325 Step courses in Sheffield

Wouldn't sales be a 'walk in the park' without challenging customers? Why is it that some customers are so difficult to please, so quick to call 'foul' at the slightest blip and so mean with their gratitude after we've bent over backwards to accommodate them? Whether we are looking at prospective or existing customers, there is a toolkit for dealing with the most challenging of them. This course will help participants: Use broad open questions to give the customer a platform for their opinions or issues Improve listening skills to really understand what's behind the customer's challenging style Probe specific phrases to show listening and earn deeper disclosure Use silence to let challenging customers 'blow off steam' Understand the negative impact of certain phrases on a challenging customer Summarise effectively and reassure the customer of our understanding of their needs Recognise the 'behaviour cycle' and avoid emotional escalation Understand 'transactional analysis' and how to bring people from 'child' to 'adult' state Create loyalty in customers who are slow to give trust 1 What makes a customer 'challenging'? Why customers challenge us - understanding their drivers 'Wearing their shoes' - seeing things from their perspective Understanding our own personality style How to flex with a style that is different from our own Ways to quickly recognise a customer's style The benefits of flexing with a challenging customer's style 2 Practical exercise - forum theatre Participants take it in turns to deal with the trainer (who plays the role of the challenging customer) Observers stop the action when they hear or see something they deem wrong The participant in the seat gets a chance to use a suggested alternative line The participant who makes the suggestion has the chance to occupy the seat and deliver it themselves Frequent feedback from the trainer as to how the participant's words are making him feel Opportunities to rewind the action if an ill-advised line is suggested and delivered Flipchart for capturing what worked, what didn't work and why Mehrabian principle - the importance of body language and tone over words used 3 Questioning and listening skills How to use open questions to get the customer talking What questions to avoid and why The use of pauses and silence to reduce tension and build trust What listening is and what it isn't Question funnelling - how to earn deeper disclosure through probing The power of summary 4 Transactional analysis explained What is transactional analysis (TA)? Exploring the TA states and why people behave in that way under pressure How to bring challenging customers to 'adult' state to reduce tension How 'parent' or 'child' behaviours can be inadvertently triggered Understanding the 'behavioural cycle' and how to break it Mini-role play 'vignettes' to demonstrate real time impact of ill-chosen words 5 How to build trust with challenging customers Techniques for placating current challenging customers Methods that the participants have already used effectively - understanding why those methods worked and how other participants can model them Participants' experiences of trust having been lost - understanding why those experiences had that negative outcome How to 'go the extra mile' with challenging customers 6 Bringing a 'real' challenging customer to life Participants give the trainer a brief profile of a specific challenging customer of theirs 5-10 minute roleplay in which the trainer brings that individual to life Observing participants - without interrupting - make notes on what is and isn't working Trainer stops the action half-way through to give feedback on how he is feeling Participant goes back into the roleplay having recalibrated their approach based on feedback Observers give feedback on what did and didn't work Trainer comes out of character to explain the impact of the participant's words and behaviours 7 Wrap-up Key learnings from each participant Individual action planning - steps that can and will be implemented in the workplace

The aim of this programme is to help attendees create better quality technical documents in an organised and efficient manner. It will give those new to the topic an appreciation of how to approach the task professionally whilst those with more experience will be able to refresh and refine their skills. The programme comprises three complementary one-day modules: The programme presents a structured methodology for creating technical documents and provides a range of practical techniques that help delegates put principles into practice. Although not essential, it is strongly advised that delegates for modules 2 and 3 have already attended module 1, or another equivalent course. Note: the content of each module as shown here is purely indicative and can be adapted to suit your particular requirements. This course will: Explain the qualities and benefits of well written technical documents Present a structured approach for producing technical documents Review the essential skills of effective technical writing Demonstrate practical methods to help create better documents Provide tools and techniques for specification and report writing Review how technical documents should be issued and controlled Note: the content of each module as shown here is purely indicative and can be adapted to suit your particular requirements. Module 1: Essential skills for technical writers 1 Introduction to the programme Aims and objectives of the module Introductions and interests of participants 2 Creating effective technical documents What is technical writing? how does it differ from other writing? Key qualities of an effective technical document Communication essentials and the challenges faced by technical writers The lessons of experience: how the best writers write The five key steps : prepare - organise - write - edit - release (POWER) 3 Preparing to write Defining the document aims and objectives; choosing the title Understanding technical readers and their needs Getting organised; planning and managing the process Integrating technical and commercial elements The role of intellectual property rights (IPR), eg, copyright 4 Organising the content The vital role of structure in technical documents Deciding what to include and how to organise the information Categorising information: introductory, key and supporting Tools and techniques for scoping and structuring the document Creating and using document templates - pro's and con's 5 Writing the document Avoiding 'blinding them with science': the qualities of clear writing Problem words and words that confuse; building and using a glossary Using sentence structure and punctuation to best effect Understanding the impact of style, format and appearance Avoiding common causes of ambiguity; being concise and ensuring clarity Using diagrams and other graphics; avoiding potential pitfalls 6 Editing and releasing the document Why editing is difficult; developing a personal editing strategy Some useful editing tools and techniques Key requirements for document issue and control Module 2: Creating better specifications 1 Introduction Aims and objectives of the day Introductions and interests of participants The 'POWER' writing process for specifications 2 Creating better specifications The role and characteristics of an effective specification Specifications and contracts; the legal role of specifications Deciding how to specify; understanding functional and design requirements Developing the specification design; applying the principles of BS 7373 Getting organised: the key stages in compiling an effective specification 3 Preparing to write a specification Defining the scope of the specification; deciding what to include and what not Scoping techniques: scope maps, check lists, structured brainstorming The why/what/how pyramid; establishing and understanding requirements Clarifying priorities; separating needs and desires: the MoSCoW method Useful quantitative techniques: cost benefit analysis, QFD, Pareto analysis Dealing with requirements that are difficult to quantify 4 Organising the content The role of structure in specifications Typical contents and layout for a specification What goes where: introductory, key and supporting sections Creating and using model forms: the sections and sub sections Detailed contents of each sub-section Exercise: applying the tools and techniques 5 Writing the specification Identifying and understanding the specification reader Key words: will, shall, must; building and using a glossary Writing performance targets that are clear and unambiguous Choosing and using graphics Exercise: writing a specification 6 Editing and releasing the document Key editing issues for specifications Issue and control of specifications Module 3: Writing better reports 1 Introduction Aims and objectives of the day Introductions and interests of participants The 'POWER' technical writing process for technical reports 2 Creating better reports What is a technical report? types and formats of report The role and characteristics of an effective technical report Understanding technical report readers and their needs The commercial role and impact of technical reports Getting organised: the key stages in compiling a technical report 3 Preparing to write reports Agreeing the terms of reference; defining aims and objectives Being clear about constraints; defining what is not to be included Legal aspects and intellectual property rights (IPR) for reports Preparing the ground; gathering information and reference documents Keeping track of information: note making, cataloguing and cross referencing Tools and techniques for developing a valid and convincing argument 4 Organising the content The role of structure reviewed; some typical report structures Who needs what: identifying the varied needs of the readership What goes where: introductory, key and supporting sections Creating and using model forms: the sections and sub sections Detailed contents of each sub-section Exercise: applying the tools and techniques 5 Writing the report Planning the storyline: the report as a journey in understanding Recognising assumptions about the reader; what they do and don't know Converting complex concepts into understandable statements Presenting technical data and its analysis; the role of graphics Presenting the case simply whilst maintaining technical integrity Exercise: writing a technical report 6 Editing and releasing the report Key editing issues for technical reports Issue and control of technical reports

Any team member with Customer interaction (including internal) are the 'Ambassadors' of the company/organisation. If they project positive professionalism - they win others' confidence. If they appear or sound like they are in any way indifferent or unprofessional - they will cost sales and lose clients/customers. With this 2 day Training course, that will be tailored to your company/organisation, each person attending will upgrade their professional standards in people skills, telephone manner and email etiquette. No training in this area may well be a false economy as there is a much greater risk of disenfranchised customers and team members - and probably increases your competitors to win business at your expense. Professional customer care is all too frequently regarded as a token issue in most induction sessions for employees. Surprisingly it is very rarely considered as a key priority, despite being essential for ensuring customer commitment is secure and supplier/partnerships are robust. Excellent customer care is paramount in our ever increasingly competitive market and making customers feel valued and looked after is often a differentiator. This 2-day course will help you understand your customers and the vital importance of customer care in any organisation. You will gain the tools and techniques to apply your learning directly back into the workplace and deliver excellent customer care. Course Syllabus The syllabus of the Professional Customer Care course is comprised of four modules, covering the following: Module One What is Excellent Customer Care? Internal versus external customers Why customer care is important Meeting customer expectations Module Two Making a Personal Difference How do you measure customer care? Making a difference Taking ownership Positive mental attitude Displaying professionalism both face-to-face and over the telephone Using positive language Module Three Gathering Information and Offering Solutions Asking the right questions Active listening skills Summarising and clarifying skills Module Four Dealing with Difficult Situations How to give a 'service' no Demonstrating empathy Assertiveness techniques Handling a complaint Problem solving Saying 'sorry' Making realistic promises and keeping them Real Play Scenarios with a Professional Actor (Optional Extra) This programme benefits significantly from our innovative training feature: Real Play. Using a professional actor who performs role plays as different customer characters in carefully devised situations, the delegates have the opportunity to 'pause' the role play to coach and control their character to improve their skill sets and practice the theory delivered. These scenarios can deal with difficult situations and enacting options to ensure good customer relations are intact. The outcome of the scenario is the responsibility of the delegates, not the trainer and actor. The actor will remain in character throughout the de-brief in order to bring to life the impact and possible next steps. Objectives By the end of the course participants will be able to Adopt a professional telephone manner Communicate assertively by taking control and directing the conversation Deliver information positively by offering options and alternatives Develop a range of versatile behaviours to use when dealing with difficult situations by: Listening actively Using empathy Gathering relevant information through effective questioning Finding solutions to concerns/problems quickly and efficiently Speaking positively and assertively What Is The Benefit? For individuals this course will increase confidence and ability to deal with customers in all situations, which will in turn create customer loyalty and raise their profile. For an employer, ensuring that all customer facing employees are demonstrating excellent customer care instils confidence in the customers and promotes a positive image of the company. In-House Courses Every single team member or employee that has a role which involves engaging with a customer, client and/or a key partner/supplier has a responsibility for projecting a positive image of the organisation which they represent. That may sound obvious, but how many hundreds of experiences have you had as a customer where you were treated with indifference and a distinct lack of professionalism by the receptionist, the retail assistant, the tele-agent, the delivery person, the credit controller or the departmental manager of the operation that you were dealing with? Far too many to count? This is because professional customer care is regarded as a token issue in most induction sessions for employees - and it is very rarely considered as a key priority to ensure customer commitment is secure and supplier/partnerships are robust. Yet the hugely expensive churn in customer/client commitments and staff is enormously expensive and immensely disruptive to any organisation. The Importance of Customers and Clients Every client/customer engaging person needs to recognise that it is ultimately the client or customer that pays their wages. If they gain a basic understanding of the clients' motivations and behaviours, coupled with some core skills in how to care for them, they will attain the status of 'professional'. This will very quickly translate into increased revenues, retained loyalty, high commitment and far greater security for all parties. The foundation has to be based on the authentic commitment to both the customer and also to the organisation they work for. Disenfranchisement readily curdles into sloppy behaviours cloaked in unprofessional attitudes and demeanours; plenty there to repel the most loyal of customers. If your company or organisation relies on repeat business and retaining the confidence and commitment of your clients, then all of your team members - perhaps including managers who set the example and have the biggest influence on the where the needle points to in relation to professionalism - need to be trained on the core basics of professional customer care. Customer Care Programmes from Dickson Training Ltd We are delighted to boast about the many successes we have had in providing effective and long lasting improvements for many clients, where awards have been won and, more importantly, talent has been retained because their clients and customers keep on coming back. Professional customer care extends to suppliers and partners that you value and need to get the best service and rates from, as well as any 'internal clients' such as other departments where you need to rely on their support and collaboration in order to achieve your goals. It is amazing what effective professional customer care training can do for any organisation. Without it your organisation may be vulnerable, with it you are much more likely to see increased performances and much greater security and growth. Scheduled Courses Unfortunately this course is not one that is currently scheduled as an open course, and is only available on an in-house basis. Please contact us for more information.

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

Key Objectives for the Training provision Effective listening to a client's needs and requirements during various stages of the sales process. Engage in meaningful communication with clients, learn to identify challenges and opportunities that relate to the prospects. Overcome the identified challenge. Build long term rapport and establish trust with the prospect throughout the sales process, Ensure continued customer satisfaction that can turn into repeat business. Be able to build rapport with customers or clients. Know the right questions to ask to fully understand the customer or client’s needs without putting on any pressure. Be able to check you have the right information from the customer or client. Be able to match products and services to the customer or client using the information you have gathered. Be able to influence effectively. Know how to stand out from your competitors. Stage 1 – Research the Company’s ‘Value Propositions’ and USP Analysis  Conducting 30 min confidential interviews with a cross-section of the eligible Attendees & the Stakeholders, in order to gain an objective understanding of the various scenarios and clients that the Participants work with. the Company’s ‘Value Propositions’ Unique Selling Points The Customers’ journey(s) The Competition’s offers for analysis and comparisons. From these findings, a carefully calibrated bespoke Programme will be designed and delivered.  Stage 2 - Design the Bespoke 2 x day Course  nd Stage 3 - Delivery of the Course Programme This Programme can be delivered in 2 x consecutive days, or split between 2 – 3 weeks, to make it more ‘work-friendly’ – if required. It is very practical and commercially focussed in approach, with lots of interactive exercises designed to draw out the learning applications via the debriefings. The ‘Real Play’ scenarios on day 2 will be based on specific case studies drawn from the Research findings so that they are authentic to optimise the learning. Individual Action Plans will be captured at the end of each day to be debriefed by the Participants’ respective Line Managers.  Template Programme Day One – Foundation – Strategic Approach Section One – The Principles of Consultative Selling Defining ‘Consultative Selling’ The Company’s ‘Unique Selling Points’ & Value Proposition The Consultative Selling model – the five stages Avoiding appearing ‘pushy’, ‘pressurising’ or ‘talking through the sale’ Section Two –Strategy & Preparation  ‘Buy-Class’ Matrix Strategic plan Template – matching services/products to identified needs & opportunities. Preparing a range of objectives Constants and variables – USP’s Researching key Client/Decision Makers’ priorities, profile & background (LinkedIn etc.) Preparing for potential & likely Objections Section Three – Email etiquette & ‘influencing’ email correspondence.  Email etiquette A.B.S.U.R.D model Clarity and tone – discovery of clients’ needs & motivational factors. Techniques to influence and ‘nudge’. Ensuring the data and content have a ‘gentle’ motivational & appealing message. Top Tips Day Two – Practical Application Section Four – Rapport Building & Effective Communication skills ‘Behaviour Labelling’ techniques – setting a positive tone. Asking Open Questions – gaining a full understanding of the clients’ priorities & expectations. EQ - Inviting opinions; perspectives; experiences – winning confidence. Active Listening – focus and commitment to understand. ‘Reading the room’ – adapting to responses and reactions. Maintaining focus on relevant topics that the Client cares about; carefully consider the opportunities to influence. But NO PRESSURE! Building a ‘bond of trust’ with commitments and authentic, shared values. Section Five – Explaining the Benefits – aligned to the Customers’ Priorities Understanding ‘Why do People Buy?’ Research data analysis. Open questions that lead to understanding the key issues and Clients’ priorities. Avoiding the danger of ‘pressurising’ the Client. Responding to objections effectively, with confidence and sensitivity. Explaining the benefits that are aligned to the Clients’ stated requirements. Making the Data ‘sing’ – memorable takeaways for the Client. Augmented benefits – Brand confidence; Case studies; Warranty; Service; Range; Flexibility etc. in alignment with their stated preferences/requirements Differentials compared to Competitors Section Six – Winning Commitment Inviting commitment – with confidence Consultative Selling Closing techniques (e.g. Alternative Close/Assumptive Close et al) Avoiding ‘talking through the sale’ – knowing when to ‘Shut UP!’ Confirming agreement – ensuring Clients’ motivation for repeat business Section Seven – Practical Application ‘Real Play’ From the Research findings, carefully devised scenarios can be generated to provide the most valuable learning opportunities to underpin all the skills & techniques covered in the Programme.  Potential Real Play scenarios: A well-established customer has indicated that they are soon to be opening up additional new offices – this presents an opportunity to arrange for the Company to support them with their upcoming needs. After some very positive feedback and with the upcoming contract renewal imminent – how can the Company give the Customer more high-quality support in other areas of their business? A Competitor has been to see the client and they have prompted some concerns about ‘value for money’ & ‘quality of service’. How Real Play works… The group is split the group into 2 sub-groups, one with our Professional Actor (option available); the other with the Trainer or a willing Participant. Each group has a brief and has to instruct their Trainer/Actor/Participant on how to approach the scenario supplied. The Actor and Trainer (or willing Participant) perform the role play(s) as instructed by their respective teams; however, during the action they can be paused for further recommendations or direction. The outcome is the responsibility of the team(s) – not the performers. Debrief the full Programme Individual Action Plans - to be followed through. ‘Best Practices’ for application into the business Options for Exercises within the Programme  Sample Exercise – Red & White  There is a specific time managed agenda and itinerary, which puts the group under pressure.  The key challenge is for the sub-groups to maximise the commercial value from the task, however there is always a great danger that the individuals attempt to gain financial progress at the expense of the other group! Debriefing points: Persuasive communication and influence across barriers Gaining buy-in when others are sceptical Strategic planning accounting for others’ behaviours Sample Exercise – Communication Challenge Each Participant has different pieces of information, but are not allowed to share it visually. They are only allowed to communicate to work out the solution hidden among the large amount of data. Debrief: Structured approach Maintaining focus through distractions/interference Active Listening Controlled communication Sample Exercise – Persuasive emails Sample emails are shared to be critiqued and improved upon to be debriefed: Tone & impact Making the Data ‘sing’ Influential & motivational language Customer centric message. Sample Exercise –Juggling   Each Participant has to pass the ‘Customers’ (Juggling balls) carefully through the system with all the other Participants to reach a profitable conclusion  Debrief: EQ to read the room and effectively communicate, when the pressure is on Customer focus and adapting to challenges Devising a plan that wins buy-in Overcoming competing ideas to get to ‘best practice’ Consistent commitment, communication and motivational drivers that influenced performance. Sample Exercise –Critical Path  The group are provided with 30 x discs and some ‘post-it’ notes. (no pens or pencils are allowed) Their brief is to create a grid shape with the 30 x discs, which will act as ‘stepping stones’ for the ‘Critical Path’ But they have to follow the correct order through the grid from the start to finish, which they will have to work out through ‘trial & error’ All of the team must pass through the ‘Critical Path’ worked out on the grid, observing the constraints, within the time limit. No talking is permitted once they start using the materials Debrief: - Clear communication focussing on the ‘client’s journey’ Planning for challenges Identifying risks and mitigating them Role allocations & support Quality control and disciplines  Sample Exercise –Back to Back  Each Participant is positioned back-to-back with a partner. They have to work out precisely what the ‘statement’ given to the other person is without looking around. Each person has a different brief. Debrief: - Asking Open Questions Active Listening Accuracy in identifying the objective.

This In House Training for the designated safeguarding lead in your school or college, we can offer a 4 or 6 hour course for 1 - 50 people, this can be delivered in your organisation during the day or evening at a times to suit your needs. Carry out your statutory responsibilities as a Designated safeguarding lead (DSL) with the DSL training courses and protect the children and young people you work with in schools and colleges in England.

Develop your consultative selling skills through 6 practical modules: Define your target market Approaches that sell The Sales Interview Discovering prime buying motives How to close sales Overcoming stalls and objections In addition, learn to develop effective work habits, daily / weekly / monthl

This course is designed to enable learners to increase their understanding of risk assessment and risk management in Health and Social Care settings.

This course is designed to enable learners to increase their understanding of risk assessment and risk management in Health and Social Care settings.

Supporting Women in Leadership Throughout The UK Our women in leadership course is specifically designed to target challenges and support women in developing their leadership and management careers. AWARD WINNING LEADERSHIP DEVELOPMENT PROGRAMME Discover Our Women in Construction Management Course The Power Within is dedicated to helping women in construction across England and Scotland achieve business success through our Motivational Intelligence framework. Motivational Intelligence is the third level of intelligence, and the science behind it has won a Nobel Prize. Our women leadership in construction course supports women by improving their motivation, self-belief, decision-making, and leadership skills. This programme is designed to help female business leaders adapt more quickly to their environment, handle adversity more effectively, take productive action, and thrive during times of change. Each is a vital skill needed in today’s ever-changing business environment. When completed, you’ll have the skills needed to make decisions more effectively that help your business grow, become more resilient, and take opportunities when others are stuck. "This course has completely changed my outlook on my responsibilities as a manager/leader. In 26 years with Pfizer, I have never participated in a programme that has as profoundly changed my perspective on my role, my responsibilities and my ability to positively impact my team." FEMALE DIRECTOR OF BUSINESS SERVICES, PFIZER LEADING WITH MOTIVATIONAL INTELLIGENCE What is our Women in Construction Course? In the past five years, we’ve supported thousands of business leaders and managers in nurturing the skills and mindset needed to achieve and exceed their business goals. The Power Within knows women are incredibly effective and consistent at applying our Motivational Intelligence techniques to their lives and business. Our women in construction management course is designed to give you the skills you need to take charge of your business and ensure constant growth while future-proofing your business. The training is perfect for women in construction who are managers or leaders looking to: Quickly Adapt Their Team to Change Effectively Mentor Every Team Member Improve Communication and Collaboration Gain More Buy-In to New Goals or Strategies Transform Their Team Culture Increase Initiative and Self-Motivation Across Their Team How We Help Women in the Construction Industry Our course focuses on imparting fundamental skills, tactical best practices, and powerful insights into the human side of the business. You’ll be provided with valuable knowledge needed to be successful leaders and managers of all levels. We’ll focus on addressing the challenges new businesses around the world face, like leading teams and developing businesses in turbulent and transitional times as well as overcoming the challenges of being women in the construction industry. Throughout the course, particular emphasis is given to helping leaders raise motivational intelligence and foster a growth mindset within their team. LEADING WITH MOTIVATIONAL INTELLIGENCE Our Leading with Motivational Intelligence (MQ) Executive Diploma Programme is specifically designed to help participants create the “complete game” of leadership and management. Leveraged by more than 40% of the largest Fortune 500 companies and implemented around the world, the Leading with Motivational Intelligence (MQ) consistently receives a participant buy-in rate in excess of 97%. However, the most important statistic is: 12 months after completing the course more than 93% of participants continue to use the skills and techniques taught on a daily basis. SQA APPROVED EXECUTIVE DIPLOMA What Skills Do We Help Women in Construction Develop? The skills we teach through our women in construction management courses are delivered through seven modularised sessions, each between three and three-and-a-half hours per session, with all sessions starting at 9:30 am via Zoom. An additional two hours per week is spent working on the online training assignments and leadership development plan. Each session will provide the education and information needed to establish yourself in your business. Here is more information regarding each session and the skills taught: SESSION 1: SELF-LEADERSHIP & THE SECRET TO PERSONAL SUCCESS Our first module is focused on setting course expectations and creating the right environment for learning. We’ll introduce the format and logistics, then discuss leading through turbulent times and how we can take control of ourselves, our thoughts, and our actions to lead growth. There is also a discussion on adult learning techniques and how leaders can leverage them to improve the effectiveness of their teams. We’ll also explore how turbulence and transition have changed how we manage and lead our teams. SESSION 2: THE ROLE OF INTELLIGENCE WHEN LEADING In this session, we’ll discuss the three levels of human intelligence and show how they each play in an individual’s performance and behaviors. Through two distinct mindsets, you’ll be shown how an individual’s motivational intelligence ultimately influences their emotional intelligence and intelligence quotient (IQ). Depending on which mindset a person operates under ultimately dictates their view of themselves, opportunities, and the work at which they will allow themselves to succeed. Finally, we’ll discuss switching your team to a growth mindset. SESSION 3: THE PILLARS OF HUMAN PERFORMANCE Completing this session will allow you to deconstruct the components that create a motivational intelligence growth mindset. Through discussion, you’ll see how most organizational challenges can be directly tied back to lapses in these components. We’ll review the leaders who’ve had the most significant influence on the meeting participants and shows the commonalities that make these leaders stand out. Lastly, we’ll introduce terminology, tools, and techniques that leaders can leverage to better coach and mentor their team. SESSION 4: MANAGEMENT VERSUS LEADERSHIP: THE TWO CRITICAL AND CO-DEPENDENT SKILLSETS FOR CREATING TEAM SUCCESS We’ll discuss the difference between a manager’s and a leader’s focus. The discussion focuses on the two most common management mistakes and how they undermine team culture and individual performance. The final debate focuses on the five critical best practices of excellent management, including clearly defining and communicating goals, creating alignment and buy-in, setting proper expectations, monitoring performance, and recognizing and rewarding performance. Our final portion will work to define what management is. Session 5: Exploring and Defining Leadership: Dispelling the Myths that Surround It Session 5 strives to define leadership. Building on this definition is a follow-up discussion regarding how people develop their leadership abilities. We’ll explore the underpinnings of what creates a successful leader. It also includes the importance of asking questions and active listening. We’ll review the five behavioral characteristics associated with motivational intelligence and how leaders can assess the relative strengths or weaknesses of the characteristics within their team. Lastly, we’ll explore great leaders’ five critical best practices, including communicating a compelling vision, modeling the correct behaviors, establishing a team culture anchored in responsibility, consistently building team confidence and self-esteem, and proactively coaching and mentoring. SESSION 6: BUILDING A LEADERSHIP TOOLBOX FOSTERING ADAPTABILITY, RESILIENCE, AND COURAGE We’ll provide information regarding tools and techniques that leaders can utilize to foster greater accountability and ownership win their teams. The Power Within will explore self-esteem’s critical role in the relative strength or weakness of a person’s motivational intelligence and adaptability in life. We’ll discuss how self-esteem has formed and how it will influence how a person interprets feedback in life. Lastly, we’ll explore levels of self-esteem and the associated behaviors of each. SESSION 7: HELPING EMPLOYEES DEVELOP A HEALTHY PERSPECTIVE AND RESILIENT ATTITUDE During the final session, we’ll explore self-esteem’s critical role in the relative strength or weakness of a person’s motivational intelligence and adaptability in life. We’ll talk about how self-esteem is formed and how it influences how a person interprets feedback. Finally, we’ll explore levels of self-esteem and the behaviors of each and the influence of comfort zones, and the tools that leaders can use to help people escape the fear of change. Our Course Leaders The Power Within was founded by husband and wife team James and Enas Fleming, to inspire people worldwide to think bigger, be better, and achieve more. They both work on a personal level with individuals, businesses, and organisations to help them create leaders and build environments where they can thrive. James and Enas challenge the limits with the Motivational Intelligence formula to help you broaden your perspective and create a future on your terms. Here is more about your course instructors: James Fleming James Fleming – James Fleming, the co-creator of The Power Within. He wanted to inspire people around the world to think better, be better, and achieve more. James believes everyone can do whatever they set their minds to. Founding The Power Within allowed James to turn that deep knowledge into a business that helps others think bigger, better, and achieve more daily. He strives to give leaders the tools and knowledge to achieve their full potential while increasing their self-confidence and self-belief through the Motivational Intelligence Revolution. James wants to support today’s businesses to become tomorrow’s leaders. Mari Steyn Mari is the go-to person for building self-esteem, offering new perspectives and stepping up in Life. With an endless abundance of excitement and love for all people, combined with degrees in Psychology, Knowledge and Information Management and is a Master NLP and Transformation Coach and International NLP and Coaching Trainer and Executive Coach, Mari offers an attractive, fresh, expert approach to Emotional Freedom, Motivational Intelligence, Leadership Development and ReWriting your Story. We undoubtedly have the power within to alchemize ourselves and any situation! Seeing the light go on in someone’s eyes is my ultimate joy. Take Charge with Our Women in Construction Course The Power Within is a Motivational Intelligence company dedicated to helping businesses and leaders become more accountable, resilient, adaptable, and capable of handling all challenges, regardless of the complexity. Our women in construction management course build upon best practices, strategic insights, and lessons learned over three decades of building leadership universities for Fortune 500 companies. Throughout the course, emphasis is given to helping leaders raise their motivational intelligence and foster a growth mindset within their team. You’ll gain the skills you need to successfully lead your team and overcome adversity while ensuring your company is profitable. To learn more about our course or to register, reach out today.