for the candidate's year group in school.
If you are interesting in your child taking an APT, it'll likely be delivered through one of our accredited partner organisations. Get in touch with us today and we'll guide you to the most appropriate education organisation for your needs. 

Academic Profiling Tests

Evaluation

The Academic Profiling Test (APT) is an online assessment for students aged 6 to 16. It is designed for use with professional consultants and advisors, who can support your child's learning goals and aspirations. It might be used for finding gaps in their learning, identifying academic strengths or weaknesses, establishing their profile to assist in applying to a new school, or simply to get an independent idea of your child's progress.

Academic Profiling Test (APT)

Harpenden

<p>If you want to be better at making to-do lists or managing time better this is NOT for you! The time challenges we all face at work need to be addressed with a different approach.</p><p>This 'bite-size' session takes a fresh approach to how we deal with time personally and challenges the belief that we don't always have enough time. The workshop will be participative, interactive, and will cover the personal relationship we have with time and how this impacts on dealing with challenges and ever-changing priorities on a daily basis at work. The workshop will give you some practical tools and ideas on dealing with your thieves of time from a different perspective, including interruptions and emails.</p>To enable participants to organise and use their time effectively, using strategies to help with both 'thinking' and 'doing' that are fit for purpose. This workshop will enable you to:<ul><li>Recognise the barriers to effective time management and set goals to overcome them and get things done</li><li>Understand how their mindset affects how they use time and use better ways to deal with the inbuilt patterns of behaviour this produces when at work</li><li>Plan for tasks and projects in a productive way</li><li>Use some new tools and techniques to tackle time thieves, including email and interruptions</li><li>Review and evaluate their learning and have an action plan to take back to work</li></ul><section>
                    <h3>1 Welcome, introductions and objectives</h3><ul><li>Exploring your relationship with time and how you focus your mind on daily work pressures in relation to time</li><li>Past, present and future - where do you focus your energy at work?</li><li>Time thieves - exploring the results of the pre-workshop questionnaire and learning strategies to deal with the roots of your time thieves</li></ul> <h3>2 Personal strategies and tools: having a new mindset</h3><ul><li>Emails, interruptions and curve balls</li><li>Review and evaluation of learning</li><li>Action-planning</li></ul> 


                </section>

If you want to be better at making to-do lists or managing time better this is NOT for you! The time challenges we all face at work need to be addressed with a different approach.
This 'bite-size' session takes a fresh approach to how we deal with time personally and challenges the belief that we don't always have enough time. The workshop will be participative, interactive, and will cover the personal relationship we have with time and how this impacts on dealing with challenges and ever-changing priorities on a daily basis at work. The workshop will give you some practical tools and ideas on dealing with your thieves of time from a different perspective, including interruptions and emails.
To enable participants to organise and use their time effectively, using strategies to help with both 'thinking' and 'doing' that are fit for purpose. This workshop will enable you to:
Recognise the barriers to effective time management and set goals to overcome them and get things done
Understand how their mindset affects how they use time and use better ways to deal with the inbuilt patterns of behaviour this produces when at work
Plan for tasks and projects in a productive way
Use some new tools and techniques to tackle time thieves, including email and interruptions
Review and evaluate their learning and have an action plan to take back to work
1 Welcome, introductions and objectives
Exploring your relationship with time and how you focus your mind on daily work pressures in relation to time
Past, present and future - where do you focus your energy at work?
Time thieves - exploring the results of the pre-workshop questionnaire and learning strategies to deal with the roots of your time thieves
2 Personal strategies and tools: having a new mindset
Emails, interruptions and curve balls
Review and evaluation of learning
Action-planning

The In House Training Company

Office Skills & Productivity

Team Building

Stress Management

Time Management

Mental Health At Work

Personal Productivity

Making the most of your time (In-House)

<p>This five-day programme empowers participants with the skills and knowledge to understand and effectively apply best practice commercial and contracting principles and techniques, ensuring better contractor performance and greater value add.</p><p>This is an assessed programme, leading to the International Association for Contracts &amp; Commercial Management (IACCM)'s coveted Contract and Commercial Management Practitioner (CCMP) qualification.</p>By the end of this comprehensive programme the participants will be able to:<ul><li>Develop robust contracting plans, including scopes of work and award strategies</li><li>Undertake early market engagements to maximise competition</li><li>Conduct effective contracting and commercial management activities, including ITT, RFP, negotiated outcomes</li><li>Understand the legalities of contract and commercial management</li><li>Negotiate effectively with key stakeholders and clients, making use of the key skills of persuading and influencing to optimise outcomes</li><li>Undertake effective Supplier Relationship Management</li><li>Appreciate the implications of national and organisational culture on contracting and commercial activities</li><li>Appreciate professional contract management standards</li><li>Set up and maintain contract and commercial management governance systems</li><li>Take a proactive, collaborative, and agile approach to managing commercial contracts</li><li>Develop and monitor appropriate and robust KPIs and SLAs to manage the contractor and facilitate improved contractor performance</li><li>Appreciate the cross-functional nature of contract management</li><li>Collaborate with clients to deliver sustainable performance and to manage and exceed client expectations</li><li>Understand the roles and responsibilities of contract and commercial managers</li><li>Use effective contractor selection and award methods and models (including the 10Cs model) and use these models to prepare robust propositions to clients</li><li>Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates</li><li>Effectively manage the process of change, claims, variations, and dispute resolution</li><li>Develop and present robust propositions</li><li>Make appropriate use of best practice contract and commercial management tools, techniques, and templates</li></ul><section>
                    <h3>DAY ONE</h3> <h3>1 Introduction</h3><ul><li>Aims</li><li>Objectives</li><li>KPIs</li><li>Learning strategies</li><li>Plan for the programme</li></ul> <h3>2 The contracting context</h3><ul><li>Key objectives of contract management</li><li>Importance and impact on the business</li></ul> <h3>3 Critical success factors</h3><ul><li>Essential features of professional commercial and contract management and administration</li><li>The 6-step model</li></ul> <h3>4 Putting the 'management' into commercial and contract management</h3><ul><li>Traditional <em>v</em> 'new age' models</li><li>The need for a commercial approach</li><li>The added value generated</li></ul> <h3>5 Definitions</h3><ul><li>'Commercial management'</li><li>'Contract management'</li><li>'Contracting'</li><li>... and why have formal contracts?</li></ul> <h3>6 Stakeholders</h3><ul><li>Stakeholder mapping and analysis</li><li>The 'shared vision' concept</li><li>Engaging with key functions, eg, HSE, finance, operations</li></ul> <h3>7 Roles and responsibilities</h3><ul><li>Contract administrators</li><li>Stakeholders</li></ul> <h3>8 Strategy and planning</h3><ul><li>Developing effective contracting plans and strategies</li></ul>  <h3>DAY TWO</h3> <h3>1 Contract control</h3><ul><li>Tools and techniques, including CPA and Gantt charts</li><li>A project management approach</li><li>Developing effective contract programmes</li></ul> <h3>2 The contracting context</h3><ul><li>Key objectives of contract management</li><li>Importance and impact on the business</li></ul> <h3>3 Tendering</h3><ul><li>Overview of the contracting cycle</li><li>Requirement to tender</li><li>Methods</li><li>Rationale</li><li>Exceptions</li><li>Steps</li><li>Gateways</li><li>Controls</li><li>One and two package bids</li></ul> <h3>4 Tender assessment and contract award I - framework</h3><ul><li>Tender board procedures</li><li>Role of the tender board (including minor and major tender boards)</li><li>Membership</li><li>Administration</li><li>Developing robust contract award strategies and presentations</li></ul>  <h3>DAY THREE</h3> <h3>1 Tender assessment and contract award II - processes</h3><ul><li>Pre-qualification processes</li><li>CRS</li><li>Vendor registration rules and processes</li><li>Creating bidder lists</li><li>Disqualification criteria</li><li>Short-listing</li><li>Using the 10Cs model</li><li>Contract award and contract execution processes</li></ul> <h3>2 Minor works orders</h3><ul><li>Process</li><li>Need for competition</li><li>Role and purpose</li><li>Controls</li><li>Risks</li></ul> <h3>3 Contract strategy</h3><ul><li>Types of contract</li><li>Call-offs</li><li>Framework agreements</li><li>Price agreements</li><li>Supply agreements</li></ul> <h3>4 Contract terms I: Pricing structures</h3><ul><li>Lump sum</li><li>Unit price</li><li>Cost plus</li><li>Time and materials</li><li>Alternative methods</li><li>Target cost</li><li>Gain share contracts</li><li>Advance payments</li><li>Price escalation clauses</li></ul> <h3>5 Contract terms II: Other financial clauses</h3><ul><li>Insurance</li><li>Currencies</li><li>Parent body guarantees</li><li>Tender bonds</li><li>Performance bonds</li><li>Retentions</li><li>Sub-contracting</li><li>Termination</li><li>Invoicing</li></ul> <h3>6 Contract terms III: Risk and reward</h3><ul><li>Incentive contracts</li><li>Management and mitigation of contractual risk</li></ul>  <h3>DAY FOUR</h3> <h3>1 Contract terms IV: Jurisdiction and related matters</h3><ul><li>Applicable laws and regulations</li><li>Registration</li><li>Commercial registry</li><li>Commercial agencies</li></ul> <h3>2 Managing the client-contractor relationship</h3><ul><li>Types of relationship</li><li>Driving forces</li><li>Link between type of contract and style of relationships</li><li>Motivation - use of incentives and remedies</li></ul> <h3>3 Disputes</h3><ul><li>Types of dispute</li><li>Conflict resolution strategies</li><li>Negotiation</li><li>Mediation</li><li>Arbitration</li></ul>  <h3>DAY FIVE</h3> <h3>1 Performance measurement</h3><ul><li>KPIs</li><li>Benchmarking</li><li>Cost controls</li><li>Validity of savings</li><li>Balanced scorecards</li><li>Using the KPI template</li></ul> <h3>2 Personal qualities of the contract manager</h3><ul><li>Negotiation</li><li>Communication</li><li>Persuasion and influencing</li><li>Working in a matrix environment</li></ul> <h3>3 Contract terms V: Drafting skills</h3><ul><li>Drafting special terms</li></ul> <h3>4 Variations</h3><ul><li>Contract and works variation orders</li><li>Causes of variations</li><li>Risk management</li><li>Controls</li><li>Prevention</li><li>Negotiation with contractors</li></ul> <h3>5 Claims</h3><ul><li>Claims management processes</li><li>Controls</li><li>Risk mitigation</li><li>Schedules of rates</li></ul> <h3>6 Close-out</h3><ul><li>Contract close-out and acceptance / completion</li><li>HSE</li><li>Final payments</li><li>Performance evaluation</li><li>Capturing the learning</li></ul> <h3>7 Close</h3><ul><li>Review</li><li>Final assessment</li><li>Next steps</li></ul> 


                </section>

This five-day programme empowers participants with the skills and knowledge to understand and effectively apply best practice commercial and contracting principles and techniques, ensuring better contractor performance and greater value add.
This is an assessed programme, leading to the International Association for Contracts & Commercial Management (IACCM)'s coveted Contract and Commercial Management Practitioner (CCMP) qualification.
By the end of this comprehensive programme the participants will be able to:
Develop robust contracting plans, including scopes of work and award strategies
Undertake early market engagements to maximise competition
Conduct effective contracting and commercial management activities, including ITT, RFP, negotiated outcomes
Understand the legalities of contract and commercial management
Negotiate effectively with key stakeholders and clients, making use of the key skills of persuading and influencing to optimise outcomes
Undertake effective Supplier Relationship Management
Appreciate the implications of national and organisational culture on contracting and commercial activities
Appreciate professional contract management standards
Set up and maintain contract and commercial management governance systems
Take a proactive, collaborative, and agile approach to managing commercial contracts
Develop and monitor appropriate and robust KPIs and SLAs to manage the contractor and facilitate improved contractor performance
Appreciate the cross-functional nature of contract management
Collaborate with clients to deliver sustainable performance and to manage and exceed client expectations
Understand the roles and responsibilities of contract and commercial managers
Use effective contractor selection and award methods and models (including the 10Cs model) and use these models to prepare robust propositions to clients
Make effective use of lessons learned to promote improvements from less than optimal outcomes, using appropriate templates
Effectively manage the process of change, claims, variations, and dispute resolution
Develop and present robust propositions
Make appropriate use of best practice contract and commercial management tools, techniques, and templates
DAY ONE
1 Introduction
Aims
Objectives
KPIs
Learning strategies
Plan for the programme
2 The contracting context
Key objectives of contract management
Importance and impact on the business
3 Critical success factors
Essential features of professional commercial and contract management and administration
The 6-step model
4 Putting the 'management' into commercial and contract management
Traditional v 'new age' models
The need for a commercial approach
The added value generated
5 Definitions
'Commercial management'
'Contract management'
'Contracting'
... and why have formal contracts?
6 Stakeholders
Stakeholder mapping and analysis
The 'shared vision' concept
Engaging with key functions, eg, HSE, finance, operations
7 Roles and responsibilities
Contract administrators
Stakeholders
8 Strategy and planning
Developing effective contracting plans and strategies
DAY TWO
1 Contract control
Tools and techniques, including CPA and Gantt charts
A project management approach
Developing effective contract programmes
2 The contracting context
Key objectives of contract management
Importance and impact on the business
3 Tendering
Overview of the contracting cycle
Requirement to tender
Methods
Rationale
Exceptions
Steps
Gateways
Controls
One and two package bids
4 Tender assessment and contract award I - framework
Tender board procedures
Role of the tender board (including minor and major tender boards)
Membership
Administration
Developing robust contract award strategies and presentations
DAY THREE
1 Tender assessment and contract award II - processes
Pre-qualification processes
CRS
Vendor registration rules and processes
Creating bidder lists
Disqualification criteria
Short-listing
Using the 10Cs model
Contract award and contract execution processes
2 Minor works orders
Process
Need for competition
Role and purpose
Controls
Risks
3 Contract strategy
Types of contract
Call-offs
Framework agreements
Price agreements
Supply agreements
4 Contract terms I: Pricing structures
Lump sum
Unit price
Cost plus
Time and materials
Alternative methods
Target cost
Gain share contracts
Advance payments
Price escalation clauses
5 Contract terms II: Other financial clauses
Insurance
Currencies
Parent body guarantees
Tender bonds
Performance bonds
Retentions
Sub-contracting
Termination
Invoicing
6 Contract terms III: Risk and reward
Incentive contracts
Management and mitigation of contractual risk
DAY FOUR
1 Contract terms IV: Jurisdiction and related matters
Applicable laws and regulations
Registration
Commercial registry
Commercial agencies
2 Managing the client-contractor relationship
Types of relationship
Driving forces
Link between type of contract and style of relationships
Motivation - use of incentives and remedies
3 Disputes
Types of dispute
Conflict resolution strategies
Negotiation
Mediation
Arbitration
DAY FIVE
1 Performance measurement
KPIs
Benchmarking
Cost controls
Validity of savings
Balanced scorecards
Using the KPI template
2 Personal qualities of the contract manager
Negotiation
Communication
Persuasion and influencing
Working in a matrix environment
3 Contract terms V: Drafting skills
Drafting special terms
4 Variations
Contract and works variation orders
Causes of variations
Risk management
Controls
Prevention
Negotiation with contractors
5 Claims
Claims management processes
Controls
Risk mitigation
Schedules of rates
6 Close-out
Contract close-out and acceptance / completion
HSE
Final payments
Performance evaluation
Capturing the learning
7 Close
Review
Final assessment
Next steps

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