• Personal and Business Profiling Assessment©®
• Exploring logical vs. emotional behavior
• Introduction to the Self-Assessment Tool
• Recognizing the four behavior types
• Recognizing how personal priorities influence behaviors
• Using a mixed behavior types
• Obtaining and building massive rapport with your people
• The Coaching Competency set©®
• Empathizing Ability
• Listening
• Capacity to Confront & Challenge
• Problem-Solving
• Feedback-Giving
• Capacity to Empower
• Mentoring Skills
• The Coaching Comic Book Analysis
• Competency & Style Assessment
• The interpretation, impact, and action plan
• The Application©®
• Getting the Job Done: Business as Usual
• The pressures and attitudes that can drive
• Managers to instruct rather than coach
• The potential costs and benefits
• Instructing vs. coaching
• The critical competencies of a coach in place
• The Skillful Coach and Group Work
• A Coaching Approach
• Developing the Learning

• Identify the eight coaching competencies
• Assess your coaching competencies
• Increase in value of effective coaching
• Perform with a fully motivated team
• Engage and influence team members and increase moral
• Facilitate better coaching sessions
• Develop stronger coaching skills by identifying and responding to different human styles
• Practice and discover your coaching skills

By the end of the Core Path participants will be able to:

• Acquire the national identity
• Discover the five waves of trust and loyalty
• Increase the awareness of their country’s vision and working toward it
• Asses self-awareness level and the starting point of the success journey
• Discover self-control and emotional intelligence abilities
• Apply the process of creativity and innovation to reach unique results Demonstrate critical and innovative thinking

By the end of the Excellence Path for “Tomorrows Pioneers” participants will be able to:

• Acquire confidence when communicating with different behavioral styles
• Identify the benefits of effective time management
• Identify ways they can add value to customer relationships and exceed expectations
• Apply appropriate communication skills across team members
• Develop the customer experience skills
• Demonstrate positive teamwork skills and attitude
• Focus on achieving results individually and working with others

By the end of the Excellence Path for “Today’s Leaders” participants will be able to:

• Acquire and assess the eight coaching competencies
• Discover the five key foundations that every strategy should be built upon
• Acquire the leadership strategic skills
• Draw compelling and unique picture that capture your organization’s distinct strategy
• Recognize the difference between Leadership and Management
• Increase in value of effective leadership
• Plan and organize the resources efficiently and effectively
• Engage and influence team members and increase moral
• Adapt your leadership style to match your team members
• Develop business strategies that will achieve the vision
• Develop stronger coaching skills by identifying and responding to different human styles
• Create and maintain an efficient, effective, and motivated team Perform with a fully motivated and empowered team

“Woman Above and Beyond” Key Modules:

• Module (1): Release your Potential as a Woman
• Module (2): Common Challenges facing Women at Work
• Module (3): Preserving your Softness in The Tough Business World

“Leadership Inside Out” Key Modules:

• Module (1): Building the Team
• Module (2): Managing Day by Day
• Module (3): Discovering Expected Problems
• Module (4): Building Capability
• Module (5): Dealing with Corporate Realities

By the end of “Woman Above and Beyond” workshop, participants will be able to:

• Identify the difference between male and female brains and behaviors
• Maximize on the normal feminine strengths
• Identify the career driver of each woman
• Acquire the can-do attitude to achieve goals
• Find their passion and balance own life priorities
• Feel more confident about managing conflict and difficult interactions
• Well utilize their emotions in the workplace
• Follow the principles of business etiquette

By the end of “Leadership Inside Out” workshop, participants will be able to:

• Acquire several competencies to lead teams effectively
• Enable women to perform with a fully motivated team
• Lead and develop the potential leaders
• Engage and influence team members and increase morale
• Recognize the importance of delegation
• Lead their boss effectively

• Learning About the People And The Work
• Managing One Person at a Time
• Pulse Check
• Building the Team
• Creating Shared Goals
• Provide Timely Feedback
• Managing Day by Day
• Create Individual Goals for Each Person
• Coaching for Success
• Learning to Influence
• Discovering Expected Problems
• Recognize Messy Problems
• Solving Problems as a Team
• Building Capability
• Learning to Delegate
• Notice and Appreciate Changes and Contributions
• Leading Yourself
• Dealing with Corporate Realities
• Manage Your Boss, Stand Up for Your Team
• Leading Your Team through Change in Priorities
• Leadership & Management Competencies:
• Contextual Thinking
• Directional Clarity
• Creative Assimilation
• Change Orchestration
• People Enablement
• Reciprocal Communication
• Driving Persistence
• Emotional Intelligence

• Increase in value of effective leadership
• Plan and organize the resources efficiently and effectively
• Perform with a fully motivated team
• Lead and develop the potential leaders
• Engage and influence team members and increase moral
• Perform with a fully motivated team
• Understand the importance of delegation
• Lead your Boss

• Strategic Management Self-assessment “Harvard Business School”
• The Concept
• The Seven Strengths of Drawing a Strategy
• Environmental Ecology
• ESTEMPLE
  • When to use
  • Components
  • Development
  • Application
  • Common Pitfalls
• Competitive positioning
• Blue Ocean Strategy
  • When to use
  • Components
  • Development
  • Application
  • Common Pitfalls
• Resource Capabilities
• Dynamic Capabilities
  • When to use
  • Components
  • Development
  • Application
  • Common Pitfalls
• Strategic Growth Options
• Ansoff’s Box
  • When to use
  • Components
  • Development
  • Application
  • Common Pitfalls
• Managing Performance Strategically
• Balanced Score Card
  • When to use
  • Components
  • Development
  • Application
  • Common Pitfalls
• Realization
• Six Stratigraphic Principles
• The Interpretation, Impact & Action plan
• Indispensable References
• The Application©®

• Discover the five key foundations that every strategy should be built upon.
• Draw compelling and unique picture that capture your organization’s distinct strategy.
• Develop your leadership strategic skills.
• Discover how to use the strategy framework and how to engage others.

• State of Mind
• Responsibility of applying a change
• Distinguish the difference between circle of influence and circle of concern
• Positive Psychology
• What is positive psychology
• History Background
• Main Differences between psychology and positive psychology
• Happiness concept
• Traditional theories
• Authentic happiness
  • Pleasant life
  • Good life
  • Meaningful life
• Life Balance
• Wheel of life
• Exploring essential life elements
• Awareness of existing life habits
• Establishing action plan towards balance
• Self-Awareness
• Ben Shahar’s happiness model
• Importance of emotional awareness
• Realizing the impact of emotional regulation
• Establishing an action plan that helps in the right way of tracking day to day emotions
• Analyzing emotions and acting accordingly
• Emotional Expression
• The peptide and its effect on the human body
• Importance of releasing peptides
• Successful emotional expressing techniques
• Positive mindset
• PERMA Model
  • Positive Emotions
  • Engagement
  • Relationships
  • Meaning
  • Accomplishment
• Practicing positive mindset focus techniques
• Paradigm shift
• Human Behavior Justification
• Relation between basic needs and human behavior
• Applying the justification techniques on lifetime situations
• Self esteem
• 6 Core values of strengths
• Importance of self-esteem as a major basic need that affects attitude
• Tips to improve self-esteem
• Charity
• Relation between charity and happiness
• Psychological and Physiological Impact of doing good and contributing to community
• The Cave “Board game”
• An interactive board game that simulates happiness strategies with an application approach

• Realizing the importance of self-responsibility towards change
• Understand different happiness theories (Traditional and modern)
• Learning different methodologies of achieving happiness and positivity
• Developing the right attitude that focuses on positive energy and engagement
• Apply PERMA Model for achieving authentic happiness and well being
• Applying suitable work life balance
• Practice the wheel of life
• Identifying signature strengths and core virtues
• Understanding and justifying human behaviors in depth
• Increasing self and emotional awareness
• Applying sophisticated self-regulation techniques

This program is designed based on the book (Zigzag land), at which we narrate the story of a customer service manager in a telecommunication company who took off to the land of creativity. Through this journey, he explored the essence of creativity and innovation; he discovered its shapes, competencies and complete process. This is clarified through the circumstances that he went through in this land; planted the essence of creativity and innovation in his spirit alongside with boosting his spirit, self believe and challenging spirit to always strive for uniqueness and distinctiveness.

Jassim’s motive was to make a difference and create the WOW factor that people are looking for. As he walked down the zigzag city, he had seen a lot of brilliant business ideas coming from brilliant extra ordinary minds which strive for innovation and hungry for distinctiveness; these people’s creativity and spirit inspired Jassim to live for being creative, innovative and making difference in today’s crazy competitive market.

• Creativity and innovation concept
  – Impact of breaking habitual patterns
  – Distinguish the difference and relation between a follower and a leader
• Difference between creativity and innovation
  – Ability to Invent
  – Ability to develop
  – Innovation in processes
• The impact of creativity on individuals and groups
  – The contagious factor
• Creativity and innovation competencies Model (CREATE Model)
  – Commence
  – Relation
  – Expansion
  – Accompaniment
  – Trust
  – Evolution
• Creativity and innovation process model (DEAL Model)
  – Determine
  ∗ Asses your bias towards creativity
  ∗ Acknowledge your base levels of curiosity
  ∗ Recognize the context of innovation
  ∗ Learn to think more laterally
  – Expand
  ∗ Build idea sharing networks
  ∗ Give the ideas the time to grow and flourish
  – Accompany
  ∗ Conduct idea ‘reality’ and ‘linking’ checks
  ∗ Design appropriate ‘prototyping’ channels
  – Look after
  ∗ Maintain courage under fire from others
  ∗ Adopt an advocacy and promotional plan
  ∗ Maintain momentum to tangible outcomes
• Innovation Types (PIE Model)
  – Productive
  – Inventive
  – Expressive
• Creativity and innovation assessment
  – Assessing factors
  ∗ Creative consciousness
  ∗ Levels of curiosity
  ∗ Pattern-breaking skills
  ∗ Idea-nurturing ability
  ∗ Willingness to experiment and take risks
  ∗ Courage and resilience levels
  ∗ Energetic persistence
• Discussing book scenes
  – Scene 1 (The Zigzag Trip)
  – Scene 2 (Creative City)
  – Scene 3 (Power and resources saving campaign)
  – Scene 4 (Value In Whatever You Have)
  – Scene 5 (Customer Obsession)
  – Scene 6 (Your development is Our Investment)
  – Scene 7 (Zigzag Restaurant)
  – Scene 8 (Was It Really Me?)
• Action Plan

• Identify different innovation styles and recognize the impact of each on the business
• Understand the comprehensive competencies of creativity and innovation
• Assess personal creativity and innovation skills
• Identify the concise process of creativity and innovation to reach unique results
• Brain storm different creative business ideas through the book scenes
• Identify the role of individuals and organizations to implement the creativity culture
• Motivate self and others to achieve distinctiveness in the business market

The way employees communicate dramatically affects morale, teamwork, productivity, employee retention, customer relations and the bottom line for any organization – Profits!  Interpersonal communication is truly an art, but it is also a science. The science of clear communication, active listening, persuasion and collaboration can be taught. Effective communication is situational. The "right" thing to say or do in one situation may backfire in another. What works with one person does not work with another. Effective communicators have mastered both the science and the art of interpersonal communication, applying the principles of social and emotional intelligence to each situation they encounter.

• Ten Reasons for Communication
• Essential Elements of The Communication Process
• Verbal and non- verbal languages
  – Can you read and speak body language
  – Body language grammar
• The 7 Communication Breakdowns:
  – Failing to Listen
  – Breaching confidentiality
  – Not sharing information
  – Responding defensively
  – Perceptions
  – Speaking in jargon
  – Mind reading
• The XYZ Method
• Verbal and Non-verbal Language:
  – Reading and writing in the non-verbal language.
  – Body language and micro- expressions.
• Communicating at all levels:
  – Upward communication
  – Downward communication
  – Lateral communication
• Smart Questions that Work
  – Smart and dangerous questions
  – How to ask questions?
  – Types of questions
  – Using questions to ensure commitment.
• Behavioral Styles of Communication
  – The 4 communication styles
  – Attributes of each style
  – Strengths and weaknesses of each style
  – Find your style and others’ Exercise
  – Flex-ability
  – How to communicate with each style
  – Treating other the way they like to be treated
• Individual Plan of Action to apply the learning points in the job

• Speak and read Body Language
• Understand Communication Dynamic
• Acquire Great Listening and Responding Skills
• Experience a heightened awareness of their interpersonal communication
• Communicating effectively during periods of high stress, including rush-times.
• Increase their ability to positively communicate how they really feel.
• Know the difference between appropriate and inappropriate communication in the workplace.
• Build trust in the workplace amongst themselves and teammates
• Cut through unintelligible jargon and use every day words.

The way employees communicate dramatically affects morale, teamwork, productivity, employee retention, customer relations and the bottom line for any organization – Profits! Interpersonal communication is truly an art, but it is also a science. The science of clear communication, active listening, persuasion and collaboration can be taught. Effective communication is situational. The "right" thing to write, say or do in one situation may backfire in another. What works with one person does not work with another. Effective communicators have mastered both the science and the art of interpersonal communication, applying the principles of social and emotional intelligence to each situation they encounter.

• We are communicating all the time!
• Effective Communication Self- Assessment Survey
• Ten Reasons for Communication
• Essential Elements of The Communication Process
• Verbal and non- verbal languages
  -Can you read and speak body language
  -Body language grammar
• Written communication:
• Print and Electronic Messages
  -The Advantages and Disadvantages of Written Messages
  -Developing Written Business Messages
  -Determining Vocabulary Level (Gunning Fog Index and message readability)
  -Developing Electronic Messages
  -Communicating via E-mail Requires Careful Planning
• Message Formats
  -Letters
  -Addressee and Delivery Notations
  -Envelopes
  -Memos and E-mail
  -Stationery
• Positive, Neutral, and Social Business Messages
  -Use the Direct Plan for Positive and Neutral Messages
  -Requests for Information or Action
  -Request Approvals
• Claims
  -Claim Adjustments
• Social Business Messages
  -Style in Social Business Messages
• Evaluating your writing using SOPPADA
• Written Report Applications
  -Business Report Writing
  -Report Types and Characteristics
  -Formal Written Reports
  -Mechanics of Formal Reports
• Proposals, Business Plans, and Special Reports
  -Proposals
  -Business Plans
  -Special Reports
• Using Visual Aids in Reports
• Individual Plan of Action to apply the learning points in the job

• Understand Communication Dynamics
• Work with Differing Points of View
• Deal with challenging situations
• Acquire Responding Skills
• Write business correspondence and emails
• Write effective reports
• Develop Individual Strengths and Qualities in Writing
• Communicate with optimism, power and influence
• Feel confident communicating with different people styles

• Perception and Self-Awareness
• Recognizing personal thoughts vs. feelings
• Identifying one’s own behavior; Do’s and Don’ts
  -Self-Assessment: Assessing interpersonal skills and habits
• Adopting a positive attitude to accept feedback from others
• Objective vs. subjective; attitude, thoughts and behavior towards others
• The impact of attitude on work
• Are you Communicating EFFECTIVELY?
  -Self-Assessment: What is My Communication Style?
• Effective words, voice and body Language
• The Forgotten Art of Listening
  -Role Plays: Are you Listening?
• Dealing with Different Situations and People
  -Upward, Downward and Lateral Communication
  -Different Communication Tools and Best Uses
• The Winning Attitude
• Objective vs. subjective; Thoughts and behavior towards others
• Techniques for successfully adjusting attitude
• Building Trust in the teamwork
  -Operating with integrity
  -Disclosing position
  -Maintaining confidentiality
  -Leading by example
  -Treating people fairly
• Becoming RESPONSE – ABLE!
  -Case Study: The 90/10 Principle
  -Avoiding the Victim Mentality & Dealing with pressure and complaints
• Time Management and Productivity
  -Urgent and important
  -Effectiveness and efficiency
  -The 5-S approach from quality
  -Eating the frog exercise
• Business Etiquette and Understanding/ Accepting others
  -Recognizing the effect of one’s attitude, emotions and behavior on others
  -Understanding other’s emotional needs and identifying with them genuinely
  -Making the professional image
  -Personal hygiene and grooming and their impact on building rapport
  -Activity: Johari’s Window
• Negotiating for win-win
  -Using problem solving to reach win-win
  -Achieving understanding and trust
  -Fostering team-spirit within the group
  -Case Study: Flight of Geese
• Establishing the process of shaping one’s character
• Individual Action Plan

• Experience a heightened awareness of their interpersonal skills
• Understand techniques for communicating effectively during periods of high stress, including rush-times
• Increase their ability to positively communicate how they really feel
• Know the difference between appropriate and inappropriate communication in the workplace
• Build trust in the workplace amongst themselves and teammates using effective communication and accountability tools
• Affect and influence others through persuasion and negotiating win-win

The way employees communicate dramatically affects morale, teamwork, productivity, employee retention, customer relations and the bottom line for any organization – Profits! Interpersonal communication is truly an art, but it's also a science. The science of clear communication, active listening, persuasion and collaboration can be taught. Effective communication is situational. The "right" thing to say or do in one situation may backfire in another. What works with one person doesn't work with another. Effective communicators have mastered both the science and the art of interpersonal communication, applying the principles of social and emotional intelligence to each situation they encounter. This 2-day experiential workshop is designed to build effectiveinterpersonal skills that will transform the work environment into a more productive, efficient and effective workplace. During this interactive workshop, participants will learn the skills and attitudes necessary to communicate effectively at work. Participants will walk away with an understanding of their individual power to make healthy communications choices. Through dynamic, memorable instruction on the beneficial effect of positive words and actions in the workplace, participants will learn that will help them make a profoundly positive difference in the morale,productivity, stress level and loyalty of individuals both in and outside their organizationThis workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• Me, Myself and I
  – Perception and Self-Awareness
  – Recognizing personal thoughts vs. feelings
  – Identifying one’s own behavior; Do’s and Don’ts
  – Self-Assessment: Assessing personal habits
  – Adopting a positive attitude to accept feedback from others
• The BIG Picture
  – Objective vs. subjective; attitude, thoughts and behavior towards others
  – Self-Regulation & Self-Management
  – The impact of attitude on work
  – Becoming RESPONSE
  – ABLE!
  – Case Study: The 90/10 Principle
  – Avoiding the Victim Mentality & Dealing with pressure and complaints
  – Accountability
  – Problem-solving; altering one’s perspective into thinking of each problem as a challenge rather than an obstacle.
  – Understanding proactive vs. reactive actions
  – Exercising self-control
  – Case Study: The Fisherman & The Banker
• Empathy & Achievement of Rapport
  – Recognizing the effect of one’s attitude, emotions and behavior on others
  – Understanding other’s emotional needs and identifying with them genuinely
  – Avoiding prejudgment and hasty decision-making
  – Activity: Johari’s Window
  – Acting in accordance to personal values as well as the organization’s values and passions; keeping promises,following through, achieving excellence.
• Communication for Productivity
  – Are you Communicating EFFECTIVELY?
  – Self-Assessment: What is My Communication Style?
  – Effective words, voice and body Language
  – The Forgotten Art of Listening
  – Role Plays: Are you Listening?
  – Dealing with Different Situations and People
  – Upward, Downward and Lateral Communication
  – Different Communication Tools and Best Uses
  – The Winning Attitude
  – Objective vs. subjective; Thoughts and behavior towards others
  – Techniques for successfully adjusting attitude
• Creating an ALL-WIN!
  – Building Effective Relationships & Influencing others
  – Achieving understanding and trust
  – Fostering team-spirit within the group
  – Case Study: Flight of Geese
  – Exercising influence and persuasion
  – Establishing the process of shaping one’s character
  – Defining the path to leadership
• Building Effective Relationships & Influencing Others
  – Building and maintaining a partnership with others
  – Exercising influence and persuasion

• Experience a heightened awareness of their interpersonal communication.
• Understand techniques for communicating effectively during periods of high stress, including rush-times.
• Increase their ability to positively communicate how they really feel.
• Know the difference between appropriate and inappropriate communication in the workplace.
• Build trust in the workplace amongst themselves and teammates using effective communication and accountability tools.
• Affect and influence others through persuasion and utilization of partnerships.

The way employees communicate dramatically affects morale, teamwork, productivity, employee retention, customer relations and the bottom line for any organization – Profits! Interpersonal communication is truly an art, but it's also a science. The science of clear communication, active listening, persuasion and collaboration can be taught. Effective communication is situational. The"right" thing to say or do in one situation may backfire in another. What works with one person doesn't work with another. Effective communicators have mastered both the science and the art of interpersonal communication, applying the principles of social and emotional intelligence to each situation they encounter. This 2-day experiential workshop is designed to build effective interpersonal skills that will transform the work environment into a more productive, efficient and effective workplace. During this interactive workshop, participants will learn the skills and attitudes necessary to communicate effectively at work. Participants will walk away with an understanding of their individual power to make healthy communications choices. Through dynamic, memorable instruction on the beneficial effect of positive words and actions in the workplace, participants will learn that will help them make a profoundly positive difference in the morale, productivity, stress level and loyalty of individuals both in and outside their organization, This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• Me, Myself and I
  – Perception and Self-Awareness
  – Recognizing personal thoughts vs. feelings
  – Identifying one’s own behavior; Do’s and Don’ts
  – Self-Assessment: Assessing personal habits
  – Adopting a positive attitude to accept feedback from others
• The BIG Picture
  – Objective vs. subjective; attitude,thoughts and behavior towards others
  – Self-Regulation & Self-Management
  – The impact of attitude on work
  – Becoming RESPONSE
  – ABLE!
  – Case Study: The 90/10 Principle
  – Avoiding the Victim Mentality & Dealing with pressure and complaints
  – Accountability
  – Problem-solving; altering one’s perspective into thinking of each problem as a challenge rather than an obstacle.
  – Understanding proactive vs. reactive actions
  – Exercising self-control
  – Case Study: The Fisherman & The Banker
• Empathy & Achievement of Rapport
  – Recognizing the effect of one’s attitude, emotions and behavior on others
  – Understanding other’s emotional needs and identifying with them genuinely
  – Avoiding prejudgment and hasty decision-making
  – Activity: Johari’s Window
  – Acting in accordance to personal values as well as the organization’s values and passions; keeping promises,following through, achieving excellence.
• Communication for Productivity
  – Are you Communicating EFFECTIVELY?
  – Self-Assessment: What is My Communication Style?
  – Effective words, voice and body Language
  – The Forgotten Art of Listening
  – Role Plays: Are you Listening?
  – Dealing with Different Situations and People
  – Upward, Downward and Lateral Communication
  – Different Communication Tools and Best Uses
  – The Winning Attitude
  – Objective vs. subjective; Thoughts and behavior towards others
  – Techniques for successfully adjusting attitude
• Creating an ALL-WIN!
  – Building Effective Relationships & Influencing others
  – Achieving understanding and trust
  – Fostering team-spirit within the group
  – Case Study: Flight of Geese
  – Exercising influence and persuasion
  – Establishing the process of shaping one’s character
  – Defining the path to leadership
• Building Effective Relationships & Influencing Others
  – Building and maintaining a partnership with others
  – Exercising influence and persuasion

• Experience a heightened awareness of their interpersonal communication.
• Understand techniques for communicating effectively during periods of high stress, including rush-times.
• Increase their ability to positively communicate how they really feel.
• Know the difference between appropriate and inappropriate communication in the workplace.
• Build trust in the workplace amongst themselves and teammates using effective communication and accountability tools.
• Affect and influence others through persuasion and utilization of partnerships.

This is a Training Program to provide participants with the tools and techniques required to acquire leadership in communications and public relations and to develop communication strategies and activities adapted to the global and competitive telecommunications environment.

• Communication/Public Relations (PR) department structure
  – Functions
  – Management profile
  – Communication specialists profiles
  – PR specialists profiles
  – Job descriptions
• Communication/PR department management
  – External communication
  – Internal communication
  – Event planning
  – Media relations
• The strategic communication plan
  – Development of communications strategies for the CEO,
  – the management committee, senior executives and managers
  – Surveys and on-going monitoring
  – Internal communication plan
  – External communication plan
• Communication/PR deliverables
  – Internal communication tools
• Newsletter
• Brochures
• Memos
• Intranet
• Etc.
• External communication tools
  – Speeches
  – Press releases
  – Brochures
  – Press kits
  – Internet
  – Etc.
• Event planning
  – External
  – Internal (for employees)
• Dealing with media

• Develop the competencies of the participants by presenting key concepts and methods for efficient internal and external communications
• Present a global approach and a step-by-step methodology designed to foster communication and good relations between management, employees, clients, investors and other stakeholders and between departments and regions
• Present effective techniques to sensitize, inform and mobilize ongoing support for the objectives and strategies formulated by senior  management
• Provide participants with the tools and techniques required to develop strategies and action plans to manage communication and public relation activities

In today’s dynamic world where communication is the key to success, having the physical skills required for effective public speaking, structuring a presentation, building credibility, and using proper presentation skills to sell an idea are essential. Learning how to use your voice and gestures to create strong, lasting impressions is what differentiates the good from the great. Effective speakers today possess the skills to bond with their audience, and can comfortably handle formal speeches, impromptu remarks, or even important press conferences. Speakers must gain the skills to take control of any environment in which they are tasked to speak, and with the incredible confidence that comes with that control. Whether delivering presentations to external or internal audiences, creating the right impression can be a daunting task, when speaking in public and in a business situation can mean the difference between success and failure. Bbusinesss has designed interactive workshop for those who have had experience doing presentations and want to develop their skills further to ensure their presentations are engaging, professional and well structured. This stimulating and highly practical course has a high level of individual participation. Video recording is used to review presentations and delegates receive constructive feedback throughout to help improve and add polish to their presentation and public speaking skills.

• Preparation
  – Set Objectives
  – Analyze the Audience
  – Considering timings and venue
• Structuring a presentation
  – Gathering Material
  – Brainstorming
  – Benefits/Vital points/Stats
  – Selecting materials
• Creating the main body
  – Prioritization
  – Messages that stick
• Managing an audience
  – Handling different reactions
  – Dealing with questions
  – Difficult audiences
• Using Visual Aids
  – Projectors
  – Flip Charts
  – PowerPoint
• Delivering
  – Creating the right impression
  – Projecting your voice
  – Working with and without microphones
• Dealing with anxiety
• The Introduction
  – Introducing yourself
  – Grabbing attention
  – Delivering Aims/objective
  – Outlining the vital points
• Concluding a presentation
  – Presenters Notes
  – Mind Maps, Cards, Notes

• Prepare and organize the presentation materials
• Master techniques to overcome the hurdles and fear during presentation
• Practice oral presentation techniques
• Acquire techniques for question handling and dealing with difficult or non-cooperative audience
• Use of visual aids
• Create great first impressions
• Turn discomfort into an advantage
• Use physical skills to reduce nervousness
• Organize content & order for maximum impact
• Use skills to take command of the audience
• Use eyes, gestures, & voice to become more powerful
• Think on their feet and handle tough questions
• Use humor effectively
• Avoid critical public speaking mistakes
• Create and effectively use visual aids to support ideas
• Conduct an instant audience analysis to ensure content is relevant

In today’s dynamic world where communication is the key to success, having the physical skills required for effective public speaking, structuring a presentation, building credibility, and using proper presentation skills to sell an idea are essential. Learning how to use your voice and gestures to create strong, lasting impressions is what differentiates the good from the great. Effective speakers today possess the skills to bond with their audience, and can comfortably handle formal speeches, impromptu remarks, or even important press conferences. Speakers must gain the skills to take control of any environment in which they are tasked to speak, and with the incredible confidence that comes with that control. Whether delivering presentations to external or internal audiences, creating the right impression can be a daunting task, when speaking in public and in a business situation can mean the difference between success and failure. Bbusinesss has designed interactive workshop for those who have had experience doing presentations and want to develop their skills further to ensure their presentations are engaging, professional and well structured. This stimulating and highly practical program has a high level of individual participation. Video recording is used to review presentations and delegates receive constructive feedback throughout to help improve and add polish to their presentation and public speaking skills.

• Preparation
  – Set Objectives
  – Analyze the Audience
  – Considering timings and venue
• Structuring a presentation
  – Gathering Material
  – Brainstorming
  – Benefits/Vital points/Stats
  – Selecting materials
• Creating the main body
  – Prioritization
  – Messages that stick
• Managing an audience
  – Handling different reactions
  – Dealing with questions
  – Difficult audiences
• Using Visual Aids
  – Projectors
  – Flip Charts PowerPoint
• Public Speaking
  – Creating the right impression
  – Projecting your voice
  – Working with and without microphones
• Dealing with anxiety
• The Introduction
  – Introducing yourself
  – Grabbing attention
  – Delivering Aims/objective
  – Outlining the vital points
• Concluding a presentation
  – Presenters Notes
  – Mind Maps, Cards, Notes

• Create great first impressions
• Turn discomfort into an advantage
• Use physical skills to reduce nervousness
• Organize content & order for maximum impact
• Use skills to take command of the audience
• Use eyes, gestures, & voice to become more powerful
• Think on their feet and handle tough questions
• Use humor effectively
• Avoid critical public speaking mistakes
• Create and effectively use visual aids to support ideas
• Conduct an instant audience analysis to ensure content is relevant

Every communication you make says something about yourself and about the business you work for. So it’s essential that you protect your own reputation and that of your organization by communicating clearly, accurately and professionally whether you are dealing with colleagues, managers, customers, suppliers or even people in your personal life. When you speak, you need to have people listen to you, and when you demand action, you need to have people buy in and get involved. In today’s dynamic world where communication is the key to success, having the physical skills required for effective verbal communicating. Learning how to use your voice and gestures to make strong lasting impressions is what differentiates the good from the great. Communicators must gain the skills to take control of any environment in which they are tasked to speak, and with the incredible confidence that comes with that control.

• Understanding Communicating from Different Viewpoints
• Effective Communication Self- Assessment
  -Communication Style Assessment
• Why EQ is more important than IQ?
• Self-Awareness and being emotionally intelligent to influence others
• Social skills and competencies of emotionally intelligent people
• Reasons for Communication
• Verbal and non- verbal languages
  -Can you read and speak body language
  -Body language grammar
• The XYZ Method
• The “Communication Breakdowns” Training Video
• Communication is more than words: Messages and contradicting messages
  -Upward, Downward and Lateral Communication
• Listening and Questioning
  -How to be an active listener
• Importance of questioning for clear understanding
  -How to ask questions?
• Communicating with Difficult People/ Styles:
  -There are no difficult people, only difficult situations.
  -Communicating under stress
• The Winning Attitude
  -Building Effective Relationships & Influencing others
  -Achieving understanding and trust
• Communicating successfully
  -The communication research
  -The goal of communicating: Mutual Understanding
  -The power of assumptions
  -The Psychological Map
  -Sharing the ropes instead of tugging them
  -Understanding assumptions and how they can help
  -Avoid the downside of assumptions
• Understanding how people express themselves to others
  -Understanding the four approaches to speaking
  -Applying the four approaches to speaking
  -Developing the flexibility to change gears
• Speaking Assertively
  -It isn’t just what you say, but how you say it
  -Communicating with eye contact
  -Your body is talking; make sure it’s supporting your message
  -Displaying energy in your voice
  -Managing your pace
• Speaking in the Positive
  -Avoiding sugarcoating or putting a positive spin on your words
  -Emphasizing what you can do, instead of what you can’t do
  -Emphasizing what you will do
  -Communicating your message with clarity
  -Employing the language of solutions
  -Staying away from speaking in the negative
• Keeping your listener engaged
  -Manage your conversations
  -Helping your listener stay involved
  -Develop a plan for sensitive issues
• Behavioral Styles of Communication
  -The 4 communication styles
  -Attributes of each style
  -Strengths and weaknesses of each style
  -Find your style and others’ Exercise
  -Flex-ability
  -How to communicate with each style
  -Treating other the way they like to be treated
• The “4 Behavioral Styles” Training Video
• Individual Action Plan

• Learn how to recognize and control your own assumptions
• Use effective body language
• Become aware of the power of persuasion and convincing
• Recognize how to be an assertive speaker so people will trust and listen to you
• Acquire the skills necessary for communicating in an effective manner
• Improve their ability to communicate across cultures
• Manage interpersonal conflict
• Handle feedback and criticism constructively
• Employ techniques for listening actively
• Communicate in an assertive manner
• Know how to get people engaged in what you say
• Speak the language of solutions in a positive way
• Feel confident when communicating with different people styles

The way employees communicate dramatically affects morale, teamwork, productivity, employee retention, customer relations and the bottom line for any organization – Profits! Interpersonal communication is truly an art, but it's also a science. The science of clear communication, active listening, persuasion and collaboration can be taught. Effective communication is situational. The "right" thing to say or do in one situation may backfire in another. What works with one person doesn't work with another. Effective communicators have mastered both the science and the art of interpersonal communication, applying the principles of social and emotional intelligence to each situation they encounter. This 2-day experiential workshop is designed to build effectiveinterpersonal skills that will transform the work environment into a more productive, efficient and effective workplace. During this interactive workshop, participants will learn the skills and attitudes necessary to communicate effectively at work. Participants will walk away with an understanding of their individual power to make healthy communications choices. Through dynamic, memorable instruction on the beneficial effect of positive words and actions in the workplace, participants will learn that will help them make a profoundly positive difference in the morale, productivity, stresslevel and loyalty of individuals both in and outside their organization, This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• We are communicating all the time!
• Effective Communication Self- Assessment Survey
• Ten Reasons for Communication
• Essential Elements of The Communication Process
• Verbal and non- verbal languages
• Can you read and speak body language
  – Body language grammar
• The 7 Communication Breakdowns:
  – Failing to Listen
  – Breaching confidentiality
  – Not sharing information
  – Responding defensively
  – Perceptions
  – Speaking in jargon
  – Mind reading
• The XYZ Method
  – The “Communication Breakdowns” Training Video (24 min. English with Arabic subtitles)
• Smart Questions that Work
• Self- Awareness
• Adopting a positive attitude to accept feedback from others
  – Objective vs. subjective; attitude, thoughts and behavior towards others
  – The impact of attitude on work
• Accountability
  – The 90/10 principle for Accountability.
  – Case Study: The 90/10 Principle
• Problem-solving; altering one’s perspective into thinking of each problem as a challenge rather than an obstacle.
• Understanding proactive vs. reactive actions
• Exercising self-control
• Case Study: The Fisherman & The Banker
• Empathy & Achievement of Rapport
• Communication for Productivity
• Are you Communicating EFFECTIVELY?
  – Self-Assessment: What is My Communication Style?
• Effective words, voice and body Language
• The Forgotten Art of Listening
  – Role Plays: Are you Listening?
• Dealing with Different Situations and People
  – Upward, Downward and Lateral Communication
  – Different Communication Tools and Best Uses
• The Winning Attitude
• Communicating inside the team
  – Case Study: Flight of Geese
• Exercising influence and persuasion to change non- productive behaviors in the workplace.
• Communicating the necessity of change – To grow one must change.
• The Individual Plan of Action

• Experience a heightened awareness of their interpersonal communication.
• Understand techniques for communicating effectively during periods of high stress, including rush-times.
• Increase their ability to positively communicate how they really feel.
• Know the difference between appropriate and inappropriate  communication in the workplace.
• Build trust in the workplace amongst themselves and teammates using effective communication and accountability tools.
• Affect and influence others through persuasion and utilization of partnerships
• Acknowledge that change is inevitable
• Understand why and how people resist change, and what to do about that

When you walk into a room as a presenter, it is easy to feel as if you are in a position of power: You are up front, perhaps even elevated on a stage, and people came to hear you speak. In reality, though, you are not the star of the show. The audience is. Why? The people you are addressing will determine whether your idea spreads or dies, simply by embracing or rejecting it. You need them more than they need you. Since they have that control, it is crucial to be humble in your approach. Use their desires and goals as a filter for everything you present Presenters tend to be self-focused. They have a lot to say, they want to say it well, and they have little time to prepare. The pressures make them forget what is important to the audience. A self-focused presenter might just describe a new initiative and explain what needs to be done; outlining how to do it, when to do it, and the budget required. Then maybe, if the audience is lucky, he will have a slide at the very end about “why it matters.”

• Importance of effective presentation skills
• Experiential Activity – “Know Me More”
• Preparation
  -Set Objectives
  -Considering timings and venue
• Analyze the audience
  -What is the audience and what are their needs?
• What are the overall goals of my presentation?
• What are the main supporting points I want to make?
• What do I want the audience to do as a result of my presentation?
  -How many people?
• Equipment required
• Structuring your presentation
  -Creating the main body
  -Gathering information
  -The beginning and the end
• The Power of Silence
• Using Visual Aids
  -Projectors, Flip Charts, PowerPoint
• The Basics of Designing High-Impact Slide Presentation
  -PowerPoint guidelines
  -Headings and text size (6X6 rule)
  -Font
  -Case style
  -Animation and clip art
  -Graphics
  -Colors
  -Using sound
• Don’t OVERPPT
• Master your Notes
• Experiential Activity – “The Show Time”

• Turn your discomfort into an advantage
• Maximize Impact by effective sequencing ‎
• Use skills to take command of the audience
• Use eyes, postures, gestures, & voice to become more powerful
• Think on other’s feet and take command of “Q&A”‎
• Focus on your audience to assure a relevant content

In the information age, we have to send, receive, and process huge numbers of messages every day. However, effective communication is about more than just exchanging information; it is also about understanding the emotion behind the information. Effective communication can improve relationships at home, work, and in social situations by deepening your connections to others and improving teamwork, decision-making, and problem solving. It enables you to communicate even negative or difficult messages without creating conflict or destroying trust. Effective communication combines a set of skills including nonverbal communication, attentive listening, the ability to manage stress in the moment, and the capacity to recognize and understand your own emotions and those of the person you are communicating with. While effective communication is a learned skill, it is more effective when it is spontaneous rather than formulaic. A speech that is read, for example, rarely has the same impact as a speech that is delivered (or appears to be delivered) spontaneously. Of course, it takes time and effort to develop these skills and become an effective communicator. The more effort and practice you put in, the more instinctive and spontaneous your communication skills will become. This 5-day experiential workshop is designed to build effective interpersonal skills that will transform the work environment into a more productive, efficient and effective workplace. During this interactive workshop, participants will learn the skills and attitudes necessary to communicate effectively at work. Participants will walk away with an understanding of their individual power to make healthy communications choices. Through dynamic, memorable instruction on the beneficial effect of positive words and actions in the workplace, participants will learn what will help them make a profoundly positive difference in the morale, productivity, stress level and loyalty of individuals both in and outside their organization

Introduction to Communication:

• We are communicating all the time!
• Ten Reasons for Communication
• Essential Elements of The Communication Process
  Communicating through your Image:
• Your Best Image
  – What is your personal image?
  – How is your image important?
  – The impact of first impressions
  – Influence of self image
  – Discover your perceived image
  – Determine your required image
  – Influence of your received image
  – Influence of your extended image
  – How to change perceptions
  – Your personal image: Your personal brand
• Your Style Expression
  – Discover your personal image preference
  – Understand your personal style expression
  – Apply your style expression in your career
• The Professional Conduct:
  – What is expected from you?
  – Professional dress code
  – Business etiquette primer.
  Communicating Through Body Language:
• Verbal and non- verbal languages
• Can you read and speak body language
  – Body language grammar
• Difference between verbal and non-verbal communication
• The impact of non-verbal communication
• Communication is more than words: Messages and contradicting messages
• Adopting a positive attitude to accept feedback from others
  – Objective vs. subjective; attitude, thoughts and behavior towards others
  – The impact of attitude on work
• Effective words, voice and body Language
• Understanding proactive vs. reactive actions
• Exercising self-control
  Communicating with Your Ears:
• The Forgotten Art of Listening
  – Role Plays: Are you Listening?
• Dealing with Different Situations and People
  – Upward, Downward and Lateral Communication
• Different Communication Tools and Best Uses
• Listening and Questioning
  – How well do you listen?
  – How to be an active listener
  – Importance of questioning for clear understanding
  – Different kind of questions
  Confident Communication at Work
• Understand the business communication process
• The 4 Behavioral Styles in Communication:
  – Assessing your communication style
  – Characteristics of each communication style
  – Knowing your manager’s preferred styles.
  – Making it easier for your manager to communicate with others in the preferred style.
  Communicating through the Phone:
• Managing Incoming and Outgoing Communication
• Telephone Etiquette
  – The Importance of your voice
  – Using the phone effectively
  – Receiving and processing phone calls
  – Active listening on the phone
  – Questioning skills
  – Responding to callers
  – Conflict and Emotion control
  – Transferring and Screening Calls
  – Taking Messages
  – Mobile Phone Etiquette
  Communicating through Emails:
• Overview of the Document Planning and Generation Process
  – Business Document Formats and Styles
  – Techniques for Generating a First Draft
  – Editing Text
  – Proofreading
  – Taking Dictation
• Quick Review Grammar
• Developing Efficient Writing Habits
  – identify the best ways to construct a sentence
  – identify the best ways to construct a paragraph
  – select which actions to take to effectively edit an e-mail message
• Strategic uses of email
  – The technology of email
• The Elements of E-mail Netiquette:
  – General format
  – The basics
  – Character Spacing
  – Lists and Bullets
  – Tone
  – Addresses
  – Writing long messages
• Elevator/Executive Summary and Table of Contents
• Electronic Mailing Lists
• Attachments
• Delivering Information about Meetings, Orientations, Processes
• Delivering bad news
• The curse of surprises
• Flaming
  – Keep flaming under control
  – When you need to flame
  – Responding to a flame
  The Winning Attitude
• Objective vs. subjective; Thoughts and behavior towards others
• Techniques for successfully adjusting attitude
• Building Effective Relationships & Influencing others
• Achieving understanding and trust
• Fostering team-spirit within the group
• Communicating inside the team
• Exercising influence and persuasion to change non- productive behaviors in the workplace.
• Communicating the necessity of change – To grow one must change.
• The Individual Plan of Action

• Experience a heightened awareness of their interpersonal communication.
• Understand techniques for communicating effectively during periods of high stress, including rush-times.
• Increase their ability to positively communicate how they really feel.
• Communicate using business correspondences
• State the purpose of your correspondence
• Know the difference between appropriate and inappropriate communication in the workplace.
• Build trust in the workplace amongst themselves and teammates using effective communication and accountability tools.
• Affect and influence others through persuasion and utilization of partnerships
• Acknowledge that change is inevitable
• Understand why and how people resist change, and what to do about that.
• Compose online correspondences
• Be familiar with e-mail/letters netiquettes
• Apply and evaluate their e-mails, letters, memos
• Evaluate the effectiveness of their writing

• We are communicating all the time!
• Effective Communication Self- Assessment Survey
• Ten Reasons for Communication
• Essential Elements of The Communication Process
• Verbal and non- verbal languages
  – Can you read and speak body language
  – Body language grammar
• Written communication:
• Print and Electronic Messages
  – The Advantages and Disadvantages of Written Messages
  – Developing Written Business Messages
  – Determining Vocabulary Level (Gunning Fog Index and message readability)
  – Developing Electronic Messages
  – Communicating via E-mail Requires Careful Planning
• Message Formats
  – Letters
  – Addressee and Delivery Notations
  – Envelopes
  – Memos and E-mail
  – Stationery
• Positive, Neutral, and Social Business Messages
  – Use the Direct Plan for Positive and Neutral Messages
  – Requests for Information or Action
  – Request Approvals
• Claims
  – Claim Adjustments
• Social Business Messages
  – Style in Social Business Messages
• Evaluating your writing using SOPPADA
• Written Report Applications
  – Business Report Writing
  – Report Types and Characteristics
  – Formal Written Reports
  – Mechanics of Formal Reports
• Proposals, Business Plans, and Special Reports
  – Proposals
  – Business Plans
  – Special Reports
• Using Visual Aids in Reports
• Individual Plan of Action to apply the learning points in the job

• Understand Communication Dynamics
• Work with Differing Points of View
• Deal with challenging situations
• Acquire Responding Skills
• Write business correspondence and emails.
• Write effective reports.
• Develop Individual Strengths and Qualities in Writing.
• Communicate with optimism, power and influence
• Feel confident communicating with different people styles

• What is Business Etiquette?
• Experiential Activity – “Test your Business Etiquette”
• Creating First Impression
  – Meeting and greeting strangers
  – Building instant rapport
  – Observing culture differences in greeting
  – The smile factor
• Dress to succeed
  – Business attire
  – Common problems
  – Colors and fabrics selection
  – Elements of dress
• Video Session
• Business Correspondence
  – Email etiquette
  – Your company and personal social presence
  – Social media
  – N-etiquette
• Sound Advice
  – Telephone etiquette
  – When to answer the call
  – Appropriate time to call others
  – Mobile etiquette ‘M-etiquette’
  – International telephone etiquette
• Acts and Role-plays
• Space and Time Etiquette
  – Managing the office space
  – Eating in the office
  – The 5-S approach
  – Avoiding Silo mentality and Country club chaos
  – Quite time and quality time
  – Urgent and important consideration of other’s time
• Meeting Etiquette
  – To meet or not to meet
  – Meeting time
  – The PAT of the meeting
  – How to finish the meeting on time
  – Chairing and meeting
  – Participation on the meeting
  – Common problem and how to avoid them
  – Food and environment
• Learning Café – Real life situations
• Dealing with VIP’s
  – International protocol and foreign guests
  – VIP protocol
  – Dealing with unfamiliar situations
  – Dealing with key Decision-makers
  – Handling differences and hostility
  – Official parties and company events
• Personal Action Plan – Moving On

• Understand what etiquette is & why it’s important
• Learn strong, professional social skills
• Effective introductions
• Creating a good first impression with SMILE technique
• Minimize nervousness in social situations
• Master the art of memorizing names
• Learn the steps to effective handshakes
• Master professional office conduct
• Apply Etiquette in relation to open plan & cubicle environments
• Do’s and don’ts in meetings
• Master the fundamentals of email etiquette
• Acquire telephone etiquette fundamentals
• Learn how to dress for success
• Gain valuable insight into international etiquette

A happy customer may tell three people about their experience with you but an unhappy one could share their problems with up to ten. That’s the kind of word-of-‎mouth that you have to get right. Dealing with difficult customers effectively can build a good relationship with your customers, save money by avoiding their ‎escalation, and earn repeat business.‎ You need to stay motivated and to be confident that you are dealing with difficult customers as effectively and positively as possible. In this training experience, ‎you will understand the different types of difficult customers, what kind of emotions they have, why are they behaving the way they do and how to handle ‎them in a way that not only make them easy to deal with, but which will make them loyal to your company and spread positive words about your organization. Training ‎in best practice and seeing what works will build that confidence: you can be sure you are using tried and tested techniques.

• Understand the Customer’s Expectations
  -Explore the facts that shape customers’ loyalty
  -How to satisfy the customers
  -Going the extra mile: Exceeding customers’ expectations
• Complaint is an Opportunity!
• Why Do Customers Complain?
  -Understand the issues that cause customer frustrations
  -Why are customers not satisfied?
  -When a customer is not happy, what’s going on in his/her mind?
  -Understanding customer’s emotional needs
  -How to minimize the occurrence of such incidents?
• Understanding & Dealing With Different “Difficult” Customers’ Types
  -What are the different types of difficult customers
  -Characteristics of each type
  -Strategies to deal with each type
  -Identify your personality type: strengths, weaknesses and potential pitfalls in communication
  -The Customer is Always RIGHT!
  -How can you match your style with that of the customer?
• Influencing Our Customers
  -How can we influence our customers through our own behavior
  -The winning language with difficult customers
  -The psychological map
  -You’re the captain of the ship
• Improving Customer Relationship With Effective Communication
  -Using an assertive communication style
  -Active listening
  -Effective questioning skills
  -Developing the skills to change critical situations into constructive solutions
  -Forging positive customer relationship
• Staying Professional When Under Pressure
  -Learn to use effective stress-management techniques when under pressure
  -The power of positive thinking
  -Mindset reframing
  -Giving options
  -Winning agreement
• Dealing With Difficult Incidents
  -Managing difficult confrontations
  -Turning the history of transactions around
  -Find the positive in the negative
• Individual Action Plan

• Understand why customers are challenging and the demands of challenging customers
• Recognize the importance ofyour role in managing challenging customers
• Identify the different personality styles and apply strategies to manageindividual challenging customers
• Develop a systematic and practical process to lessenyour stress levels while dealing with challenging customers
• Know what motivates customers to respond positively
• Establish a win-win situation for both you and your customers

"The customer is always right" is a famous business slogan. The underlying truth behind this statement is recognizing that customers are the life blood for any business. Understanding the importance of good customer service is essential for a healthy business in creating new customers, keeping loyal customers, and developing referrals for future customers. Excellent customer service begins at the initial greeting, whether that's in person, on the phone, or via email. In all of these situations, using good people skills will increase the chances for a positive first impression.

• Knowing your customer
  -The customers and how they changed
  -Customer service in governmental authorities and agencies
• We Are Communicating All the Time!
  -Ten Reasons for Communication
• Essential Elements of Communication
• Verbal and Non- Verbal Languages
  -Can you read and speak body language
  -Body language grammar
• Active listening
  -Are you really listening
  -Recognizing the impact of listening
  -Reflective responding
  -Development of empathy
  -Establishing rapport
• Smart Questions that Work
  -Smart and dangerous questions
  -How to ask questions?
  -Types of questions
• Creating First Impression
  -Meeting and greeting strangers
  -Building instant rapport
  -Observing culture differences in greeting
  -The smile factor
• Dealing with upset and angry customers
  -The customer is always right—is it right?
  -Simple techniques to make your point through
  -Dealing with unwarranted requests
  -Dealing with angry customers
  -The difficult customers
  -The difficult situations
  -Diffusing anger with simple tricks
• Personal Action Plan

• Understand communication dynamics
• Speak and read body language
• Understand own communication style and strengths
• Work effectively with different personalities and styles
• Deal with challenging situations and difficult customer effectively understand the customer and their behaviors
• Learn strong and professional social skills
• Creating a good first impression with SMILE technique
• Understand professional office conduct

So, what sets the elite 8% apart? They take a distinctively broad view of the customer experience and develop their capabilities to please customers repeatedly – by such means as revamping the planning process, training people in how to create new customer propositions, & establishing direct accountability for the customer experience. Knowing how to give great service is one of the keys to growing and sustaining a business. This 3-day customer service program is designed to train your indoor customer service staff to effectively respond to customer queries, understand and apply a positive customer service attitude, gain top-notch skills in understanding the different types of customers and dealing with them effectively, including angry and difficult customers, and gain indoor selling skills that will help turn incoming and walk-in inquiries into closed sales.

• Who is our customer?
  -Identifying the customer we serve.
  -Types of customers
  -Customers can be internal too
  -“When you are not serving a customer, you should ……” Activity
• The “Good To Great”
• Mindset of Customer Service
  -Defining GREAT Customer Service
  -Activity: Kaizen!
  -Identifying Our customers
  -Internal Customers
  -Case Study: Southwest Airlines
  -Characteristics and Demographics
  -Activity: Through THEIR Eyes
• Key success factor: Understanding Your Customer
  -Defining Professionalism
  -How to develop Emotional Intelligence
  -Self-Awareness: Customer Care is an Attitude not a Department
  -Personal approach in dealing with a client: identification of psychosocial personality types
  -Identify your personality type: strengths, weaknesses and potential pitfalls in communication
  -The Customer is Always RIGHT!
  -Anticipating Customer Requirements
  -Role Play: Jump!
• Dealing with different types of clients
  -Case Study: Who’s Who?
  -Role Play: Spot the Customer
  -Exceeding Expectations: Spotting opportunities to gain customer’s trust and loyalty
  -Going Above and Beyond Expectations: techniques for success
  -Understanding how to be more adaptive to change and work pressures
  -Understanding customer’s emotional needs
  -Avoiding prejudgment of clients and hasty decision-making
  -Activity: The Label Game
• Handling Angry Customers
  -The 5 emotional states of the customer during an escalation
  -3 rapport-building techniques to calm irate callers
  -5 questioning skills that will gather more information, resolve the client’s issue and soothe hurt feelings
  -How to say “No” in 4-steps to appear assertive and not aggressive
  -How to find the professional power tone and use it to connect with customers
  -Managing Critical/Difficult and Unusual Situations
  -Analysis of situations and elaboration of the best strategy for employee behavior
  -Breaking bad news: Informing customers of problems
  -Developing the skills to change critical situations into constructive solutions
  -Dealing with complaints: Seeing things from the customers viewpoint
  -Win-Win Strategies
• Individual Action Plan

• Learn to see things from the customer’s viewpoint
• Recognize personal barriers to the delivery of outstanding customer service
• Adapt to specific customer behavior styles, communicate more assertively and effectively
• Demonstrate self-confidence while dealing with angry, upset customers, conflict and difficult situations
• Know what motivates customers to respond positively
• Understand how interpersonal skills affect our customers

• Who is our customer?
  – Identifying the customer we serve.
  – Types of customers
  – Customers can be internal too
  – “When you are not serving a customer, you should ……” Activity
• The “Good To Great” Mindset of Customer Service
  – Defining GREAT Customer Service
  – Activity: Kaizen!
  – Identifying Our customers
  – Internal Customers
  – Case Study: Southwest Airlines
  – Characteristics and Demographics
  – Activity: Through THEIR Eyes
• Key success factor: Understanding Your Customer
  – Defining Professionalism
  – How to develop Emotional Intelligence
  – Self Awareness: Customer Care is an Attitude not a Department
  – Personal approach in dealing with a client: identification of psychosocial personality types
  – Identify your personality type: strengths, weaknesses and potential pitfalls in communication
  – The Customer is Always RIGHT!
  – Anticipating Customer Requirements
  – Role Play: Jump!
• Dealing with different types of clients
  – Case Study: Who’s Who?
  – Role Play: Spot the Customer
  – Exceeding Expectations: Spotting opportunities to gain customer’s trust and loyalty
  – Role Play: Emotional Cookies
  – Going Above and Beyond Expectations: 15 techniques for success
  – Understanding how to be more adaptive to change and work pressures
  – Activity: All or Nothing!
  – Understanding customer’s emotional needs
  – Avoiding prejudgment of clients and hasty decision-making
• Boiling Point: Handling Angry Customers
  – The 5 emotional states of the customer during an escalation
  – 3 rapport-building techniques to calm irate callers
  – 5 questioning skills that will gather more information, resolve the client’s issue and soothe hurt feelings
  – How to say “No” in 4-steps to appear assertive and not aggressive
  – How to find the professional power tone and use it to connect with customers
  – Managing Critical/Difficult and Unusual Situations
  – Analysis of situations and elaboration of the best strategy for employee behavior
  – Breaking bad news: Informing customers of problems
  – Developing the skills to change critical situations into constructive solutions
  – Dealing with complaints: Seeing things from the customers viewpoint
  – Win-Win Strategies
• The Crucial Test: Keeping Customer
  – Customer lifetime value
  – How to calculate the NPS (Net Promoter Score)
  – Customer retention will boost the profits (5% increases in retention may double the profits)
  – Why satisfied customers leave organizations? The indifference factor.
  – Activity: Circles of Control
• Individual Action Plan.

• Learn to see things from the customer’s viewpoint
• Recognize personal barriers to the delivery of outstanding customer service
•  Adapt to specific customer behavior styles, communicate more assertively and effectively
•  Demonstrate selfconfidence while dealing with angry, upset customers, conflict and difficult situations
• Know what motivates customers to respond positively
•  Understand how interpersonal skills affect our customers

A happy customer may tell three people about their experience with you but an unhappy one could share their problems with up to ten. That’s the kind of word-of-mouth that you have to get right. Dealing with complaints effectively can build a good relationship with your customers, save money by avoiding their escalation, and earn repeat business. Most companies receive and reply to complaints by telephone, email and letter, and if it’s your job to respond to them, you can be your organization’s most valuable ambassador. You need to stay motivated and to be confident that you are dealing with customers as effectively and positively as possible. Training in best practice and seeing what works will build that confidence: you can be sure you are using tried and tested techniques.

• The difference between a complaint and a suggestion.
• “In the customer’s shoes”- Experiential Activity
• Why do customers complain?
• Service levels
• Making it easier for people to complain!
  – Removing the psychological barriers
  – True interventions not just a safety valve.
• Dealing with the complaints
  – Which is more important a strong preventive policy or an excellent recovery policy?
  – You cannot afford your customer complaints.
  – The iceberg phenomenon- only one customer complains out of 25- 50 unsatisfied customer.
  – It is wise to make it easy for them to complain TO you instead of complaining OF you.
  – Can cure be better than prevention?!
  – SOP is to blame.
  – Types of complaints.
  – Empowering your employees to handle complaints- practical tips.
• Skills and competencies needed to handle complaints and suggestions.
• Handling written complaints
  – What should be written and what should not.
  – “Showing understanding without admitting guilt”- Activity
• Handling complaints and suggestions over the phone.
• Simple NLP techniques.
• Dealing with difficult personalities:
  – Aggressive customers
  – Abusive customers
  – The Bully
  – The complainer/ whiner.
  – The Time Stealer
  – The procrastinator
  – The Know-it-All
  – The Silent
  – Overly Sensitive
  – The Manipulator
• How bad customer behaviors get rewarded for their misdemeanor? What can we do about it?
• Dealing with angry customers.
• Turning complaints into compliments!
• Final though: “The Customer is Always Right”

• Listen effectively so you understand what you need to do
• Choose the best response to a complaint
• Structure your responses effectively
• Use best practice for emails and letters
• Write in a clear, concise style
• Check your responses and give them that final polish before  you send them

What is good customer service? How can it go from good to great? What are the pitfalls that many people fall into when trying to deliver customer service? Does attitude count? What is the best way to handle difficult customers? What techniques can be used to reduce customer service stress? Bbusinesss’ Customer Service programs address all of these questions and take employees through a process of understanding the value of great customer service on both a personal and professional level. Successful customer service organizations take a distinctively broad view of the customer experience and develop their capabilities to please customers again and again—by such means as revamping the planning process, training people in how to create new customer propositions & establishing direct accountability for the customer experience. Knowing how to give great service is one of the keys to growing and sustaining a business. Our customer service programs are designed to do everything from helping your organization to establish a service strategy and behavioral standards to teaching your front-line employees how to effectively answer the phone through experiential, hands-on and transferable learning strategies. This program will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• What is Customer Service
• How to develop Emotional Intelligence
• Self-Awareness – developing the right attitude
• Building the emotional intelligence competencies crucial to customer service.
• Intra and Inter-Personal skills in Communication
• Communication principals
• Relationships with colleagues and customers
• Communication barriers
• Dealing with Difficult Customers
• Customer care is an Attitude not a Department
• Identifying the needs of the customers
• How to establish an immediate rapport
• Leaving Positive, Lasting Impressions
• Establishing the “norms” of customer care
• What motivates you
• Seeing things from the customers viewpoint
• Service strategies
• Time & priority management
• A better image for your organization
• Attitude of excellent service
• Win- Win Strategies
• Dealing with complaints
• Building rapport and empathy
• Environment of trust
• Action Planning
• Wrap up

• Identify ways to establish links between excellence in customer  service and business practices and policies
• Develop the skills and practices that are essential elements of a customer-service-focused manager
• Recognize what employees are looking for to be truly engaged
• Recognize who their customers are and what they are looking for
• Develop strategies for creating engaged employees and satisfied customers
• Develop the skills and practices that are essential elements of a  customer-service-focused manager
• Recognize what employees are looking for to be truly engaged
• Recognize who their customers are and what they are looking for

In today’s world, it's not only important to provide exceptional customer service, it is vital. With customers demanding all the time, it's critical to every organization to invest in customer service excellence. No matter what type of business, customers are becoming increasingly demanding. So, gaining and keeping them is harder than ever before. Unless company employees have the skills to keep the customers satisfied and happy, you'll quickly notice your profitability start to decline. Developing a team of individuals, who can in turn manage the customer relationship and the service that is provided to customers, is critical to the success of any organization. There's no mystery in achieving excellent customer service, it takes a sincere desire to help and succeed, as well as a common-sense approach and an understanding of the fundamental aspects of human behavior. This program will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• How do you make them feel?
• The focus is on the customer—just listen to them!
  – Barriers to listening
  – The monitoring of complaints and compliments
  – The value of listening to customers
  – Monitoring customer satisfaction
  – Where and when to measure 1
  – Measuring customer loyalty
  – Continuous improvement
  – Involving employees when you measure
  – Recognizing achievement
  – Best practice benchmarking
• Are you customer focused?
  – Wear that customer hat
  – Where is the customer’s hat
  – A long-term strategy
  – When is a relationship a relationship?
  – The hard and the soft relationship management
  – Customers are people, not data points
  – We need more insight, not more data
  – The little things aren’t—little anymore
  – Not marketing as we’ve known it
  – It’s also a different view of CRM
• Are they loyal or merely satisfied?
  – The levels of customers
  – Great expectations
  – They do not expect to be surprised
  – Satisfaction is functional, loyalty is emotional
  – Satisfaction is personal and situational
  – Fragility of customer satisfaction
  – Bridging satisfaction and loyalty
  – It’s not a relationship, but i love shopping there!
  – Loyalty is alive and very well exercise
  – Repeat buying is not necessarily loyalty
  – We’re in it for the points
• Understanding loyalty
  – Transforming the functionally loyal
• Five steps to solid customer relationships
  – Where do expectations fit?
  – What does all this mean for you?
  – Create meaningful value to build relationship and managing it
• What’s value got to do with it?
  – Value creation: the essential role of the firm
  – Value equation
  – What will they value?
  – What is value?
  – Customer’s view of value
  – Value hierarchy
• Value proposition: functional and emotional
  – Components of the value proposition
  – Giving and taking away
  – Creating more valuable value
  – Think customer context: what are they
• Becoming customer centric
• Building blocks of customer strategy
• Building an effective customer relationship plan

• Identify ways to establish links between excellence in customer service   and business practices and policies
• Develop the skills and practices that are essential elements of a  customer-service-focused manager
• Recognize what employees are looking for to be truly engaged
• Recognize who their customers are and what they are looking for
• Develop the skills and practices that are essential elements of a  customer-service-focused manager
• Recognize what employees are looking for to be truly engaged
• Recognize who their customers are and what they are looking for
• Develop strategies for creating engaged employees and satisfied  customers
• Be aware of their own body language signals as well others’.
• Be more appreciative of how people try to communicate.
• Show a positive professional image and personal aura around them.
• Read aggressiveness and hostility cues and know how to diffuse them.

What is good customer service? How can it go from good to great? What are the pitfalls that many people fall into when trying to deliver customer service? Does attitude count? What is the best way to handle difficult customers? What techniques can be used to reduce customer service stress? Bbusinesss’ Customer Service programs address all of these questions and take employees through a process of understanding the value of great customer service on both a personal and professional level. So what sets the elite 8% apart? They take a distinctively broad view of the customer experience and develop their capabilities to please customers again and again—by such means as revamping the planning process, training people in how to create new customer propositions, & establishing direct accountability for the customer experience. Knowing how to give great service is one of the keys to growing and sustaining a business. Our customer service programs are designed to do everything from helping your organization to establish a service strategy and behavioral standards to teaching your front-line employees how to effectively answer the phone through experiential, hands-on and transferable learning strategies. This 5-day experiential workshop is designed to create a customer experience that will transform customers into advocates for the organization, both internally and externally. This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

The “Good To Great” Mindset of Customer Service
• Defining GREAT Customer Service
– Activity: Kaizen!
• Identifying Our customers
– Internal Customers
– Case Study: Southwest Airlines
– External Customers
– Case Study: Lexus
– Activity: Pay check

– Characteristics and Demographics
– Needs & Expectations
• Perception is Reality
– Activity: Through THEIR Eyes
Customer Service over the Telephone  
• How to “frame” the call to establish rapport and create a “Customer for Life” experience
• PEC: How to establish a PEC (Personal Emotional Connection) with every customer
• Explore communication and how it effects telephone communication including the role that body language plays on the phone
• The four E’s of an effective telephone voice and how to use them to promote a service image
– 10 Ways to Keep a Smile in Your Voice
• Techniques for active listening and staying focused to make the client feel heard
– Activity: Telephone
• Questioning techniques including open and closed questions and probes
– Activity: Following Directions
• Taking messages: Comprehensive yet to the point
•Following-Up: TIMING is everything!
Email and Customer Service
• The 7C’s of Successful Written Communication
– Activity: Reading Between the Lines
• The 5 W’s: What to Write to Who by understanding the Why and When
• Pitfalls in email communication
Key factor of success #1: Understanding Your Client  
• Defining Professionalism
• How to develop Emotional Intelligence
• Self-Awareness: Customer Care is an Attitude not a Department
• Personal approach in dealing with a client: identification of psychosocial personality types
• Identify your personality type: strengths, weaknesses and potential pitfalls in communication
The Customer is Always RIGHT!  
• Anticipating Customer Requirements
– Role Play: Jump!
• Dealing with different types of clients
– Case Study: Who’s who?
– Role Play: Spot the Customer
• Exceeding Expectations: Spotting opportunities to gain customer’s trust and loyalty
– Role Play: Emotional Cookies
– Going Above and Beyond Expectations: 15 techniques for success
• Understanding how to be more adaptive to change and work pressures
– Activity: All or Nothing!
• Understanding customer’s emotional needs
• Avoiding prejudgment of clients and hasty decision-making
– Activity: The Label Game
• Connecting between empathy and customer loyalty
• Aligning personal values and organizational values and passions; keeping promises, following through, achieving excellence
Key factor of success #2: Developing Communication Skills
• Intra and Inter-Personal skills in communication
• Communication principals, barriers and pitfalls.
• How to establish an immediate rapport
• The art of listening and expressing empathy
• “Hidden” secrets: phrases for establishing contact and reducing tension
• Four communication styles: Which one are you?
Boiling Point: Handling Angry Customers  
• The 5 emotional states of the customer during an escalation
• 3 rapport-building techniques to calm irate callers
• 5 questioning skills that will gather more information, resolve the client’s issue and soothe hurt feelings
• How to say “No” in 4-steps to appear assertive and not aggressive
• How to find the professional power tone and use it to connect with customers
• How to completely restore customer confidence and regain goodwill after any failure
Managing Critical/Difficult and Unusual Situations
• Analysis of situations and elaboration of the best strategy for employee behavior
• Establishing the “norms” and rules of Customer Care. What to say, how
– To say and what not to say in different situations.
• Breaking bad news: Informing customers of problems
• Developing the skills to change critical situations into constructive solutions
• Dealing with complaints: Seeing things from the customers viewpoint
• Win-Win Strategies
• Dealing with Difficult Customers

• Learn to see things from the customer’s viewpoint
• Identifying and serving internal and external customers
• Recognize personal barriers to the delivery of outstanding customer  service.
• Recognize and adapt to specific customer behavior styles, communicate more assertively and effectively
• Demonstrate self-confidence while dealing with angry, upset  customers, conflict and difficult situations
• Learn to ensure that the customer is put to the forefront in any part of the communication process
• Know what motivates customers to respond positively
• Understand how interpersonal skills affect our customers
• Successfully communicate by understanding telephone and email  etiquette
• Appreciate the barriers to effective communication with customers
• Learn and apply the principles of exceptional customer service

This program looks at the impact of customer service on the bottom-line and how it fits with an organization’s overall strategy. It provides the rationale for leaders to invest time, energy and resources in achieving customer service excellence and participants will learn how customer service is the foundation of sustainable competitive advantage. The module links client service to shareholder value, branding and culture and sets it within the context of marketing in its widest sense. The course also emphasizes the role leaders and managers have in translating client orientation strategy into practical action through processes, scorecards and people leadership.This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace

• Strategic context
  – Gaining sustainable competitive advantage
  – Client orientation, culture and brand
  – How they enable organizations to achieve higher margins, retain clients and enter new markets.
  – The Clients as assets
• Financial context:
  – Why conventional accounting misleads managers and destroys companies and organizations
  – Understanding the value of a client
  – acquisition
  – retention
  – churn and
  – revenues
  – Shareholder value and client lifetime value
  – the new measures of success
  – How to measure the impact of client service on client lifetime value
• Understanding clients
  – Clients are not equal
  – segmentation
  – the route to excellence and profits
  – How to find out what clients really think, want, need, dislike, feel …
  – What clients want
  – physical and emotional elements of products and service
• Client Touch points:
  – Defining and understanding the client touch points throughout the organization:
  – Across different departments: sales, accounts, service, complaints etc…
  – Through different channels: face-to-face, telephone, email etc…
  – In different circumstances
  – new purchase, upgrade, question
  – Identifying improvements at every touch point
• Culture and brand
  – Developing appropriate attitudes and embedding client excellence in the culture of the organization
  – Brand
  – “it’s not about advertising, it’s what your employees do”
  – How to align branding messages with how client-facing staff behave;
  – How to ensure that everyone “lives the brand”
• Making it happen:
  – Understanding and overcoming barriers
  – attitudes, processes, resources
  – Translating client orientation strategy into action through processes
  – Scorecards
  – Identifying key measures and performance drivers throughout the organization, from senior leaders to client-facing staff and
  – Developing initiatives and targets
  – creating a systematic approach, including sharing of client data across the organization
• The individual action plan.

• Understand the intricacies of client orientation.
• Work on gaining the sustainable competitive advantage by  differentiating in service.
• Understand who their clients are and how they live and feel.
• Segment their clients into meaningful segments in order to cater better for their needs
• Distinguish between their client wants and needs.
• Improve the touch points with client
• Develop the brand of their service
• Foster the culture of client orientation in their organization.
• Monitor and follow- up the progress in client orientation initiatives.

Great employees are, and always will be, the backbone of any business. But employee performance can be enhanced or hampered by the tools given to them and their deep understanding of the client service. Having loyal customers/ clients should not be happy accidents created when an exceptional customer service representative, salesperson or product developer responding to a customer need. Instead, Rather, it should be the norm in the organization, with every client. In fact, these satisfied clients should be the next service providers as they spread their happy experiences to new clients. This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• Client expectations: Why are they expanding?
• Under promise, over deliver.
• New rules in client relation mathematics:
  – Group the pains
  – Divide the pleasurable experience
• The service levels
• Types of clients:
  – One time
  – Repeated
  – Loyalist
• Building the loyalists clientele
• Interpersonal communication
• Johari’s Window
• Transactional analysis and the different ego states of the client and self.
  – Complementary transactions
  – Crossed transactions
  – Ulterior transactions
• Games people play in the office- How to deal with them.
• Dealing with difficult situations
  – Allowing the client to vent
  – Staying calm – Empathy
  – Reframing and taking control
  – Active, mutual problem solving
  – Influencing skills
  – Moving beyond logic
• The six principles of persuasion and how they can be used to win over clients
• Making it real
• Transferring learning to their jobs
  – committing to positive action
• Making it last.
• Techniques for handling people
• Dealing with difficult people
  – Resolving conflict
  – Turning complaints into opportunities
  – Setting personal and team standards
• Working under pressure and stress
  – The optimal level of stress
  – Job related stress
  – How to cope with stress in the office

• Exceed client expectations by anticipating them
• Under promise their service level and over deliver to achieve client delight
• Experience a heightened awareness of their interpersonal  communication.
• Understand techniques for communicating effectively during  periods of high stress, including rush-times.
• Increase their ability to positively communicate how they really feel.
• Know the difference between appropriate and inappropriate  transactions in the workplace.
• Build trust in the workplace amongst themselves and teammates using effective communication and accountability tools.
• Affect and influence others through persuasion and utilization of partnerships.

This program will help participants to deliver service to their clients and lead them to satisfaction. The course is extremely practical and focuses particularly on building and managing relationships with individual clients. This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• Are you really listening?
  – self-check
  – Levels of listening
• Who is your client?
  – Internal and external clients.
• Effective communication skills
  – facts reviewed
• Giving and receiving feedback
• Client orientation beliefs
• Service fundamentals
• Establishing the “norms” of client care
• Office politics and reading the currents
• Inter- departmental communication and functions
  – Developing the win/ win culture
  – Seeing the big picture
  – Social and personal Networking
• Creating a good impression in the mind of a client
• Meeting expectations- is it enough?
• Perception is everything
  – There is no such thing as absolute reality
  – What participants think and believe has an impact on how they treat clients
  – Managing client perceptions
• Understanding clients
  – personality
  – What do clients really want
  – The impact of personality on client wants and matching service to personality
• Understanding clients
  – emotions
  – Emotional intelligence in service
  – Recognizing, understanding and managing our own and clients’ emotions
  – Building trust and credibility
  – How to develop empathy
• The power of questions, paraphrasing and summarizing
• Body language
  – gestures, matching and pacing
  – Voice
  – tone, emphasis, volume
• The individual action plan.

• Communicate effectively with their clients
• Establish positive relationship with customer and clients
• Anticipate client needs
• Responding quickly to requests
• Find better ways to deliver value to clients
• Appreciate the fact that client orientation is a show business.
• Protrude the right image to the client.
• Develop the right attitude of service.
• Identify the clients as human beings not just numbers.
• Implement and live the culture of client orientation in their organization.

There are only two types of customers; those who are difficult to please and those who are impossible to please. Yet, we in the retail shops are constantly dealing with them and have to make our encounters memorable. Customers are the driving force of any business. You must meet their expectations at the moment of truth. The moment of truth will determine whether you have the opportunity to gain a bigger client base, lose a customer, or regain trust. Statistics' show that the average customer will tell 5 people about their experience with a company, if it were a good. On the other, customers are very likely to tell 11 people about the problem they've had with a company. If you drop the ball at the customer at the moment of truth, and recover, that customer will tell up to 17 people about the recovery. The fastest way to make more money is to train your employees to respond better to problems and complaints in a way that will completely regain and restore your customer’s confidence.

• The coffee stain
  – what are the implications.
• Customer retention will boost your profits (5% increases in retention may double your profits)
• Why satisfied customers leave organizations? The indifference factor.
• Activity: Circles of Control
• Aligning your personal goals with organizational goals.
• Activity: Make your own SWOT/ Company SWOT
• The 3 levels of customer satisfaction:
  – Ordinary
  – Exceptional
  – WOW
• The 5 secrets of customer satisfaction
• Excuses for offering bad service:
  – “I don’t have time”
  – “I am overloaded”
  – “I am stressed”
  – Other excuses.
• The C.A.R.E. Model for Excellent Customer Service:
  – Connected
  – Attentive
  – Responsible
  – Enthusiastic
• Creating the WOW culture.
• The saddest part in the story: customer satisfaction is not enough.
  – Customer loyalty is everything
  – Recruiting the loyalists
  – How to turn latent loyalty into action?
• Dealing with the complaints
  – Which is more important a strong preventive policy or an excellent recovery policy?
  – You cannot afford your customer complaints.
  – The iceberg phenomenon- only one customer complains out of 25- 50 unsatisfied customer.
  – It is wise to make it easy for them to complain TO you instead of complaining OF you.
  – Can cure be better than prevention?!
  – SOP is to blame.
  – Types of complaints.
  – Empowering your employees to handle complaints- practical tips.
• Dealing with difficult personalities:
  – Aggressive customers
  – Abusive customers
  – The Bully
  – The complainer/ whiner.
  – The Time Stealer
  – The procrastinator
  – The Know-it-All
  – The Silent
  – Overly Sensitive
  – The Manipulator
• How bad customer behaviors get rewarded for their misdemeanor? What can we do about it?
• Dealing with angry customers.
• Final though: “The Customer is Always Right”

• Increase shop sales and profits by retaining customers and winning their satisfaction and loyalty.
• Work on developing the right attitude to serve customers.
• Apply the proper strategy in dealing with different type of  personalities especially difficult ones.
• Put into force the old adage that the customer is always right.
• Deal with complaints before and after they are raised in a  professional manner.
• Contribute in building the WOW culture in customer care.
• Find internal solutions to the striking fact that even satisfied  customers can leave the company at the first fault.
• Handle the angry customers and diffuse their anger

Telecommunication companies are often derailed by poor customer support because companies don’t understand the frantic pace of customer relationship management. Procurement, fulfillment, and post-sale support can be severely crippled by poor communication channels. Customer Relationship Management explains the circular relationship between suppliers, technology, and customers, which together provide the infrastructure for customer support in a business environment. Managing relationships with customers has become a critical organizational competency. Get winning strategies for acquiring and retaining customers by leveraging the latest advanced technologies. This program will teach you how to select the right tools for your business-- so it can grow today--and on into the future. Lagging means lost customers, which means damage to the bottom line. But how do you not lag when customers are moving lightning fast to demand constant changes in the speed to complete their transactions? How do you keep your customers when the move to another company is nothing more than inserting a SIM card and a minute away? CRM is the answer. Customer Relationship Management, a strategy that leverages very advanced technologies is the way to cut to the 21st Century business chase.

• Understand what is Customer Relationship Management?
  – Focus on Relationships
  – Changing Role of CRM
  – Obstacles in CRM Success
  – How Does CRM Impact The Organization?
  – Why Does the Organization Need CRM?
  – CRM as a Product
  – CRM as a Process
• Evolution of CRM
• Identify Your Customers
  – Identifying Your Customer
  – Internal Customers
  – External Customers
  – Why Do We Need Customers?
  – Customer Expectations
• Customer and Customer Strategy
• Managing Your Customer
  – Why Manage Customers?
  – Pareto Principle
  – Customer Value
  – Hierarchy of Service
  – Information Versus Knowledge
  – Customer and Culture
  – Customer Care
  – Customer Contact Technology Strategy (Call Center)
  – Customer Strategy Levers
  – Achieving Value Through Customer Strategy
• The Customer Centric Enterprise (CCE)
• Concept of Customer Lifecycle
• Measuring CRM
  – Characteristics of Excellent CRM
  – Measuring Customer Service
  – Problems in CRM
  – Process Analysis in CRM
• Standards and Continuous Improvement in CRM
  – Standards
  – The QCT Link in CRM
  – Continuous Improvement in CRM
  – CRM as a Business Process
• CRM, Communication and People
  – Communication as a CRM Activity
  – People and CRM
• CRM Project Management
• Measuring ROI of CRM Systems
• Data Mining and CRM
• Customer Profitability Analysis
• Implementing CRM
• CRM Tools
• CRM Case Studies

• Develop an understanding of the terms and benefits of CRM on a company’s bottom line.
• Analyze the different components of a CRM plan.
• Develop their checklist for readiness and success in CRM.
• Identify how CRM creates value for organizations and customers.
• Identify developmental roles that have the greatest impact on CRM.
• Implement the developed CRM initiative
• Conduct customer profitability analysis.
• Manage the CRM project.
• Measure the ROI of the CRM project.

The BL-CS training course is a unique interactive experience in reading and speaking the Body language. Reading people and interpreting their underlying behaviors and feelings are not easy subjects. However, proficiency in body language and non- verbal communication is a core competency for any customer service personnel. The program is designed to give the tools and techniques to create such proficiency as well as preparing the participants to teach and educate other staff members how to communicate in Body Language.

• Introduction to Non-Verbal Communication
  -“Can you speak Body Language?” exercise.
  -Self perception of how other people see you
  -How you say may be more important than what you say.
  -The common body language faults of customer service personnel.
• Personal body language awareness
  -Initial diagnostic of personal body language
  -Trainer and group feedback
  -Understanding the importance of body language
• Enhancing your personal body language vocabulary
  -Developing a more confident posture
  -Making more use of gesture
  -Increasing use of facial expression and eye contact
  -Using other non- verbal cues; Voice, intonation, inflection.
  -How to speak BL over the phone?
• The Cultural Variations in body language
  -“This not what I’ve meant!” exercise.
  -Body language across cultures.
  -How to be clear enough not to be misunderstood not just to be understood.
• Using body language to increase your personal impact
  -How to make an immediate positive impression
  -How to communicate a confident and professional style
  -How to use body language to help engage with your listeners
  -The Power of Personal Touch in Customer Service
• Review of personal impact achieved
  -Application of techniques developed
  -Individual feedback on personal use of body language
  Using body language to build rapport
  -Understanding the difference between aggressive and assertive body language
  -How to develop positive relationships through use of body language
  -How to control any negative hidden messages through body language
• Reading and reacting positively to signals from other people’s body language
  -Understanding signal clusters from others and how they can be interpreted
  -How to react positively to negative vibes generated through body language
  -How to control a situation through use of body language
  -The human lie detection machines.
  -How to read signs of deceptions
• Group review of best practice
  -Review of key lessons learnt and how to apply
  -Individual feedback through group discussion and trainer analysis

• Be aware of their own body language signals as well others’.
• Be more appreciative of how people try to communicate.
• Show a positive professional image and personal aura around them.
• Read aggressiveness and hostility cues and know how to diffuse them.
• Detect signs of deception without having to interrogate the customers.

What is good customer service? How can it go from good to great? What are the pitfalls that many people fall into when trying to deliver customer service? Does attitude count? What is the best way to handle difficult customers? What techniques can be used to reduce customer service stress? Bbusinesss’ Customer Service programs address all of these questions and take employees through a process of understanding the value of great customer service on both a personal and professional level. So what sets the elite 8% apart? They take a distinctively broad view of the customer experience and develop their capabilities to please customers again and again—by such means as revamping the planning process, training people in how to create new customer propositions, & establishing direct accountability for the customer experience. Knowing how to give great service is one of the keys to growing and sustaining a business. Our customer service programs are designed to do everything from helping your organization to establish a service strategy and behavioral standards to teaching your front-line employees how to effectively answer the phone through experiential, hands-on and transferable learning strategies. This 5-day experiential workshop is designed to create a customer experience that will transform customers into advocates for the organization, both internally and externally. This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

The “Good To Great” Mindset of Customer Service
• Defining GREAT Customer Service
– Activity: Kaizen!
• Identifying Our customers
– Internal Customers
– Case Study: Southwest Airlines
– External Customers
– Case Study: Lexus
– Activity: Pay check
– Characteristics and Demographics
– Needs & Expectations
• Perception is Reality
– Activity: Through THEIR Eyes
Customer Service over the Telephone
• How to “frame” the call to establish rapport and create a “Customer for Life” experience
• PEC: How to establish a PEC (Personal Emotional Connection) with every customer
• Explore communication and how it effects telephone communication including the role that body language plays on the phone
• The four E’s of an effective telephone voice and how to use them to promote a service image
– 10 Ways to Keep a Smile in Your Voice
• Techniques for active listening and staying focused to make the client feel heard
– Activity: Telephone
• Questioning techniques including open and closed questions and probes
– Activity: Following Directions
• Taking messages: Comprehensive yet to the point
• Following-Up: TIMING is everything!
Email and Customer Service
• The 7C’s of Successful Written Communication
– Activity: Reading Between the Lines
• The 5 W’s: What to Write to Who by understanding the Why and When
• Pitfalls in email communication
Key factor of success #1: Understanding Your Client
• Defining Professionalism • How to develop Emotional Intelligence
• Self-Awareness: Customer Care is an Attitude not a Department
• Personal approach in dealing with a client: identification of psychosocial personality types
• Identify your personality type: strengths, weaknesses and potential pitfalls in communication
The Customer is Always RIGHT!
• Anticipating Customer Requirements
– Role Play: Jump!
• Dealing with different types of clients
– Case Study: Who’s who?
– Role Play: Spot the Customer
• Exceeding Expectations: Spotting opportunities to gain customer’s trust and loyalty
– Role Play: Emotional Cookies
– Going Above and Beyond Expectations: 15 techniques for success
• Understanding how to be more adaptive to change and work pressures
– Activity: All or Nothing!
• Understanding customer’s emotional needs
• Avoiding prejudgment of clients and hasty decision-making
– Activity: The Label Game
• Connecting between empathy and customer loyalty
• Aligning personal values and organizational values and passions; keeping promises, following through, achieving excellence
Key factor of success #2: Developing Communication Skills
• Intra and Inter-Personal skills in communication
• Communication principals, barriers and pitfalls.
• How to establish an immediate rapport
• The art of listening and expressing empathy
• “Hidden” secrets: phrases for establishing contact and reducing tension
• Four communication styles: Which one are you?
Boiling Point: Handling Angry Customers
• The 5 emotional states of the customer during an escalation
• 3 rapport-building techniques to calm irate callers
• 5 questioning skills that will gather more information, resolve the client’s issue and soothe hurt feelings
• How to say “No” in 4-steps to appear assertive and not aggressive
• How to find the professional power tone and use it to connect with customers
• How to completely restore customer confidence and regain goodwill after any failure
Managing Critical/Difficult and Unusual Situations
• Analysis of situations and elaboration of the best strategy for employee behavior
• Establishing the “norms” and rules of Customer Care. What to say, how
– To say and what not to say in different situations.
• Breaking bad news: Informing customers of problems
• Developing the skills to change critical situations into constructive solutions
• Dealing with complaints: Seeing things from the customers viewpoint
• Win-Win Strategies
• Dealing with Difficult Customers

• Learn to see things from the customer’s viewpoint
• Identifying and serving internal and external customers
• Recognize personal barriers to the delivery of outstanding customer service.
• Recognize and adapt to specific customer behavior styles, communicate more assertively and effectively
• Demonstrate self-confidence while dealing with angry, upset  customers, conflict and difficult situations.
• Learn to ensure that the customer is put to the forefront in any part of the communication process
• Know what motivates customers to respond positively
• Understand how interpersonal skills affect our customers
• Successfully communicate by understanding telephone and email  etiquette
• Appreciate the barriers to effective communication with customers
• Learn and apply the principles of exceptional customer service

This course looks at the impact of customer service on the financial bottom-line and how it fits with an organization’s overall strategy. It provides the rationale for leaders to invest time, energy and resources in achieving customer service excellence and participants will learn how customer service is the foundation of sustainable competitive advantage. The module links customer service to shareholder value, branding and culture and sets it within the context of marketing in its widest sense. The course also emphasizes the role leaders and managers have in translating customer focus strategy into practical action through processes, scorecards and people leadership.

• Strategic context
  – Gaining sustainable competitive advantage
  – Customer focus, culture and brand
  – How they enable organizations to achieve higher margins, retain customers and enter new markets.
  – The Customers as assets
• Financial context:
  – Why conventional accounting misleads managers and destroys companies and organizations
  – Understanding the value of a customer
  – acquisition,
  – retention,
  – churn and
  – revenues
  – Shareholder value and customer lifetime value
  – the new measures of success
  – How to measure the impact of customer service on customer lifetime value
• Understanding customers
  – Customers are not equal
  – segmentation – the route to excellence and profits
  – How to find out what customers really think, want, need, dislike, feel …
  – What customers want
  – physical and emotional elements of products and service
• Customer Touch points:
  – Defining and understanding the customer touch points throughout the organization:
  – Across different departments: sales, accounts, service, complaints etc…
  – Through different channels: face-to-face, telephone, email etc…
  – in different circumstances
  – new purchase, upgrade, question
  – Identifying improvements at every touch point
• Culture and brand
  – Developing appropriate attitudes and embedding customer excellence in the culture of the organization
  – Brand
  – “it’s not about advertising, it’s what your employees do”
  – how to align branding messages with how customer-facing staff behave;
  – how to ensure that everyone “lives the brand”
• Making it happen:
  – Understanding and overcoming barriers
  – attitudes, processes, resources
  – Translating customer focus strategy into action through processes
  – Scorecards
  – identifying key measures and performance drivers throughout the organization, from senior leaders to customer-facing staff and
  – developing initiatives and targets
  – creating a systematic approach, including sharing of customer data across the organization
• The individual action plan.

• Understand the intricacies of customer focus.
• Work on gaining the sustainable competitive advantage by  differentiating in service.
• Understand who their customers are and how they live and feel.
• Segment their customers into meaningful segments in order to cater better for their needs
• Distinguish between their customer wants and needs.
• Improve the touch points with customer
• Develop the brand of their service
• Foster the culture of customer focus in their organization.
• Monitor and follow- up the progress in customer focus initiatives.

The way employees communicate dramatically affects morale, teamwork, productivity, employee retention, customer relations and the bottom line for any organization – Profits! Interpersonal communication is truly an art, but it's also a science. The science of clear communication, active listening, persuasion and collaboration can be taught. Effective communication is situational. The"right" thing to say or do in one situation may backfire in another. What works with one person doesn't work with another. Effective communicators have mastered both the science and the art of interpersonal communication, applying the principles of social and emotional intelligence to each situation they encounter. This 2-day experiential workshop is designed to build effective interpersonal skills that will transform the work environment into a more productive, efficient and effective workplace. During this interactive workshop, participants will learn the skills and attitudes necessary to communicate effectively at work. Participants will walk away with an understanding of their individual power to make healthy communications choices. Through dynamic, memorable instruction on the beneficial effect of positive words and actions in the workplace, participants will learn that will help them make a profoundly positive difference in the morale, productivity, stress level and loyalty of individuals both in and outside their organization This stimulating and highly practical program has a high level of individual participation. Video recording is used to review presentations and delegates receive constructive feedback throughout to help improve and add polish to their presentation and interviewing skills.

• Perception & Self- Awareness:
  – Definition of perception
  – Definition of self- awareness
  – Self- Awareness and self- disclosure
  – Benefits and pitfalls of self-awareness and disclosure
  – Activity: Can you tell me a secret?
• Johari ‘s window:
  – The Arena
  – The Blindspot
  – The Façade
  – The Blackhole
  – The development of Johar’s window within the team
  – Video: The Blackhole
• SWOT analysis:
  – Identifying Personal Strengths and Weaknesses
  – Identifying Opportunities and Threats
  – The best strategies Maxi/ Mini
  – Activity: SWOTing Myself
• Identifying one’s behavior; Do’s and Don’ts.
  – The differences between personality traits and behaviors
  – Can behaviors be improved?
  – Identify your behavioural style
  – Activity: The 4 Behavioral Styles Assessment
  – Video: “The 4 Styles”- English with Arabic subtitles
• Adopting a positive attitude to accept feedback from others
• Identifying own attitude, thoughts & behavior towards others.
  – Activity: “Yes, but and Yes, And” Role Play
• Exercising proactive vs reactive actions.
  – Actions and words of proactive communication
• Avoiding pre- judgement and hasty decision making
  – Activity Video: Don’t Judge on Looks
• Listening skills
  – Listening for understanding
• Controlling emotions and feelings while communicating
  – Use your emotions and tension to your advantage
  – How emotions show?
• Importance of tone and pitch in verbal communication
  – Activity: Voice Rehearsal
• Understanding body language and gestures and its role in communication
  – Can you read and write BODY LANGUAGE?
  – Experiential Learning Activity: Back to Back
• Handling complaints:
  – Identifying the best response to complaints
  – Techniques to set a clear objective
  – Responding to complaints when you’re at fault, when you wish to make a concession and when you need to stand firm
  – Being tactful and diplomatic, and some useful phrases
  – How to ask for things without starting a long sequence of replies to replies
  – How to give bad news
  – being up-front and empathizing
  – Dealing with the angry guest and customer.
  – Turning complaints into compliments.
  – Understanding the behavioral style and personalities to diffuse tension and conflict.
  – Video: “Careless Carlos and angel Angela.”

• Understand the effective ways of communicating
• Enable the employees to perfectly and professionally deal with guests
• Handling complains
• Enhance internal communication
• Adopt the positive attitude
• Look at challenges as opportunities to improve.

Training is the best job one can ever have. That’s because the training profession is one that touches almost everyone every day. Whether you’re taking a foreign language lesson, finding out how to use new computer software, trying out a new machine, mastering a managerial function, or being coached by your boss, you’re experiencing training. Your trainer doesn’t need to be in the same room or on the same schedule. What other job affords you the opportunity to increase an organization’s bottom line, improve your country’s productivity level, and enhance individuals’ lives, all at the same time? It is truly a privilege to be a trainer, yet it’s also a responsibility to be in charge of managing the training process. From assessing the needs of training to evaluating the effectiveness of the training intervention, there is a lot to be managed and many points at which an experienced training manager can do for the success of the organization.

• TRAINING AS A FUNCTION:
• THE GAP
• TRAINING NEEDS ANALYSIS.
• DESIGNING EFFECTIVE TRAINING
• PLANNING FOR THE TRAINING
• IT NEEDS MONEY TO TRAIN: (MANAGING TRAINING BUDGETS)
• NOW, HOW TO TRAIN?:
• SELECTING THE RIGHT IN- HOUSE TRAINER
• TIME TO TRAIN:
• ON-THE-JOB TRAINING
• CHOOSING AND MANAGING TRAINING PROVIDERS/ CONSULTANTS
• EVALUATING THE TRAINING

• Translate the organization’s strategic objectives into training department objectives.
• Write a mission statement for the training function.
• Establish policies to focus training activities and guide decision-making.
• Create strategic and operational training plans.
• Develop a strategic training budget to support organizational objectives.
• Manage the needs analysis process.
• Select the most appropriate training strategies.
• Calculate the costs and benefits of training programs.
• Manage the design of training programs.
• Deal with instructional design challenges.
• Prioritize course content to meet tight deadlines.
• Manage the delivery of training programs.
• Coach trainers to higher levels of performance.
• Manage the course evaluation process.
• Staff a highly effective training team.
• Assess the core competencies of your staff.
• Apply a competency-based hiring approach.
• Select the best vendors and consultants

One of the hardest functions of training is managing the training intervention as whole and the sessions in particular. Group training is expensive and usually the results are intangible, leaving a lot of work in justifying the return on investment. Conducting awareness sessions should be treated the same and each session should contribute to the overall success of the program or intervention. Managing the intervention requires careful planning and meticulous organizing of the training event followed by selecting the right presenter/ trainer for the job and designing the training material. The last step of follow-up and measuring the success of the individual sessions and the overall program is the crucial step of finding where and money and efforts were actually spent.

• The Training Management Function

– The essential functions of training management

– Key management functions

– Develop your training management skills

– The Action Plan

• The Training Function as Part of the Overall Organizational Strategy

– Mission and key areas

– Identifying the Key Result Areas

– Establishing personal objectives

– What are your key activities?

– Performance standards and objectives

• Training from the Wider View

– Why do we train?

– The Change Process

– Where are we now?

– Where would we like to be?

– How do we get there?

– What can we do next?

• Setting the Right Goals and Objectives
• Training Needs Analysis (TNA)

– The systematic approach to training

– Assessment of training needs

• A Practical Model for Action
• Organizing and Planning the Training Needs Study
• Design and Implementation of the Training Needs Survey
• Training Needs Survey – Analysis and Report
• Soliciting the Help of the Functional Managers for Effective TNS
• Discuss the Training Needs Survey and Report with Management
• What Is Training Design?
• Ten Steps Model To Effective Training
• Accelerated Learning
• Experiential Learning
• Online and Blended Learning
• The Training Plan
• The Benefits of Planning
• So How Do I Produce A Training Project Plan?
• Work Breakdown Structure
• Gantt Charts (Bar Charts)
• Network Analysis Diagram
• The Matrix
• Time Saving Tips to Complete the Training Plan
• Maintaining Control and Cost Information
• Draw Up a Costing Matrix
• Profiling the Cash Flow
• Budget Reports
• Choosing The Right Learning Opportunity
• What Is Learning?
• Adult Learning Principles
• The Learning Style

– Identifying and Improving Your Learning Style

– Learning and Development Opportunities

• Effective Selection of Candidates
• Bias And Distortion in Selection Interviews
• How to Overcome the Problems
• Setting Competency Criteria
• Making Your Choice
• Preparing the Training Material

– The Why, What, Where, When and What of Training Delivery.

– Writing training materials

* Vary your training methods and media

*Training methods and media review sheet

• Delivering a Training Session
• On-The-Job Training
• Put Learning into Practice
• What is a Training Consultant?
• Training or Facilitating the Learning Process
• Checklist for Selecting the Best Fit for You
• Managing the Relationship
• How to Evaluate the Effectiveness of Training
• Who Should Be Responsible?
• Levels Of Evaluation

– Kirkpatrick’s Model

– Measuring The Return On Investment (ROI)

• Future Learning And Development Options For The Training Manager
• The Individual Action Plan

• Translate the organization’s strategic objectives into training department objectives
• Write a mission statement for the training function
• Establish policies to focus training activities and guide decision-making
• Create strategic and operational training plans
• Develop a strategic training budget to support organizational objectives
• Manage the needs analysis process
• Select the most appropriate training strategies
• Calculate the costs and benefits of training programs
• Manage the design of training programs
• Deal with instructional design challenges
• Prioritize course content to meet tight deadlines
• Manage the delivery of training programs
• Coach trainers to higher levels of performance
• Manage the course evaluation process
• Staff a highly effective training team
• Assess the core competencies of your staff
• Apply a competency-based hiring approach
• Select the best vendors and consultants

While it remains true that a fast-moving competitive world still demands new approaches to two major problems all organizations face – a more independent mindset of staff who are less prepared to wait for an organization’s timing of jobs and rewards, and at the same time, organizations requiring staff to be ready just in time for new challenges – the response of employers has to be tighter still. Organizations and people require much greater flexibility than in the past and we have to find new tools to manage these challenges. Talent management is the title of the discipline that incorporates a range of activities that can be used to address these problems. It has a bias towards focusing on individual needs to bring out the potential of each and recognizes the necessity of retaining key personnel in a competitive labor market. The mindset of talent management is based on the assumption that there is potential in each and every one, and any approach should be to try to release that. Succession planning has, by contrast, a bias towards satisfying organization requirements. There is an assumption that failing to satisfy the majority of requirements from internally developed personnel is unlikely to provide the optimally effective organization.

• What is Learning and Development is all about?
• What is Talent Management?
• Training & Development, Talent Management and Succession Planning
  -What are the difference
• L&D Functions and Activities
• Training Needs Identification
  -A Systematic Model
• Training Needs Analysis
• Needs Assessment Techniques
• Evaluating Learning
  -Kirkpatrick’s Training Effectiveness Model
• Measuring the ROI of a learning event through KPls
• Managing High Performers
• Building the Talent Management System
  -Activity: “Who Killed Talent”
• The Building Blocks in Talent Management:
  -Competencies
  -Performance Management
  -Career Track Planning
• Organizational Talent and Knowledge
  -Guidelines for a comprehensive talent management strategy
  -Aligning HR strategies with business strategy
  -Effective talent management
  -Types of knowledge relevant to talent management
• Coaching, training, and development
  -Activity: “Talent arena!”
• How to motivate and compensate high performers?
• So, what is Succession Planning?
• The Purpose of Succession Planning
  -Key linkages
  -A changing process for changing times
  -Is it worth the effort?
• How to Retain High Performers?
  -Activity: “Tutan-talent-kharnun”
• The War for Talent- Is it still on?
• The Talent Department- the new name of HR
• Developing the Talent Management Action Plan
• Application and Action Plans

• Identify the difference between Learning and Development, Talent Management and Succession Planning
• Define the link between the three functions
• Evaluate the results of Learning and Development through the use of Key Performance Indicators
• Formulate and use a concrete talent retention program
• Recognize the talent in new and current employees
• Retain talent in their departments and business units by motivating and rewarding them with what they expect
• Learn how to develop a personal growth plan for each employee

Training and developing people function is one of the hardest in the HR realm. There are different aspects to be considered from start to finish. Experienced training and development professional/ manager will maximize the human capabilities in the organization. Training is about gaining the skills ‎needed for a job. These may be learned at the place of work (on-the-job) or away from work (off-the-job). Training tends to have very specific and ‎measurable goals such as operating an IT system or understanding a process, or performing certain procedures. Development is more about the individual – ‎making him or her more efficient at a job or capable of facing different responsibilities and challenges. Development concentrates on the broader skills that ‎are applicable to a wider variety of situations, such as thinking creatively, decision-making and managing people. In short, training is typically linked to a ‎particular subject matter and is applicable to that subject only, while development is based on growing broader skills, which can be used in many situations. ‎Training and development present a prime opportunity to expand the knowledge base of all employees, but many companies find the development ‎opportunities expensive. Employees also miss out on work time while attending training sessions, which may delay the completion of projects. Despite the ‎potential drawbacks, training and development provides both the company as a whole and the individual employees with benefits that make the cost and time ‎a worthwhile investment, provided that every aspect is managed properly‎.

• Employment is More than a Contract:
  -Employee relationship and the employment relationship
  -Definitions of employee relationship
  -The employment relationship
  -Toward the enthusiastic employee.
  -A psychological contract: interests and expectations
  -Main assumptions
  -Satisfaction and work motivation principles
• Forms of Attachment, Compliance and Commitment
  -How companies profit by giving employees what they want
  -Say it in your own words
  -Making the connection
• Conflict, Cooperation and Perspectives
  -The balance of bargaining power
  -A legal contract and the relevance of ideology
  -The quality of employee relationship
  -An industrial relations system
  -A framework for studying employee relationship
• The Nature of Work
  -Fordism and the assembly line mentality
  -Disadvantages of Fordism and the emergence of post-Fordism
  -Theory X and Theory Y/ Theory Z
  -Flexible specialization
  -The flexible firm
  -Other competitive production strategies
  -Job re-design and the search for commitment, flexibility and quality.
  -Quality, involvement and commitment as competitive advantages
  -Incidence and impact of the new approaches to the organization of work: perceptions and conclusions
• Globalization, Multinational Corporations and Employee Relationship
  -Globalization and the internationalization of business
  -Multinational corporations
  -International Trade Union Organization and the international regulations
  -Keeping the local touch in employee’s relationship: Globalization of ER
• The Organizational Context:
  -Processes, Policies and Procedures
  -Managing employee relationship
• HRM: What is it?
  -Management’s objectives
  -Managerial style(s)
  -Employers’ associations
• Employee Relationship Processes
  -Employee participation
  -Collective bargaining
  -Joint consultation
  -Bargaining power
  -When there is a need for negotiation
• Employee Relationship Procedures
  -Procedures – what they are and why they are needed?
  -Disciplinary procedures
  -Grievance procedures and handling
  -The relationship between internal policies and external employment laws
• The ER Readiness Assessment Tool
• The Individual Action Plan

• Implement employee relationship strategy and policies for own work area
• Understand the roles and functions of the ER manager and professionals
• Build and maintain a productive culture
• Resolve employee relationship problems
• Promote diversity management inside the organization in order to take the full advantages of having a diversified workforce
• Apply best practices in employee relationship processes in their organization

The world of work as we know it is rapidly changing. Even as little as two decades ago, the times were calmer than they are today. However, that doesn't mean that we didn't experience change back then. On the contrary, we were, as we are today, in a state of flux. Today, however, the changes appear to be happening more rapidly. This rapid changes put more pressure on management and especially on the management of your greatest asset; human capital. Effective management of Human Resource (HR) is considered a distinguishing characteristics of successful organizations. In such organizations, the HR function has moved beyond it's traditional role to occupy a strategic position. HR fulfills its new role by actively focusing itself in the organization's direction. Value adding and innovative HR practices for building competencies and developing high commitment are found in these organizations. HR is accountable for tangible results both qualitatively and quantitatively. This approach ensures that the human capital is a source of sustainable competitive advantage.

• HR functions and its relations to organizations strategies and vision
• The NEW HR: From Personnel to Human Resources to Human Capital!
  -Strategic Roles of HR
  -Strategic Formulation
  -Strategic Execution
• Organization Behavior and Psychology
  -Examining individual differences, group dynamics (teams and networks) and the impact of culture and communication on individuals in organizational life.
• HRM and Organizational Design
  -Consideration of the impact of environmental factors, information technology, and the implications of the knowledge economy.
  -Creating a LEARNING Organization
  -Applying Knowledge-Management Best Practices
  -HR Scorecard in 7 Easy Steps
• Overview of HR Management – Basics
  -Recruitment and selection
  -Learning and development
  -Performance management
  -Compensation and benefits
• Advanced Recruitment and Selection
  -Strategic Staffing: Attract, recruit and retain the best talent
  -Finding and Keeping the Right People: HR Best Practices
  -What is the cost of finding the right candidate, including interviewing, processing paperwork, training your new hire?
  -What is the cost of hiring the wrong candidate?
  -How do you determine when a new hire is needed?
  -What is the cost of turnover?
  -Employee’s rewards/benefits (definition, forms, formula)
  -Employee’s retention (importance, theories, applications)
  -Retention determinants:
  -Why some stay and some leave?
  -What is the impact of high rates on the organization?
  -Internal and external factors affecting retention
  -How can an organization ensure that it has the right people?
  -How do you ensure good matching of employees’ skills with their job duties?
• Advanced Learning and Development
  -Learning needs analysis:
  -Context Analysis
  -User Analysis
  -Work analysis
  -Content Analysis
  -Training Suitability Analysis
  -Cost-Benefit Analysis
  -Needs Assessment Techniques
  -Direct observation
  -Questionnaires & Tests
  -Consultation with persons in key positions, and/or with specific knowledge
  -Review of relevant literature
  -Interviews & Focus groups
  -Records & report studies
  -Work samples
• Evaluating Learning: Kirkpatrick’s Training Effectiveness Model
  -Measuring the ROI of a learning event through KPIs
• Link the PDP with different learning forms available
• Advanced Performance Management
  -Types of performance management systems
  -Types of rating systems:
  -180 and 360 feedback
  -Forced ranking or distribution
  -Micromanagement vs. Management by objective (MBO)!
  -Individual scorecards
  -Roles and responsibilities in performance management
  -What can you do when you are faced with performance issues?
  -Why managers ignore poor performance and what is the impact of doing nothing?
  -What systems can an organization put in place to measure and support excellent performance?
  -Integrated Performance Management
• A 4-piece Puzzle: Culture, Organization, People, HR Systems
  -Trends in Human Resources
  -What is the most compelling/forceful work in HR today?
  -Skills/experiences necessary for the successful HR professional
  -Activity: Profiler
  -Impact of technology currently and in the future
  -Strategic workplace issues facing the HR profession
  -Create added Value, beyond Key Indicator
  -HR diversity in the global economy: The rise of transnational corporations, their influence on the employment relationship.
  -Change Management
  -Corporate Culture Transition
• From People Management to Talent Management
• Succession Planning
• What is Next?

• Translate the organization’s strategic objectives into training department objectives
• Understanding the main functions in HR and the role of each sub-team
• Define the link between business strategies and HR
• Learn the reasons behind employee turnover
• Use the main tools and techniques for improving employee job satisfaction and retention
• Evaluate the results of Learning and Development through the use of Key Performance Indicators
• List the main types of performance management and appraisal rating systems
• Explain the current trends in Human Resources and discuss the future of HR professionals in light of these trends
• Understand and be able to use creative methods for improving HR processes

HR deals with the human quotient, and not simply statistics targets or figures. What distinguishes a successful company from an unsuccessful one simply the quality of its work force. The importance of human resources within an organization is becoming increasingly understood in today's rapidly changing and uncertain business environment. Moreover, the role of the HR Department is becoming increasingly complex, integrated into every aspect of the organization’s performance, and is now seen as a vital component for the company’s success and indeed survival. HR intervenes strategically with all functions to make sure that the human power of the organization is capable to meet and exceed the company’s targets and strategic goals.This workshop is designed to train candidates on the fundamentals of Human Resources Management, what it is, what it does and what it should accomplish to achieve organizational excellence.

• The BIG Picture of HRM
  -The Importance of People to the Success of Any Organization
  -Definition and Objectives of HRM
  -The HR Domain
  ∗HR Front Office
  ∗HR Back Office
  ∗HR Centres of Excellence
  -Characteristics of Effective HR Management
  -Balancing the goals of management with the needs and aspirations of employees
  -HR Organization Charts
• Basics of Recruitment and Selection
  -From Good to Great: The Bus Analogy
  -Hire for Attitude, Train for Skills
  -Recruitment versus Selection
• Personnel Planning
  -Do your Homework: Understanding Job Requirements
  -Announcing Job Openings: Ways and BEST Ways
  -Inside-Out Approach: Internal hiring
  -Eye on the Future: Succession Planning
• Assessments & Interviews
  -Structured Vs. Unstructured
  -Behavioral Description Interview (BDI) and Situational Interviews (SI)
  -Oral Interview Boards
  -The ‘How To’ of an Interview:
  ∗Planning
  ∗What pre-screening in the interview process is appropriate?
  ∗Rapport
  ∗Questions
  ∗What NOT to ask in a job interview
  ∗Reading their Body Language to gauge feedback
  ∗Closing and Review
  ∗Role Plays: Interviewing Techniques
  -References & Recommendations
  -Is your organization using best practices?
• Selection
  -The Selection Decision
  -Negotiation skills development
  -Activity: Label game
• Basics of Learning & Development
  -Getting Them Up to Speed: HR orientation, socialization, training and development
  -Identification of training needs
  -The Orientation Training
  -On-the-job Training
  -Task Analysis
  -Performance Analysis
  -Individual Training Plans (ITPs)
  -Skill/Will Matrix
  -Business or pleasure?
  -Design and delivery of training
  -Evaluating effectiveness of training and development
  -Linking L & D to Performance Management through KPIs and KBIs
• Managing and Measuring Performance
• Basics of Performance Management
  -Round the Clock: Performance Management is not an event; it is an on-going, continuous process!
  -The performance management cycle
  -The Main components of performance management
  -Setting up a Performance Management System
  -HR performance appraisal design
  -HR performance management and the analysis of major problems
• Basics of Compensation and Benefits
  -Job Evaluation Systems
  -Compensation practices in the Gulf and the Middle East
  -Benchmarking Compensation: Finding out how well are you paying your employees
  -Understanding the Differences: pay, rewards, compensation, recognition and promotion
  -Activity: From 1001 to 1 Million & 1 Ways to Reward Employees
• Application and Action Plans

• Understanding the main functions in HR and the role of each team
• Comprehend the basics of the recruitment and selection function
• Develop the cycle of the training and development function and how L&D works
• Identify training needs and how to evaluate the training
• Understand the roles & responsibilities of human resources in designing and implementing a performance management system
• Understand the basics of compensation and benefits and list the main components of a compensation system

Meticulously planned and executed training and development programs can yield a harvest of tangible benefits for a corporation. One of the primary tasks of a learning executive, however, is to separate the wheat from the chaff and discern which learning initiatives have the potential to generate bottom-line impact and which ones don’t. Fortunately, learning executives have more resources at their disposal than a crystal ball. Cost-benefit analysis helps weigh the time and energy expended with the expected outcome and allows learning leaders to arrive at shrewd business decisions. A simple return on investment (ROI) strategy is one of many types of investment information that would go into a financial decision. A cost benefit analysis is more than a return on investment strategy; there are many other factors that influence a decision. Safety is one of these factors. A cost benefit analysis is sometimes confused with a return on investment (ROI) process. ROI is a type of investment strategy and is generally used to determine if new machinery or equipment is a good investment over time, rather than for a safety and health evaluation.

• Introduction to Training Needs and Measuring Models
• Cost-Benefit Analysis and Return on Investment – What are the Differences?
• The Training Needs Analysis (TNA)
  -Context Analysis
  -User Analysis
  -Work analysis
  -Content Analysis
  -Training Suitability Analysis
  -Cost-Benefit Analysis
• Cost-Benefit Analysis (CBA)
  -How to prove that training is valuable
  -The true cost of training
  -The true cost of not training
  -Where to find data on the benefits of your training
  -A quick method of estimating cost-benefits
  -Guidelines for writing a training proposal/report to management
  -How to gain acceptance for your recommendations
• Return On Investment (ROI)
  -Why ROI?
  -Process to calculate ROI
  -Cost in calculating ROI
  -Benefits of calculating ROI
• Evaluating Learning: Kirkpatrick’s Training Effectiveness Model
  -From Level 1 to Level 4
• Measuring the ROI of Learning
• Assessing the Organizational Impact
• Application and Action Plans

• Compare and contrast Cost-Benefit Analysis and ROI
• Understands how to use both methods in the learning process
• Identify and use a range of sources of information on the training process
• Evaluate the results of Learning and Development from different angels
• Measures ROI and organizational benefit

Recruitment and selection is the process of identifying the need for a job, defining the requirements of the position and the job holder, advertising the position and ‎choosing the most appropriate person for the job. Retention means ensuring that once the best person has been recruited, they stay with the business and they are ‎not “head hunted” by rival companies.‎ Placing the right people in the right jobs reduces the staff turnover rate and the costs involved with constant recruitment. Time spent focusing on this activity alone is ‎time well spent and an investment in the future of the organization. Recruitment training is vital and will help boost the confidence of the recruiters as well as ‎improving the caliber of the workforce.‎ Undertaking the process of recruitment & selection is one of the main objectives of management. Indeed, the success of any business depends to a large extent on ‎the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, ‎will reduce costs. Employees should therefore be carefully selected, managed and retained, just like any other resource.

• Why Recruitment & Selection Matter
  -R&S and the alignment with the overall business strategy of the firm
  -The job profile
  -The person’s profile
  -Key Legal Concepts & Requirements in Recruitment & Selection
  -Constraints set by governments and organizations
  -Methods for non-discriminatory hiring practices
  -Practical guidelines
• The Recruitment & Selection Process
  -Reliability and Validity
  -Measurement, Reliability and Validity
• The Role of Competencies
  -Job Analysis and Competency Models
• Recruitment, Selection & Job Performance
  -Job Performance Overview
  -A Multidimensional Model of Job Performance
  -Measuring Performance
  -Job Performance Criteria
  -The strengths and weaknesses of different types of performance rating systems
• Recruitment
  -Challenges
  -Your goal
  -Attracting Job Applicants
  -The Person-Organization Fit
  -Construct an ideal resume and cover letter for a particular job advertisement
• Recruitment Strategy & Methods
  -Using advertising
  -Putting together a good advert
  -The job specifications and competencies to be used in recruitment advertisements
  -Example advert
  -Internal candidates
  -Internet job sites
  -Your company website
  -Recruitment agencies and consultancies
  -Getting the best out of them
  -International recruitment
• Evaluating Recruiting Efforts
• Selection Methods
  -Applicant Screening
  -CV-based application forms
  -Traditional & online application forms
  -Designing your own forms
  -Example of an equal opportunity form
  -Application Screening & Methods
  -Strategies for the process of screening and selecting candidates
  -Communicating professionally with all candidates
• Other Selection Methods
  -Accuracy of different methods
  -Psychometric tests
  -Personality questionnaires
  -Presentation exercises
  -Technical assessment
  -Assessment centers
• The Context of Selection Decisions
  -Selection Errors
  -Collection and Combination of Information
  -Decision-Making Models used in candidate selection
• Practical Application – Case studies and Role-plays

• Comprehend the basic processes and principles related to organizational staffing
• Understand the foundation of recruitment and selection strategies and practice
• Appreciate the contribution of recruitment and selection practices to organizational effectiveness
• Appreciate the influence of individual, job-related, and organizational characteristics on the attraction of job applicants
• Know the advantages and disadvantages of various types of psychological tests that may be used in the selection of human resources
• Evaluate the recruitment and selection practices being used by organizations
• Contribute to the improvement of an organization’s recruitment and selection practice
• Design recruitment and selection action plans based on workplace scenarios

Companies traditionally find competitive advantages in access to greater financial resources or technological innovation. To sustain the success these advantages confer, however, managers now acknowledge a third requirement: the company’s processes and structures must allow employees to realize their full potential. People must be satisfied in their work, and believe that executive rhetoric is reflected in reality. This is the concern of human resources management or people management, and the questions it raises affect not only HR managers but general managers of all kinds.

• DIFFERENCES BETWEEN MANAGING PEOPLE AND LEADING THEM
  – A Japanese piece of wisdom
• THE ROLE OF PEOPLE IN ORGANIZATIONS
• MANAGING PEOPLE PERFORMANCE
  – Goals and objective setting
  – Setting objectives
  – Formal review meetings
  – Guidelines on providing feedback
  – The meaning of performance
  – Influences on performance
  – High-performance cultures and work systems
  – Managing organizational performance
  – Managing team performance
  – Managing individual performance
• PERFORMANCE MONITORING
• APPRAISAL CONVERSATIONS AND INTERVIEWS:
  – General overviews and best practices
  – The appraisal process
• MANAGING PEOPLE DEVELOPMENT
  – Induction training & Continuous learning
  – Coaching
  – Mentoring
  – Job instruction
  – Development conversations
  – Personal Development Planning
• MANAGING PEOPLE NEW TO THE TEAM
  – Behavioural interviews (for selecting new team members)
  – The nature of a selection interview
  – The content of an interview
  – Preparing for the interview
  – Planning the interview
  – Interviewing techniques
  – asking questions
  – Key interviewing skills
  – Coming to a conclusion
  – Inducting new team members
  – What should be included in the induction training?
  – Who should do the induction
  – Managing Team Meetings
• HANDLING PEOPLE PROBLEMS
  – Absenteeism
  – Disciplinary issues
  – Negative behavior
  – Poor timekeeping
  – Underperformance
• PEOPLE MANAGEMENT STYLES
• DIFFERENT MANAGEMENT STYLES
• CHOOSING THE RIGHT STYLE FOR THE PERSON/ SITUATION
• MANAGING DELEGATION
• PEOPLE MANAGEMENT PLANNING
• FROM PEOPLE MANAGEMENT TO TALENT MANAGEMENT.

• Develop the key people management skills to ensure success in their managerial role.
• Enhance the effectiveness/performance of their teams and the  achievement of objectives and results.
• Set and reach both personal and team objectives using delegation and time management skills.
• Understand how to overcome barriers to communication.
• Motivate, manage and lead your team and individuals to meet  objectives and deliver results.
• Help staff solve problems which lead to under-performance.
• Handle difficult situations and people using empathy and constructive feedback.
• Effectively supervise individuals you used to work alongside.
• Practice the skills of assertiveness and active listening.
• Deal more effectively and confidently with disciplinary situations or conflict.

"Diversity Management" is a strategy to promote the perception, acknowledgement and implementation of diversity in organizations and institutions. Diversity management is based on the idea that diversity opens up alternative ways of perceiving, thinking and acting and thus enriches the life of the business community. Human beings differ in age, social and national background, gender, sexual orientation, physical and mental ability as well as religious belief and worldview. Diversity is a source of creativity and innovation that can provide the potential for future development and competitive advantage. Diversity and its potential is essential for business. Diversity Management Training aims to equip managers and employees with the ability to understand diversity from a personal and a business case point of view. People learn how to contribute constructively to, encourage, and value the cultural diversity of the workplace. As well as, how to work with managers to increase their skills to manage diversity, and to work with teams to improve their skills for dealing with diversity so as to create sustainable positive change within the organization.

• APPROACHING AND UNDERSTANDING DIVERSITY
• ASSUMPTIONS AND MYTHS
• “EVERYBODY DOES IT ATTITUDE”.
• DIVULGING ONE’S OWN DIVERSITY (values, beliefs, attitudes, and behaviors)
• THE BEHAVIORAL AND PSYCHOLOGICAL BASIS FOR BIAS IN THE WORKPLACE.
• EXPERIENTIAL ACTIVITY: “FINDING THE GRANDPA AND GRANDMA INSIDE!”
• ROLES IN MANAGING DIVERSITY
• THE PROFILE OF A DIVERSITY MANAGER
• THE CHALLENGE OF SELF-DEVELOPMENT
• MAKING THE CASE FOR DIVERSITY
• WHAT DIVERSITY MEANS
• THE BUSINESS CASE FOR DIVERSITY
• DIVERSITY AND THE BOTTOM LINE – CAN DIVERSITY MANAGEMENT INCREASE PROFITS
• DEALING WITH A DIVERSE CUSTOMER BASE
• THE LEGAL FRAMEWORK FOR DIVERSITY
• GLOBALIZATION AND THE RECRUITMENT AND RETENTION OF STAFF
• DIVERSITY AND EQUAL OPPORTUNITIES
• COMMUNICATION WITH AND ACROSS DIVERSITY
• RESISTANCE TO DIVERSITY
• ORGANIZATIONAL STRATEGIES
• WE HIRE FOR DIFFERENCE AND FIRE BECAUSE THEY ARE NOT THE SAME- CASE STUDIES
• THE DANGER OF UNCONSCIOUS THINKING, SPEAKING, AND ACTING
• ASSERTIVENESS AND DIVERSITY
• TEAM ROLES- A CASE FOR DIVERSITY
• IT TAKES HIGH EMOTIONAL INTELLIGENCE TO USE DIVERSITY
• LEADING WITH CULTURAL INTELLIGENCE
• DIVERSITY: IDEAS TO CREATE VALUE IN THE WORKPLACE
• DIVERSITY AND CORPORATE GOVERNANCE
• DIVERSITY MANAGEMENT APPLICATIONS
  – Grasping the Whole Picture: Description of DM Change Processes
  – Diversity Management Change Process
  – Steps for Small and Middle Sized Enterprises (SMEs)
  – Seven Steps toward Diversity as a Resource
• DIVERSITY MANAGEMENT IMPLEMENTATION PRINCIPLES
• DIVERSITY AUDIT – A SELF ASSESSMENT TOOL FOR COMPANIES
• EXPERIENTIAL ACTIVITY: “THE DIVERSITY AWARD©”

• Have a clear understanding of what is meant by diversity
• Understand the business case for diversity
• Understand the legal imperatives impacting on the rationale for employment equity
• Understand what it takes to retain, motivate, and promote culturally and socially diverse employees
• Explore the ways that culture impacts on workplace behavior
• practice dealing with typical situations of diversity in the work place
• Have developed a deeper understanding of their own attitudes, values, beliefs, and how these affect their response to other people
• Know the different methods and tools used to achieve employment equity through maximizing diversity in the work place
• identify diversity issues in their work place
• develop a draft plan for managing diversity in the work place
• Make personal action commitments to diversify

Although the focus for many organizations is on increasing revenue, the performance of the company or organization largely depends on how talented and competent its human resources are. Selecting and retaining top talent goes beyond giving higher monetary rewards. Research suggests that organizations will need to pay at least at the market mean but beyond that, other factors such as relationships, advancement opportunities and quality of life are equally important. With employee turnover costs inflating everywhere and now exceeding profits in some industries, addressing the issue of employee retention is an urgent across-the-board business concern. A recent research has found that there is growing evidence of worker dissatisfaction, primarily as a result of layoffs, lack of career growth, and minimal pay increases over the past several years. Additionally, some employers have become ruthless in order to survive over the past decade, creating aggressive cultures that may not be comfortable for many workers, especially the more talented ones. So, just hoping to pass the talent crisis unscathed is still a hope unless we can do something about it at all levels. This simply what this training program is all about, managing your talent.

• BEFORE RETAINING TALENT, HOW CAN WE ATTRACT TALENT FIRST?
• BRANDING YOUR COMPANY AS A TALENT COMPANY.
• MANAGING HIGH PERFORMERS
• BUILDING THE TALENT MANAGEMENT SYSTEM
• THE BUILDING BLOCKS IN TM:
  -Competencies
  -Performance Management
  -Career Track Planning
• ORGANIZATIONAL TALENT AND KNOWLEDGE
  -Guidelines for a comprehensive talent management strategy.
  -Aligning HR strategies with business strategy.
  -Effective talent management.
  -Types of knowledge relevant to talent management.
• DEVELOPING A RETENTION STRATEGY
  -Advantages of a culture of retention.
  -Reasons for retaining high performers
  -Reasons why high performers remain with an organization.
  -Guidelines for selection and orientation.
  -Case Studies and Simulation.
• USING A RETENTION STRATEGY
  -Using exit interviews to improve retention of high performers.
  -Involve high performers in decision making.
  -Reasons for delegating to high performers. Objectives
• BUILDING DIVERSITY INTO YOUR SUCCESSION PLAN
• COACHING, TRAINING, AND DEVELOPMENT
• HOW TO MOTIVATE AND COMPENSATE HIGH PERFORMERS?
• REWARD EXCELLENT FAILURES, PUNISH MEDIOCRE SUCCESSES.
• HOW TO RETAIN HIGH PERFORMERS?
• THE WAR FOR TALENT- IS IT STILL ON?
  -Activities and case studies.
• THE TALENT DEPARTMENT- THE NEW NAME OF HR.
• TOP TEN TIPS TO MANAGE TALENT.
• DEVELOPING THE TALENT MANAGEMENT ACTION PLAN.

• Define what talent is and why it is needed.
• Recognize the talent in new and current employees.
• Look for talent inside them.
• Retain talent in their departments and business units by motivating and rewarding them with what they expect.
• Formulate and use a concrete talent retention program.
• Work toward transferring their departments and human capital into the talent- friendly environment.

This program will assist participants with understanding the employee performance process and will examine elements such as target setting, barriers to performance and tools to increase productivity

• MANAGING THE PERFORMANCE MANAGEMENT CYCLE (THE GOLDEN THREAD)
  – Plan
  – Do
  – Review
  – Revise
• PLAN:
  – Understanding current performance,
  – Prioritising what needs to be done,
  – Identifying actions that need to be taken and
  – Planning for improvement.
• DO:
  – Ensuring that the proper systems and processes are in place to support improvement,
  – Take action and manage risk – and
  – Helping people achieve better performance.
• REVIEW:
  – Understanding the impact of your actions,
  – Reviewing performance,
  – Speaking to users and stakeholders about their experience of performance
  – Getting a better picture of changing circumstances.
• REVISE:
  – Using the lessons learned from review
  – Changing your plans or what you do so that future action is more efficient, effective and appropriate
• THE FUNDAMENTALS OF IMPROVING EMPLOYEE PERFORMANCE
  – Linking performance to results
  – The skill/ will matrix
  – Linking performance to job enrichment
  – Linking performance to employee learning and development
  – Link Employee Performance To Career Advancement
  – Link Employee Performance To Money And Rewards
  – Link Employee Performance To Other Employees’ Performance
  – Link Employee Performance To Office Achievements and Results
  – Link Employee Performance To Organization Success and Results Measures
  – Link Employee Performance To Guiding Principles
• LEARN THE ART OF IMPROVING EMPLOYEES’ PERFORMANCE
  – Make Your Conversations Matter
  – Two –way communication
  – Giving constructive critique
  – Feedback
• MANAGEMENT SKILLS TO IMPROVE PERFORMANCE:COMPETENCIES EMPHASIZED
  – Performance Management
  – Communication Skill and Management
  – Interpersonal Human Interaction Skill
  – Coaching and mentoring skills
  – Diversity Understanding
  – Positive Human Relations
  – Change Management
  – Delegation and Mentoring
• IMPLEMENTING PLANS
• MONITORING AND TRACKING WORK PERFORMANCE IMPROVEMENTS
• DEVELOP CREATIVE PROBLEMS SOLVING FOR SPECIFIC PERFORMANCE AREAS
  – Using metrics- What get measured gets improved.
  – Key Performance Indicators (KPIs)
  – Key Behavioral Indicators (KBI’s)
  – Creative problem solving principles
• INDIVIDUAL ACTION PLAN TO IMPROVE PERFORMANCE YOUR EMPLOYEES

• Understand that communication is vital for successful performance
• Learn and understand personal behavioral styles and how to use styles in improving performance
• Learn the steps of empowering people to be more productive
• Learn how to develop a personal growth plan for each employee
• Understand the importance of performance standards, goals and  objectives
• Learn the skills of evaluating and coaching for higher performance

Almost every day, we hear a new story about an organization being accused of ethic misconduct. Nearly all of these organizations had a code of ethics, detailed policies and specific procedures. It’s important to keep in mind, it’s not the organization that behaved unethically; it was the individuals for one reason or another. Individuals make ethical choices, not organizations. Managing ethics in the workplace holds tremendous benefit for leaders and managers, benefits both moral and practical. This is particularly true today when it is critical to understand and manage highly diverse values in the workplace. The field of business ethics has traditionally been the domain of philosophers, academics and social critics. Consequently, much of today's literature about business ethics is not tailored for the practical needs of leaders and managers -- the people primarily responsible for managing ethics in the workplace. The most frequent forms of business ethics literature today typically include: a) philosophical, which requires extensive orientation and analysis; b) anthologies, which require much time, review and integration; c) case studies, which require numerous cases, and much time and analyses to synthesize; and d) extended stories about businesses "gone bad"

• ACTIVITY: DO YOUR EMPLOYEE NEED WORK ETHICS?
• WHAT IS ETHICS?
• THE CONCEPTS:
  – Ethics
  – Culture
  – Morals
  – Law
  – Policy
• PERSONAL AND PROFESSIONAL VALUES.
• TAKING THE ETHIC-O-METER MEASUREMENT
• WHAT SHOULD YOU DO, WHEN….?
• HOW ARE ETHICAL BEHAVIORS HIGH PAYOFF ACTIVITIES?
• THE STAGES OF MORAL DEVELOPMENT
• AVOIDING ETHICAL DILEMMAS
• ACTIVITY: “IN THE LAST SIX MONTHS, I HAVE …….”
• “THEY ALL DO IT!”- PITFALLS AND EXCUSES
• DEVELOPING THE CODE OF ETHICS FROM YOUR VALUES
• BEST PRACTICES IN OFFICE ETHICS
• PROBLEM SOLVING AND DECISION MAKING TOOLS FOR ETHICAL PRACTICES
• WHAT TO DO WHEN YOU MAKE A MISTAKE?
• DEVELOPING YOUR ORGANIZATIONAL:
  – Code of Ethics
  – Policy statements
  – Complaint or investigation procedures
• CASE STUDIES:
  – Enron
  – Ethical Situations Group Activity
•  “GOOD PEOPLE, BAD CHOICES”- VIDEO CASES
• TEN MYTHS ABOUT BUSINESS ETHICS
• THE PERSONAL EAP (ETHICAL ACTION PLAN)

• Recognize choices or actions that could be considered ethical misconduct
• Have knowledge to avoid making choices that could be interpreted  as ethical misconduct
• Understand the possible consequences of ethical misconduct
• Promote the ethical behaviors in the workplace.
• Identify the most common reasons an employee may act unethically.
• Differentiate between the facts and myths in ethics in the workplace.

Corporate and public organizations now operate on a global scale. Whether it is via an international assignment, participating in a global team or working with an overseas client, colleague or supplier, interaction with people from different cultures is now an everyday occurrence. But are organizations preparing their people to deal with the challenges of working and doing business internationally? Research has shown that providing cultural training to employees who are tasked with working in an international environment can significantly reduce the risks inherent in this type of interaction. The lack of cultural awareness preparation has many levels of impact - from an embarrassing moment to a breakdown in inter-company communication to a lost deal or accord. The price of inadequate cultural awareness is easily avoided.The program will utilize the experiential learning approach by employing role play, case studies, video case studies and mini- video clips to illustrate the topics in cultural awareness.

• WHAT IS A CULTURE?
• FACTORS IN DEFINING THE CULTURAL IDENTITY.
• THE DIFFERENCE BETWEEN MONO-CULTURAL AND MULTI-CULTURAL BEHAVIOR
• HOW TO BEHAVE MULTI-CULTURALLY?
• THE IMPORTANCE OF DIVERSITY TO THE SUCCESS OF THE ORGANIZATION.
• VALUES & ATTITUDES
• THE IMPORTANCE OF ATTITUDES AND VALUES IN DETERMINING BEHAVIOR
• CROSS-CULTURAL COMMUNICATION AS A SYSTEM.
• THE INGREDIENTS OF SUCCESSFUL COMMUNICATION WITHIN DIVERSE CULTURAL ENVIRONMENTS
• STEREOTYPES AND GENERALIZATIONS
• THE THREE TYPES OF CULTURE & HOW THE WORLD FITS INTO THEM
• CULTURAL AEROBICS
  – VALUES AND ATTITUDES OF KEY REFERENCE CULTURES AND HOW THEY AFFECT COMMUNICATION
• BUILDING CULTURAL SENSITIVITY
• TOOLS FOR RECOGNIZING CULTURAL PROBLEMS AT WORK AND AVOIDING OR REPAIRING THEM.
• UNDERSTANDING YOUR PREFERRED COMMUNICATIONS STYLE
• THE COMMUNICATIONS STYLES
• A CULTURAL AUDIT
• BUSINESS & SOCIAL ENVIRONMENT ISSUES
• VARIOUS BEHAVIORAL DIFFERENCES IN TARGET CULTURE.
• MANAGEMENT STYLES AND THEIR MULTI-CULTURAL IMPLICATIONS
• BUSINESS ETIQUETTE AND WORKING PRACTICES
• DECISION MAKING
• PRESENTATION AND LISTENING STYLE
• MEETINGS AND NEGOTIATIONS ACROSS CULTURES
• TEAMWORK AND MANAGING DISAGREEMENT
• GETTING TO KNOW PEOPLE
• HOSPITALITY AND ENTERTAINING
  – Culinary cultural diversity
• MULTI- CULTURAL ETIQUETTE:
  – “It is not about which fork to use”
• INTER-CULTURAL MANAGEMENT COMPETENCES
  – How multi-cultural is your behavior right now?
• INDIVIDUAL ACTION PLANS TO IMPROVE CULTURAL AWARENESS.

• Understand the cross-cultural framework
• Learn about key cultural differences
• Learn to be conscious of the synergies and differences between others’ values and attitudes and those of your own culture.
• Understand your own cultural style
• Learn how to adapt it to others
• Learn how to recognize and deal with cross-cultural misunderstandings
• Deeper understanding of how best to adapt to the new environment
• More harmonious and productive contacts with other cultures
• Greater confidence in fitting into the new environment
• Describe aspects of diverse cultures
• Identify cross-cultural communication approaches
• Explain benefits of diversity & appreciate commonalities & differences
• Plan individual actions to enable better teamwork

Training people is not a job to reckon with easily. Adult learners are different in assimilating the information and they are usually come to the training sessions with lots of experiences and pre-conceived ideas about the subject matter. Unless the facilitators turn these experiences to add to the success of the training, the participants will come out worse than they came in. In the advent of self- learning and the internet age, there is a flood of information and knowledge available to the participants and the facilitators. In many occasions, the challenge in front of the trainers and the facilitators is what not to include not what should be in the training materials. We at Bbusinesss are proud of our unique training/ learning methodology, which is based upon the latest theories and principles in accelerated learning and experiential activities. Our consultants have developed over the accumulated years of experience and numerous successful deliveries, the Bbusinesss methodology in facilitation. We are willing to share our approach with others, simply because we believe it is one of the best ways to achieve the desired effect and ROI in the training. Through a series of experiential activities and a multitude of hands- on exercises, the participants, whether experienced trainers or new to the arena, will have the chance to develop their skills and apply them. What is more, they will have instant feedbacks and

• LEARNING THEORY
  – The pedagogy and adult learning principles
  – Brain power,
  – Stimulating the Right and Left Sides of the Brain
  – Retention and recall,
  – VHF/ VAK messages,
  – Mind set
• THE ACCELERATED LEARNING
  – Not just activities and games
  – Involve more senses
  – Teach others
  – Asking questions
  – Visualizing
  – Positive Mental Attitude Builders
• LEARNING ENVIRONMENT
  – Checklist,
  – Seating patterns,
  – Setting up the room,
  – Media
• PREPARING TO TRAIN
  – Structuring,
  – Memory Aids
  – Techniques to use ,
  – Timing,
  – Training methods,
  – Trainer preparation
• TRAINING DELIVERY
  – Names,
  – Icebreakers,
  – Get them to participate early on
  – Voice control,
  – Communication,
  – Acting assertively not aggressively
  – Mannerisms and Dress,
  – The Learning Cycles and the use of pauses
  – Facilitating discussion,
  – Dealing with difficult participants,
  – Reading body language
  – Creative ideas to engage the trainees.
• AUDIO VISUAL SUPPORT – VHF communication,
  – Flip chart,
  – Whiteboard,
  – Pin wall,
  – Overhead projector,
  – LCD panel,
  – Music,
  – Recorded speech,
  – Slides,
  – Video and DVD,
  – Murphy’s laws
• GROUP & INDIVIDUAL EXERCISES
  – Icebreakers,
  – Quiz,
  – Case studies,
  – Video recording,
  – Role playing,
  – Project work,
  – Instruments
• ONE MORE THING- MOVING BEYOND TRAINING
  – Measuring the effectiveness of training- the 4 levels model.
  – Why training is not enough?
  – From Training department to Human Performance Enhancement.
  – The road map for the future.

• Describe the essential skills needed to facilitate.
• Demonstrate how to be genuine and use their individual talents to connect with others.
• Explain how to ask good questions.
• Describe active listening skills and their importance during a session.
• Assess the training needs
• Practice rapport-building strategies.
• Develop an effective training program
• Deliver a solid training session.
• Recognize the importance of considering participants and their training needs, including different learning styles and adult learning principles.
• Write objectives and evaluate whether these objectives have  been met at the end of a training session.
• Develop an effective training style using appropriate training aids and techniques.

This course is designed to enable you to identify training needs at an organizational, group and individual level in line with corporate strategy; taking into account current and future needs and both human and cultural factors. It is focused at a practical level; delegates work on needs which have been identified and require analysis.

• TRAINING NEEDS IDENTIFICATION:
  – What is needs assessment?
  – Why conduct a needs assessment?
  – Why are needs assessments valuable to an organization?
  – When to conduct a needs assessment?
  – Identifying training needs in a business driven context
  – Linking to corporate vision, strategy and Organizational objectives
• PERFORMANCE ANALYSIS – How to conduct a performance Analysis?
  – What is performance analysis?
  – What is the purpose of performance analysis?
  – How is performance analysis conducted?
  – What is post-training performance analysis?
• A SYSTEMATIC MODEL:
  – Understanding the stages of the systematic Training needs analysis model;
  – Logical sequencing
  – Identifying residual, present and future Training needs
• TARGET POPULATION ANALYSIS
  – What is the purpose of target population analysis?
  – How is target population analysis conducted?
  – What types of decisions are made from the results of a target population analysis
• COLLECTION AND ANALYSIS OF INFORMATION:
  – Collecting information about knowledge and Skills requirements for specific job Competencies
  – Sources of information – Using and adapting survey instruments,
  – Questionnaires, interviews, observation.
  – Statistical analysis of gathered data.
• CONTEXTUAL ANALYSIS
  – What is contextual analysis?
  – How will the training be delivered?
  – When will the training be presented?
  – What are the other requirements to deliver the training?
• DEVELOPING SOLUTIONS:
  – Appropriate training interventions
  – Producing the initial action plan
  – Determining priorities
  – Identifying ‘achievement windows’
  – Defining costs, success criteria and Benefits.
• REPORTING TO MANAGEMENT:
  – Develop and present a training plan to management
  – What is in a ten-part training plan?
  – How is a plan presented to management to gain Approval?
  – Needs assessment competencies
  – Training planner competencies
  – Structuring written reports and Presentations on training needs and Priorities
  – Using persuasive techniques and follow-up Activities to support recommendations.

• Identify individual and departmental training needs using a  variety of methods.
• Assess corporate needs at a strategic and cultural level
• Identify factors affecting needs
• Identify and use a range of other sources of information on  training needs such as performance assessments, business  plans, one to one’s, counselling and discipline interviews
• Identify ways of analyzing and reporting upon findings.
• Produce a training plan showing solutions, priorities and  benefit projections.

Organizations in today’s change-filled, highly competitive environment must devote significant time, energy, and human and financial resources to measuring their performance in achieving strategic goals. Most do just that, but despite the substantial effort and related costs, many are dissatisfied with their measurement efforts. Thus the Balanced Scorecard has emerged as a proven and effective tool in our quest to capture, describe, and translate intangible assets into real value for all of an organization’s stakeholders and, in the process, to allow organizations to implement their differentiating strategies successfully. At the highest level, the Balanced Scorecard is a framework to help organizations to clarify their vision and strategy and translate them into operational objectives that drive both performance and behavior. It is a management system that uses measurement to provide feedback on internal processes and external outcomes in order to improve strategic performance and operational results. Over the last decade the Balanced Scorecard has become established management best practice for many of the world’s leading businesses. This program covers the structure, process and challenges of building, implementing and using a Balanced Business Scorecard to improve performance and to put strategy at the center of key management processes and systems including incentive schemes and resource/budget planning activities.

• PERFORMANCE MEASUREMENT AND THE NEED FOR A BALANCED SCORECARD
• WHY USE A BALANCED SCORECARD
• STRATEGIC THEMES
  – Mission, Values, Vision, and Strategy
• TRANSLATING STRATEGY INTO OPERATIONAL OBJECTIVES
  – STRATEGY MAPS
• CAUSE AND EFFECT
• CREATING PERFORMANCE MEASURES
• SETTING TARGETS AND PRIORITIZING INITIATIVES
• THE 4 PERSPECTIVES OF A BALANCED SCORECARD
• BALANCED SCORECARD DEVELOPMENT PROCESS.
• BALANCED SCORECARD IMPLEMENTATION
• MANAGING FOR RESULTS WITH A BALANCED SCORECARD
• MEASUREMENT AND TARGET SETTING.
• ALIGNING THE ORGANIZATION TO THE STRATEGY
• CASCADING THE BALANCED SCORECARD TO BUILD ORGANIZATIONAL ALIGNMENT
• BUSINESS UNIT, FUNCTIONAL, SUPPORT AND PERSONAL SCORECARDS.
• USING THE BALANCED SCORECARD TO STRATEGICALLY ALLOCATE RESOURCES
• ALIGNING INCENTIVE SCHEMES
  – Compensation and Corporate Governance
  – Aligning budget/resource planning
• REPORTING BALANCED SCORECARD RESULTS
• MAINTAINING THE BALANCED SCORECARD
• BALANCED SCORECARD METRICS FOR HR
• BALANCED SCORECARD AND THE MANAGEMENT OF CHANGE

• Describe the structure and typical content of a balanced  business scorecard.
• Translate an organizations strategic themes and objectives into a Balanced Scorecard.
• Apply the BSC concepts on their HR practices.
• Use a Balanced Scorecard in a management-for-results  environment.
• Know how to use the Balanced Scorecard to align operational  activity with strategy.
• Use best practice approaches to overcome obstacles and  challenges.
• Understand the Change Management implications of implementing a Balanced Scorecard.

Although the focus for many organizations is on increasing revenue, the performance of the company or organization largely depends on how talented and competent its human resources are. Selecting and retaining top talent goes beyond giving higher monetary rewards. Research suggests that organizations will need to pay at least at the market mean but beyond that, other factors such as relationships, advancement opportunities and quality of life are equally important. With employee turnover costs inflating everywhere and now exceeding profits in some industries, addressing the issue of employee retention is an urgent across-the-board business concern. A recent paper found that as many as 10 million more jobs available in the USA alone than there are employees. Further, there is growing evidence of worker dissatisfaction, primarily as a result of layoffs, lack of career growth, and minimal pay increases over the past several years. Additionally, some employers have become ruthless in order to survive over the past decade, creating aggressive cultures that may not be comfortable for many workers, especially the more talented ones. So, just hoping to pass the talent retention crisis unscathed is still a hope unless we can do something about it at all levels. This simply what this training program is all about, retaining your talent.

• BEFORE RETAINING TALENT, HOW CAN WE ATTRACT TALENT FIRST?
• BRANDING YOUR COMPANY AS A TALENT COMPANY.
• MANAGING HIGH PERFORMERS TALENT RETENTION STRATEGY
• ORGANIZATIONAL TALENT AND KNOWLEDGE
  – Guidelines for a comprehensive talent management strategy.
  – Aligning HR strategies with business strategy.
  – Effective talent management.
  – Types of knowledge relevant to talent management.
• DEVELOPING A RETENTION STRATEGY
  – Advantages of a culture of retention.
  – Reasons for retaining high performers
  – Reasons why high performers remain with an organization.
  – Guidelines for selection and orientation.
  – Case Studies and Simulation.
• USING A RETENTION STRATEGY
  – Using exit interviews to improve retention of high performers.
  – Involve high performers in decision making.
  – Reasons for delegating to high performers. Objectives
• HOW TO MOTIVATE AND COMPENSATE HIGH PERFORMERS?
• REWARD EXCELLENT FAILURES, PUNISH MEDIOCRE SUCCESSES.
• HOW TO RETAIN HIGH PERFORMERS?
• THE WAR FOR TALENT- IS IT STILL ON?
  – Activities and case studies.
• THE TALENT DEPARTMENT- THE NEW NAME OF HR.
• TOP TEN TIPS TO RETAIN TALENT.
• DEVELOPING THE TALENT RETENTION ACTION PLAN.

• Define what talent is and why it is needed.
• Recognize the talent in new and current employees.
• Look for talent inside themselves.
• Retain talent in their departments and business units by motivating and rewarding them with what they expect.
• Formulate and use a concrete talent retention program.
• Work toward transferring their departments and human  capital into the talent- friendly environment.

The 360 degree feedback is a process whereby an individual (the recipient) is rated on their performance by people who know something about their work (the raters). This can include direct reports, peers and managers and in some cases customers or clients, in fact anybody who is credible to the individual and is familiar with their work can be included in the feedback process. This is usually in addition to completing a self-assessment on performance. The resulting information is presented to the individual with the aim of helping them to gain a better understanding of their skills and development areas. Each source can provide a different perspective on the individual’s skills, attributes and other job relevant characteristics and thus help to build up a richer, more complete and accurate picture than could be obtained from any one source. The 360º Feedback training provides management (or team members) with a means to compare their personal perceptions of their performance with the perceptions of people they work most closely with. This survey provides powerful feedback about a manager’s practices in supporting a productive work environment. It generates scores which may be directly compared with the manager’s self-assessment. The 360 assessment becomes a structured format for constructive performance dialogue and development plans. It is also a great tool to develop management development training.

• PERFORMANCE APPRAISAL AND IT’S ROLE IN THE ORGANIZATION
  – Why have Performance Appraisals?
  – Benefits of the Appraisal Process
  – The Managers Role in the Appraisal Process
  – The Employees Role in the Appraisal Process
  – Self-Assessment
• PREPARING TO USE 360-DEGREE FEEDBACK
  – The ABCs of 360-Degree Feedback
  – The Uses of 360-Degree Feedback: A Tool for Strategic Change
  – The Most Important Decision to Make
  – Choosing a Method for Collecting the Feedback
  – Using Interviews to Augment 360-Degree Feedback
  – Creating Champions: Selling the Idea to Others in Your Organization
• PRACTICAL STEPS TO START A 360 DEGREE PROGRAM.
  – Select the uses of 360-degree feedback.
  – Sequence the steps for creating a 360-degree feedback questionnaire.
  – Demonstrate an understanding of how to develop a 360-degree feedback questionnaire.
  – Identify the methods for collecting 360-degree feedback.
  – Demonstrate an understanding of how to choose a collection method for 360-degree feedback.
  – Identify the criteria for 360-degree feedback raters.
  – Demonstrate an understanding of how to select raters for 360-degree feedback.
  – Identify the elements of an effective 360-degree program
• IMPLEMENTING A 360-DEGREE FEEDBACK SYSTEM
  – Distributing 360-degree feedback
  – Selecting the steps for analyzing 360-degree feedback results.
  – How to analyze 360-degree feedback results.
  – How to develop an improvement plan for an employee.
  – How to present 360-degree feedback results.
  – Gathering the feedback: tips on administering the 360-degree process
  – Holding up the mirror: presenting the feedback
  – Creating lasting change: follow-up activities
  – Identify the guidelines for preparing to present 360-degree feedback results
  – Enhancing performance management systems
• REVIEWING AND USING THE 360 DEGREE FEEDBACK TEMPLATES IN YOUR ORGANIZATION.
• THE 360 FEEDBACK CHECKLIST
  – Planning
  – Piloting
  – Implementation
  – Feedback
  – Review

• Sequence the steps for creating a 360-degree feedback  questionnaire.
• Identify the methods for collecting 360-degree feedback.
• Demonstrate an understanding of how to select raters for  360-degree feedback.
• Understand Performance Appraisal and It’s Role In The  Organization
• Identify Key Implementation Areas of 360 Degree Feedback
• Use 360 Degree Feedback templates
• Identify the reasons behind the failure of some 360 Degree  Feedback Programs

The assets of an organization can perhaps be divided into two parts: its people, and everything else. While some may measure the value of a company by its real estate, sales, inventories, supply chains, accounts receivable, brand recognition, and the thousands of other pieces that when assembled create an organization’s physical and market presence, it may also be said quite simply that a company consists of the human beings who use technology to improve the lives of their fellow citizens. Manpower Planning gives the correct picture about the number of people to be employed to complete given task in the predetermined period. It is used for achieving fundamental growth in the concern. It can work out the correct price by the resource building or capacity building. It aims at correct place, correct man on a correct job. Thus manpower planning is must to make the optimum utilization of the greatest resource available i.e. manpower for the success of any organization. This workshop uses the concepts of experiential learning to enrich the learning experience with plenty of case studies, forecasting simulations, role plays and other activities. So, the participants will come off not only knowing what to do but how to do it as well.

• OVERVIEW IF THE MANPOWER PLANNING AND PERSONNEL PLANNING
• THE TANGIBLE AND INTANGIBLE COSTS OF UNDER-STAFFING AND OVER- STAFFING.
• ADVANTAGES OF MANPOWER PLANNING.
  – It generates facilities to educate people in the organization.
  – It brings about fast economic developments.
  – It boosts the geographical mobility of labor.
  – It provides smooth working even after expansion of the organization.
  – It opens possibility for workers for future promotions, thus providing incentive.
  – It creates healthy atmosphere of encouragement and motivation in the organization.
  – Training becomes effective.
  – It provides help for career development of the employees.
• SWOT ANALYSIS AND MANPOWER PLANNING • STAFFING NEEDS COLLECTION
• STEPS IN MANPOWER PLANNING
  – Predict manpower plans
  – Design job description and the job requirements
  – Find adequate sources of recruitment.
  – Give boost to youngsters by appointment to higher posts.
  – Best motivation for internal promotion.
  – Look after the expected losses due to retirement, transfer and other issues.
  – See for replacement due to accident, death, dismissals and promotion.
• PLANNING AND FORECASTING
• LINKING EMPLOYER’S STRATEGY TO PLANS
• FORECASTING PERSONNEL NEEDS
  – What to forecast?
  – Trend analysis
  – Ratio Analysis
  – Scatter plot
• USING COMPUTERS TO FORECAST PERSONNEL REQUIREMENTS
• FORECASTING THE SUPPLY OF CANDIDATES
• MANUAL SYSTEMS AND REPLACEMENT CHARTS
  – Computerized Information Systems
• THE MATTER OF PRIVACY OF HR INFORMATION

• Explain the main techniques used in employment planning and forecasting.
• Increase the accuracy of forecasting the manpower demands.
• List and discuss the main outside sources of candidates.
• Effectively prepare and use the job descriptions.
• Understand the costs of ineffective manpower planning and how to prevent them.

For years, organizations that have had what they thought were KPIs have not had the focus, adaptability, innovation, and profitability that they were seeking.KPIs themselves were mislabeled and misused. Examine a company with over 20 KPIs and you will find a lack of focus, lack of alignment, and underachievement. Some organizations try to manage with over 40 KPIs, many of which are not actually KPIs. There is a way of breaking performance measures into key result indicators (KRIs), result indicators (RIs), performance indicators (PIs), and key performance indicators (KPIs). Successful managers embark the significant shift in the way KPIs are used to ensure they do not create dysfunctional behavior.

• INTRODUCTION TO PERFORMANCE MANAGEMENT
• WHAT GETS MEASURED GETS ACHIEVED.
• DEFINING MEASUREMENT TOOLS
• THE 10/80/10 RULE
• KEY RESULT INDICATORS
• PERFORMANCE AND RESULT INDICATORS
• KEY PERFORMANCE INDICATORS
  – Identifying the good from the bad.
  – Basic criteria for a good KPI
• WHAT SHOULD WE MEASURE?
• WHEN SHOULD WE MEASURE? 24/7- QUARTERLY- ANNUALLY.
• THE CONTROLLABLE AND NON- CONTROLLABLE FACTORS AND MEASURES
• CAN WE DEFINE SUCCESS?
• THE BUSINESS MATURITY LEVEL ASSESSMENT TOOL
• MANAGEMENT MODELS THAT HAVE A PROFOUND IMPACT ON KPIS
  – Incorporating the KPI’s into the Balanced Scorecards
• FOUNDATION STONES FOR IMPLEMENTING KEY PERFORMANCE INDICATORS
• FOUNDATION STONES GUIDING THE DEVELOPMENT AND USE OF KPIS
• DEFINING VISION, MISSION, AND STRATEGY
• USING THE KPI’S AS MOTIVATIONAL TOOLS.
• CONSIDERING THE SEQUENCES OF RELYING ON ONE KPI OR ANOTHER
• DEVELOPING AND USING KPIS:
  – The 12-Step Model
• PRACTICAL APPLICATION:
  – Tools and templates for each step in the KPI model
  – KPI Team Kit
  – Facilitation tools to facilitate KPI Implementation meetings
  – A list of measures
• CASE STUDIES AND SUCCESS STORIES

• Learn the principles of using KPIs to benchmark and improve  performance
• Learn the process of implementing KPIs, with the help of practical examples
• See how organizations have implemented performance  measurement successfully – how they did it and the benefits  they gained
• Get a quick overview of the characteristics of key performance  Indicators (KPIs)
• Understand how key result indicators, performance indicators and KPIs fit together
• Identify the reasons of choosing particular measures
• Appreciate the difference between the 3 types of performance measures (result indicators, performance indicators and key performance indicators)
• Practice the managerial role in performance measures

A major problem confronting managers today is to increase line management and employee productivity, provide higher more value-adding levels of HR service and internal customer responsiveness and at the same time reduce costs. What is needed is a HR team that is customer-focused and market-driven in its external relations with customer and process-focused and team-oriented in its internal operations. Only such a HR team can look at the way work is performed across the organization and seek to make HR processes more logical, effective and efficient. HR optimization and HR process re-engineering is about re-thinking work from the ground up in order to eliminate work that is not necessary and to find better ways of doing work. Such an effort is at the heart of HR Process Re-engineering.

• REVISITING THE VISION, MISSION AND VALUES
• EVALUATING THE JOB DESCRIPTIONS AND HR SYSTEMS
• THE ORGANIZATIONAL CHART
• DIFFERENT ORGANIZATIONAL STRUCTURES
• HOW TO FIT THE ORGANIZATIONAL STRUCTURE WITH THE BUSINESS MODEL
• WHAT HR PROCESS RE-ENGINEERING IS NOT ABOUT
  – HR re-engineering is not down-sizing
  – HR re-engineering eliminates work, not jobs;
  – HR re-engineering is not “restructuring”
  – moving boxes around an organizational chart;
  – HR re-engineering is not automation;
  – HR re-engineering is not re-engineering a department but rather a process in an organization.
• HR PROCESS RE-ENGINEERING ELIMINATES WORK, NOT JOBS OR PEOPLE.
• DESIGNING AND IMPLEMENTING AN HR REENGINEERING PROJECT
  – Reengineering Methodology
  – Overview of the clients.
  – Company’s Organizational Chart.
  – Organization hierarchy of team.
  – Building the project plan.
  – Teambuilding
  – Documenting the AS-IS process.
  – Presenting process findings- recommending change.
  – Thinking “out of the box”.
  – Developing an implementation strategy
• DIFFERENT HR AND BUSINESS REENGINEERING METHODOLOGIES:
  – Fundamental Rethinking
  – Innovative redesign.
  – Work system components
  – Improvements dimensions
  – Reengineering lifecycle
• FUTURISTIC DESIGN EXAMPLE OF WORKFORCE MANAGEMENT
  – Employee ,Manger, Resourcing specialist
• COMMON STEPS WHEN PERFORMING BPR
  – Phase 1: Begin Organizational Change
  – Phase 2: Build the Reengineering Organization
  – Phase 3: Identify BPR Opportunities
  – Phase 4: Understand the Existing Process
  – Phase 5: Reengineer the Process
  – Phase 6: Blueprint the New Business System
  – Phase 7: Perform the Transformation
• HORIZONTAL AND VERTICAL LINES OF COMMUNICATIONS
• THE ROLE OF HR PROFESSIONALS AS ADVISORS TO OTHER DEPARTMENTAL MANAGERS
• LEADING THE REENGINEERING TEAMS
• CONFLICT MANAGEMENT AND RESOLUTION
• GETTING THE SUPPORT OF UPPER MANAGEMENT IN REENGINEERING INITIATIVES.
• WHAT IS NEXT?

• Present the objectives for reengineering HR framework
• Analyze Business factor changes
• Evaluate HR strategies to support Reengineering
• Study the realignment of the HR function
• Suggest methods for reengineering processes in their departments and organizations
• Analyze organizational needs and underlying organizational structures
• Learn how to update the organizational charts as a means of analyzing the jobs and positions Select between the available alternatives of organizational development and growth
• Coordinate between the different department and the HR  functions
• Find ways to decrease the tension and conflicts between people, systems and departments in the organization.

Although everyone may agree on the importance of HR in every organization and the significant place for HR in the future, the exact shape and form this should take is the subject of much debate. There is much discussion on three main themes: the reality of HR, the impact of the HR function, and the future profile of HR. This 5-day workshop is designed to train HR Professionals on the new world of HR; what it entails, the challenges, trials and tribulations, and most importantly, how to prepare for the future. Using a range of interactive and experiential exercises including case studies, games and role-plays conducted during the workshop, participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• THE NEW WORLD OF HR
  – The Big Umbrella: Emotionally Intelligent Organizations
  – Case Study: What a Wonderful World!
  – HR functions and its relations to organizations strategies and vision
  – The NEW HR: From Personnel to Human Resources to Human Capital!
  – Strategic Roles of HR
  – Strategic Formulation
  – Strategic Execution
  – Organization Behavior and Psychology
  – Examining individual differences, group dynamics (teams and networks) and the impact of culture and communication on individuals in organizational life.
  – HRM and Organizational Design
  – Consideration of the impact of environmental factors, information technology, and the implications of the knowledge economy.
  – Creating a LEARNING Organization
  – Applying Knowledge-Management Best Practices
  – HR Scorecard in 7 Easy Steps
• OVERVIEW OF HR MANAGEMENT
  – BASICS
  – Recruitment and selection
  – Learning and development
  – Performance management
  – Compensation and benefits
• ADVANCED RECRUITMENT AND SELECTION
  – Strategic Staffing: Attract, recruit and retain the best talent
  – Finding and Keeping the Right People: HR Best Practices
  – What is the cost of finding the right candidate, including interviewing, processing paperwork, training your new hire?
  – What is the cost of hiring the wrong candidate?
  – How do you determine when a new hire is needed?
  – What is the cost of turnover?
  – Employee’s rewards/benefits (definition, forms, formula)
  – Employee’s retention (importance, theories, applications)
  – Retention determinants:
  – Why some stay and some leave?
  – What is the impact of high rates on the organization?
  – Internal and external factors affecting retention
  – How can an organization ensure that it has the right people?
  – How do you ensure good matching of employees’ skills with their job duties?
• Advanced Learning & Development • Advanced Performance Management
• Activity: Free as a Bird!
• Trends in Human Resources
• Create added value, beyond key indicators

• Understanding the main functions in HR and the role of each sub-team
• Define the link between business strategies and HR
• Learn the reasons behind employee turnover / returns and the main tools and techniques for improving employee job satisfaction and retention.
• Evaluate the results of Learning and Development through the use of Key Performance Indicators.
• List the main types of performance management and appraisal rating systems and how and when to use each.
• Explain the current trends in Human Resources and discuss the future of HR professionals in light of these trends.
• Understand and be able to use creative methods for improving HR performance
• Explore knowledge management and the role of emotional intelligence for tomorrows organization
• Create added value – beyond key indicators

In today’s business environment, competition arises when other organizations seek to do what your company does, only better. Advantage is gained when you can do something your competitors find difficult to duplicate. Competitive advantage is further secured when competitors cannot duplicate your company’s special ability at all. We contend based on solid research evidence that an especially strong source of competitive advantage rests in the hands of the people who make up an organization. One of the most effective ways to secure competitive advantage is to make the best use of the knowledge, skills, and other human assets possessed by a company’s employees. No other firm has the same people. Therefore, no other company can duplicate the range of products and services requiring the particular capabilities of the company’s members. Managing organizational behavior is thus essential to the process of gaining and sustaining competitive advantage.

• Organizational Behavior
  – Definitions
• The Attributes of Organizations
• Contemporary Issues
  – Workforce Diversity
  – Team Productivity
  – Organizational Adaptability
  – International Growth and Development
  – Ethical Concerns
• Capitalizing on Individual Differences
  – Selection
  – Training
  – Reengineering
• Management and Managers
• Micro Organizational Behavior
  – Managing Diversity and Individual Differences
  – Perception, Decision Making, and Creativity
  – Work Motivation and Performance
• Satisfaction and Stress
  – Efficiency, Motivation, and Quality in Work Design
  – Interdependence and Role Relationships
• Group Dynamics and Team Effectiveness
• Leadership of Groups and Organizations
• Macro Organizational Behavior Concepts:
  – Power, Politics, and Conflict
  – Structuring the Organization
• Technology, Environment, and Organization Design
• Culture, Change, and Organization Development
• Global Organizational Behavior
• Putting Organizational Behavior Knowledge to Work
  – Diagnosis
  – Solution
  – Action
  – Evaluation
• Becoming an Active Problem Solver
• Wrap up
• Individual Action/ learning Plan

• enhance their understanding of organizational behavior by investigating theories of organizations and the ways people in organizations interact,
• consider organizations from a variety of frameworks including  systems, structural, cultural, political, symbolic and human  resource,
• examine how leaders shape their organizations and how participants understand and influence their own organizations,
• gain hands-on experience applying the theories of organizational behavior to frame and make sense of a challenging situation in your organization,
• develop a set of explicit competencies for diagnosing  organization

This course is designed to prepare participants for the challenges of the contemporary workplace. This course provides strategies for managing employee relations -- compliance with legislation, managing diversity, handling work and personal issues and fostering open communications. From these strategies, participants learn effective practices and guidelines for handling workplace situations that threaten positive employee relations.

• The differences between Personnel Management (PM) and Human Resource Management (HRM) and the specific implications for the management of employee relations
•  Managing Employees Learning and Training requirements
  – The preparation of an overall training plan of the company
  – Handling Compulsory or optional internships, requests by employees, and tracking of training actions
• Recruiting and Orientation
  – follow-up on recruiting interviews and new recruits
  – Employee handbook of policies and procedures
• Competence and career management
  – Implementation of a competence reference standard which permits improved management of jobs within the enterprise and in-house transfers.
  – Prioritizing the competences, knowledge, and know-how of the employees
• Ensuring compliance with existing laws
• Internal communication
  – Listening to employees
• Diversity Management
• Conflict Management
  – Conflict management styles
• Recognizing employees’’ work and achievements
• Conducting Job Satisfaction Surveys
• Collecting employees’ feedback
• Handling disciplinary actions before, during and after they happen.
  – The red hot stove principle

• Describe the impact of a manager’s role in establishing and maintaining sound employee relations in an organization
• Identify four management strategies that support positive employee relations
• Describe the purpose and intent of employment legislation governing workplace supervision
• Identify diversity issues that exist in a team and overcome related barriers to productive employee relations
• Use effective guidelines for effectively handling work and personal issues in team
• Implement management activities that facilitate open communications.

This highly informative training program is built specifically for those individuals who have Human Resource responsibilities who want to bring high impact, performance enhancing solutions to their organization. It is full of practical, easily implementable tools for you to work with straight away. The program is centered on best practice techniques, the latest HR thoughts and hands-on activities designed to help you act straight away.

• What does HR success mean to you? – Here we explore
  – Different organizational needs
  – Do different businesses need different HR focuses?
• Our strategy for success?
  – The soft and hard HR approaches
  – The psychological contract
• HR success step 1 – Resourcing
  – Are you hiring the right people?
  – Hiring activities including selection & assessment methods such as interviews, assessment centers; competency requirements, psychometric testing.
  – Inductions and Training
  – Why people exit the organization?
  – How to manage the process and retention initiatives.
• HR success step 2 – Pay and Reward
  – Is your pay system getting the best out of people?
  – Review of different system designs and their benefits
  – Equal opportunities considerations
  – The role of incentives and motivational tools, purpose of appraisal systems and performance related pay.
  – Job design and the impact on other HR success factors.
• HR success step 3 – Learning and Development
  – Are you growing talent or wasting it?
  – Talent management strategies, inductions, benefits of training plans and skills audits
  – The differing learning styles, individual needs and succession planning.
• HR success step 4 – Employee Relations
  – How well do you look after your employees?
  – The benefits of engaging employees and performance development.
  – Handling disciplinary and grievance situations and the process of fair treatment, leadership, communication and other motivational tools.
• HR building step 5 – Organizational Performance
  – How fit is your organization?
  – The world of organizational design and models.
  – How responsibilities are assigned and practical ways to develop a better culture.
• Marketing the HR function
  – What do the people think of HR in your organization?
  – Strategies and techniques for maximizing our impact, creating the right image and moving towards a partnership approach.

• Identify the 5 steps to HR success and the practical changes you  can make in your organization to enhance performance
• Start acting on your personal HR action plan having experienced, discussed and evaluated new and different ways of doing things
• Learned how to market yourself and the HR function in an ever competing and difficult organizational environment

Although the focus for many organizations is on increasing revenue, the performance of the company or organization largely depends on how talented and competent its human resources are. Selecting and retaining top talent goes beyond giving higher monetary rewards. Research suggests that organizations will need to pay at least at the market mean but beyond that, other factors such as relationships, advancement opportunities and quality of life are equally important. With employee turnover costs inflating everywhere and now exceeding profits in some industries, addressing the issue of employee retention is an urgent across-the-board business concern. A recent research has found that there is growing evidence of worker dissatisfaction, primarily as a result of layoffs, lack of career growth, and minimal pay increases over the past several years. Additionally, some employers have become ruthless in order to survive over the past decade, creating aggressive cultures that may not be comfortable for many workers, especially the more talented ones. So, just hoping to pass the talent crisis unscathed is still a hope unless we can do something about it at all levels. This simply what this training program is all about, managing your talent. The Program mixes the knowledge of talent management with a mix of activities which help participants to discover by themselves the intricacies of Talent Management.

• Defining talent activity
• Before retaining talent, how can we attract talent first?
• Branding your company as a talent company
• Managing High Performers
• Building the Talent Management System
• The Building Blocks in TM
• Activity: “Who killed Talent”
• Organizational Talent and knowledge
• Developing a Retention Strategy
• Using a Retention Strategy
• Building diversity into your succession plan
• Coaching, training, and development
• How to motivate and compensate high performers
• Reward excellent failures, pushing mediocre successes
• How to retain high performers?
• The War for Talent – Is it still on?
• The Talent Department – the new name of HR
• Developing the Talent Management Action Plan

• Define what talent is and why it is needed
• Recognize the talent in new and current employees
• Look for talent inside them
• Retain talent in their departments and business units by motivating and rewarding them with what they expect
• Formulate and use a concrete talent retention program
• Work toward transferring their departments and human capital into the talent – friendly environment

One of the biggest challenges in today’s business world is achieving and maintaining employee satisfaction and morale in order to achieve a high performing workforce for the long-term. One of the most important factors that lead one to their goals is the drive. This drive is known as self-energy and motivation. It is a zest and determination with a kind of excitement that leads one to persevere to reach greater heights, in no matter what avenue of their life, be it - personal or professional. The drive may come from an internal or external source. The individual determines this. The factors that motivate an individual keep changing as one climbs the ladder of age and maturity. In addition, achievement of one goal sets the ball rolling for another one to be achieved. Thus, to be motivated is a constant need. There are times when one faces a period of de-motivation and everything seems bleak. It is then that they need to find what would motivate them back into action. So if self-energy is that difficult. What can we do to increase it?

• What is Motivation
  -Motivation & Payment
  -The psychology of Motivation
• So what is Self-Energy?
• Assumptions about people
  -People have a fundamental need to do a good job
  -People want control and empowerment at work
  -People do not want to be held accountable for things they Cannot control
  -People want feedback but don’t like to be evaluated
  -People want to be valued
  -People do not want their time wasted
• With high energy, everybody wins
• Quick assessment : Symptoms of low battery
• The Rise and Fall of Motivation
• Positive and Negative
  -Meaningful Condition & Sisyphus Condition
  -Efficiency Vs. Meaning
• Video Session
• Nine Strategies for Awakening Your Motivation
  -For Individuals
  -For organizations
• Carrots and Sticks
  -Less of what we want
  -More of what we don’t want
• Type I and Type X
  -Intrinsic Motivation
  -Extrinsic Motivation
• The Three Elements
  -Autonomy
  -Mastery
  -Purpose
• The Four Essentials – 4Ts
  -Task
  -Time
  -Technique
  -Team
• Video Session
• Using What We Know About Needs
  -Maslow’s Hierarchy of Needs
  -Herzberg’s Two Factor Theory
  -ERG
• The Five Components of Self-Energy
  -Actions
  -Results
  -Evaluations
  -Outcomes
  -Need Satisfaction
• Maximizing Self Energy
• The Self-Energy Boosting Project in the work place
• Motivation Exercises
• Tips for Getting and Staying Motivated
• Personal Action Plan
  -What will I do differently? How? By When?
  -Who is included in my support system? How can they help me?

• Fully competent in the essential managerial competency of motivating self and others
• Understand what self-energy is
• Comprehend motivational theories and applications
• Understand strategies that impacts real motivation
• Appreciate that motivation is an individual process
• Use simple tools to increase self-energy and drive
• Lead a highly self-energetic team of employees
• Initiate a motivational project in their work environment

Genius, Invention, Talent and, of course, creativity… These words describe the highest levels of human performance. When we're engaged in the act of being creative, we feel we are performing at the peak of our abilities. Creative works give us insight and enrich our lives. Creativity is part of what makes us human. Although advanced "artificially intelligent" computer programs hold the world title in chess, and can crunch through mounds of data and identify patterns invisible to the human eye, they still cannot master everyday creative skills. “Ineffective people live day after day with unused potential. They experience synergy only in small, peripheral ways in their lives. But, creative experiences can be produced regularly, consistently, almost daily in people's lives. It requires enormous personal security and openness and spirit of adventure.” -- Stephen Covey

• Creativity & Creative Thinking
  -Definition
  -Preparing To Be Creative
  -Analyzing Your Creativity
  -Increasing Creativity
  -Generating Creative Ideas
  -Fostering Creativity in the Workplace
• Creativity Skills
  -Creative Fluency through Brainstorms
  -Creative Flexibility through Brainstorms
  -Creative Uniqueness through Brainstorms
• Brainstorming Techniques for Testing, Assessing and Developing new ideas
• The Creative Team
• Creativity Blocks
• Innovation
  -The Concept of Innovation
  -The need for Paradigm Shifting.
  -Types of innovation
  -Does innovation mean new products – Study
  -Johari Window – the Hidden Potential
• Barriers to Creativity and Innovation
• Creativity Style Profile©
• Innovation Framework
• Creativity, Innovation and Invention
• Lateral Thinking
• Right and Left Brain
• “Positive Mind” – The Power of Positive Thinking
  -Positive and Negative Vibes
  -I don’t believe in Defeat!
  -Expect the Best and Get It
  -Power to Solve Personal Problems
• Mind Mapping
  -Radiant thinking
  -How to draw a mind map
  -Mind maps application
  -Hands on experience on Mind Mapping Software.
• A Bias for Action
  -Energy and Focus
  -Motivation and Willpower
  -The Three Traps of Non Action
  ∗Overwhelming Demands
  ∗Unbearable Constraints
  ∗Unexplored Choices
  -Unleashing Organizational Energy for Collective Action
  ∗Comfort Zone
  ∗Resignation Zone
  ∗Corrosion Zone
  ∗Productive Zone
• Action Planning – Write Your Plan

• Identify the stages of the creative process
• Recognize techniques that will enhance creativity
• Avoid personal and organizational factors that block creativity and innovation
• Develop creativity in different functions
• Develop more innovative organizational cultures
• Blend Right and Left Brain Thinking
• Acquire and apply the rules of thinking like the great inventors

The negotiation process is not difficult, but requires a certain amount of skill and training. Negotiations, whether between individuals, businesses or even nation-states are nothing more than a process in which concerned parties come to an agreement that serves everyone's best interests. Instead of one dominating or imposing power over the other, the parties attempt to reach a consensus in which everyone is satisfied. Business negotiation skills are valuable tools in this process. Negotiation, if successful, can decrease the problems associated with overt conflicts in the organizations. Negotiations are used not only by management and sales/ purchasing representatives, but by virtually everyone involved in the day-to-day operation of the company. Negotiation is a better way to motivate others to cooperate rather than using pressure and domination strategies that may work in the short term, but ultimately causes distrust and resentment - and ultimately, profits.

• Negotiation – the nuts and bolts
  -Negotiation as an alternative to conflict and escalation
• Negotiation – the facts and figures
  -We negotiate all the time
  -The odds of success of negotiation
  -How much did we win?
• Essential Negotiation processes
  -Pre- negotiation- Prepare, prepare, prepare
  -Negotiation: the roadmap of debate and bargain
  -Post- negotiation: Contracting and documenting
• Principled Negotiation for win/win
  -Why Positional and interest based negotiators often lead to deadlocks?
  -Non- positional and non- confrontational negotiation
  -Separate the people from the problem
  -Getting to YES- Together
• Negotiation types and media
  -Negotiation in disguise
• Approaches to negotiation and conflict management
  -Find out your preferred negotiation/ conflict style (through TKI)
  -The negotiation styles and approaches
  -Negotiation styles and skills needed for each style
  -Which approach to use in each situation?
  -The strengths and weaknesses of each negotiation approach
  -Flexing your preferred style to select the right approach
• Attitude and approaches in negotiations
  -Negotiation is not haggling over the price
  -Value estimation and finding your BATNA/ WATNA
  -From ZOPA to ZOMA
  -Win/ win is not 50:50
• Behavioral skills in Conflict Management
  -Power is in mind not the muscle
  -Mental toughness and business acumen
  -Change behavior- change results
  -Self- awareness of your behavioral cues when negotiating
• Negotiations – personal and communication styles
  -The poker face communication is not the norm
  -Maximize on your communication style
  -Being nice is not being weak
  -Listening is the loudest voice
  -Using the sound of silence- in high volume
• Negotiations in practice
  -The Do’s and Don’ts of negotiation
  -Common tricks and ploys
• Negotiating across cultures
  -The East and West in negotiation
  -Capitalizing on the cultural diversity not differences
  -People are still negotiating with people
• What to do next if the Negotiation fails?
• Developing Own Action Plans

• Ensure success in every negotiation
• Use greater adaptability to different situations
• Shift the balance of power during negotiations
• Be better prepared against the tactics and ploys of other parties
• Understand when to stand firm and when to make concessions
• Manage conflicts in the workplace

Many employees are feeling the time crunch and the stressful trap being caught in throughout the busy daily activities. They don’t have the time to work on what they are paid to do; effectively fulfilling their tasks and responsibilities in a way that meets or exceeds managerial expectations. Management studies have suggested that front-line roles include a very wide mix of activities, most of which cannot always be controlled or even predicted. Hence the importance of those two major skills comes as a crucial requirement for front-line employees (nurses): managing one’s time effectively and working efficiently under pressure while dealing with the daily stream of stress that today’s business brings forth. This three-day experiential program is designed to enhance the front-liners’ skills and capabilities on how to get away from any time or stress trap in order to concentrate more on developing own work related (as well as personal) goals both efficiently and effectively. With proper time management and practical stress handling techniques and strategies, one can not only decrease the toxic effects of chronic stress, but also manage to achieve the tasks and responsibilities in an outstanding way

• Time Management Facts and Myths
  -Time as a Scarce Resource
  -How Do We Look at Time?
  -Importance of Time
  -“Time is Money” Activity
• The Importance of Managing Time to:
  -Employees
  -Managers
  -The organization as a whole
• Components of Time Management
  -Time Management as a Management Process:
  -Planning
  -Organizing
  -Leading
  -Controlling
• Creating a Culture of Time Value
  -The 80/ 20 Rule of time management
  -Planning with SMART objectives
  -Urgent/ Important Matrix
  -Effectiveness and Efficiency Quadrants
  -Prioritizing- The Big Rocks and Stones
• Delegation
  -Why managers don’t delegate enough?
  -The levels of trust in your subordinates
  -What can be delegated?
  -What should not be delegated?
  -Avoid pseudo- delegation and be a leader
• Procrastination- the Thief of Time:
  -Why we procrastinate?
  -How to overcome the habit of procrastination
  -Eat that frog
• Manager’s Monkeys:
  -Where do they come from?
  -What to do about them?
  -Using the telephone and voice mail effectively.
  -Are you overworked or just busy?
• The Part of Sevens:
  -The seven ideas to make Time last longer
  -The seven ideas to make work less time consuming
• Effective Meetings Management:
  -Every meeting should get a PAT
  -Meeting rules
• Office Organization:
  -The 5 office styles
  -The 5 S approaches for a Quality Office
• Can You Define Stress?
  -The 4 types of stress
  -Can stress be positive?
  -Optimal stress levels
  -The fight or flight
  -The stresses and stress carriers
• Stages of Stress:
  -Recognizing stress
  -Resistance
  -Exhaustion
• Signs of Stress:
  -Physical
  -Mental
  -Behavioral
  -Job- related
• Your reaction to stress
  -Type A personalities
  -Stress doesn’t kill by itself
• Health hazards of chronic stress:
  -Short term effects
  -Long term effects
• Coping with Stress
• Ineffective ways
• Effective Techniques:
  -Change Your Life Style
  -Changing Your Thinking
  -Changing Your Behaviors
• Stress in the Workplace:
  -The most stressful jobs Survey
  -Measure your stress on the Stress-o-meter
  -How to decrease stress in the workplace?
• Prioritization and Goal Setting
  -The importance of prioritization
  -The Big Rock
  -Eat the Frog
• Setting SMART Goals
  -What is a SMART Goal?
  -The importance of setting SMART goals
  -The link between added value and setting goals
  -Defining Added Value
  -Translating added value into goals
  -Creating action plans
  -Execution and implementation of plans
• Finding your Prime Time
• Enforcing the Use a Daily Planner Collectively
• Individual Action Plans

• List barriers to successful time management
• Understand the use of to-do lists and the ABC prioritization technique
• Gain self-awareness of your attitudes, behavior patterns and habits
• Develop a positive, proactive response to difficult behaviors in others
• Exhibit confidence in the ability to address challenging situations
• Enhance your skill set using proven tools, tactics and techniques
• Know effective ways to use productive stress
• Write SMART goals and explain their benefit
• Demonstrate how to say “no”
• Understand and use the Important/ Urgent Matrix
• Learn how to effectively cope with stress
• Develop an action plan for better use of time

Planning prepares an organization for meeting future challenges. A plan helps turn dreams into reality. What is to be done and how it is to be done is decided in advance, proving a roadmap of where we should proceed. Planning helps to reduce contingencies in the future as we take steps in advance to avoid those risks and uncertainties. If we plan in advance, we achieve Pareto's principle of efficiency, i.e., 80% of work gets completed in 20% of the time. Planning is required in all organizations at all levels. If we don't plan, we have to face the reality as it comes! This 4-day experiential workshop is designed to enable participants to understand the key elements of planning and organizing, how they can be readily applied to the work environment. And how to clearly identify and prioritize the tasks and activities needed to achieve both business and personal goals. This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• Doing Right Things RIGHT!
  – The nature of planning
  – What is ‘working smarter’?
  – What are the right things/ways/people & tools
  – Analyze your job requirements
  – Good to GREAT: Qualities of GREAT Plan
• How strategy planning differs from business planning.
• Evolution of team based strategic planning.
• Implementing robust team planning
• The quality conscious organization
• Developing project plans from business plans.
• Presenting the plan to senior managers/stakeholders
• Taking action with multi
  – level planning teams.
• Fast track techniques.
• Puzzle Pieces
  – The right thing at the right time
  – Using the right tools with the right people
  – Types of Plans & Planning
  – Levels of Planning: Corporate, Business & Functional
  – Hierarchy of Plans: Strategic, Tactical & Operational
• FOCUS
  – Setting priorities
  – Alignment of all elements
  – Process management
  – G.R.O.W TOWARDS S.M.A.R.T
• GOAL!
  – Purpose of Goal Setting
  – Kinds of Goals: Long, Medium and Short-Term
  – Strategic Goals & Plans
  – Operational Goals & Plans
  – Situational Analysis
  – The Risk Factor!
  – Contingency Planning
• In a Nutshell
  – The Planning Process
  – Hazard & Risk
  – Response Planning
  – Implementing Preparedness
• Get It Together
  – Identify pitfalls in personal organization habits
  – The benefits of being organized
  – Adopting new habits

• Understand the difference between business planning and strategy planning.
• Research, Develop, write and present a business plan.
• Identify required activities for developing functional plans at  all levels.
• Communicate the plan to gain commitment.
• Implement robust team planning for effective results
• Understand the principles and importance of correct planning
• Learn the principles of Time Management
• Understand and practice the principles of prioritizing work  effectively
• Learn the importance of setting and prioritizing goals and objectives
• Define the strategic planning and its main components

Result orientation is becoming one of the essential competencies in today’s employees. Research indicates that people who are more result- oriented are more successful, less stressed and more motivated than other employees. In the era of effectiveness and efficiency in the workplace, no staff member can simply follow the old adage that “if you don’t where are you going any road is the right road”. Organizations depend on the collective efforts of their employees to achieve their results and the organizational results.

• Creating your own measures of excellence.
• What is excellence?
• How excellence is measured?
• The Organization Vision and Mission statement
  – Your own vision and mission statement
  – How to align personal goals to organizational/ departmental goals
• SMART Goals can lead to attaining the results
• Improving personal performance
• The focus on achieving results as per the goals set.
• The focus on the tasks and activities that are related to achieving the results.
• Where to direct your efforts?
• Pareto’s law and productivity
• The Effectiveness/ efficiency matrix
• Defining all the related tasks and activities in terms of the results to be achieved.
• Efforts and time needed to accomplish those tasks and activities.
• Improving effectiveness and efficiency of working in order to achieve better productivity of all the resources including time.
• Effectiveness and doing the right thing
• Efficiency and doing the thing right
• Accepting the accountability for achieving the results.
• Overcoming the resistance and obstacles, if any, in meeting the desired goals.
• Team work and team building particularly on the work involving interdependencies.
• Quality is not an option:
  – How to use own specific methods of measuring outcomes against a standard of excellence that exceeds established standards or expectations?
• Improving the work methods
  – Kaizen improvement practices
• How to apply TQM practices on your own work
  – The 5 S’s Practical Approach to improve the work space.
  – Can you think of your own 5 S’s?
• How can I lead when I am not the leader?
  – You can lead from any position in the organization
  – Leading by example
• Personal Action Plan

• Strive to exceed expectations in achieving results.
• Create own measures of excellence.
• Improve personal performance.
• Contribute to work unit success
• Support accountability in self and stakeholders
• Enhance organizational and self- learning

Planning and Organizing prepares an organization for meeting future challenges. A plan helps turn dreams into reality. What is to be done and how it is to be done is decided in advance, proving a roadmap of where we should proceed. Planning helps to reduce contingencies in the future as we take steps in advance to avoid those risks and uncertainties. If we plan in advance, we achieve Pareto's principle of efficiency, i.e., 80% of work gets completed in 20% of the time. Planning is required in all organizations at all levels. If we don't plan, we have to face the reality as it comes! Organizing follows planning. Organizing is pooling of resources (human, physical, financial) so as to achieve the objectives taking into account the organizational structure and climate. Plans govern organizing and tells us where the organization is heading and how to get there. This 3-day experiential workshop is designed to enable participants to understand the key elements of planning and organizing, how they can be readily applied to the work environment. And how to clearly identify and prioritize the tasks and activities needed to achieve both business and personal goals. This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• Doing Right Things RIGHT!
  – The nature of planning
  – What is ‘working smarter’?
  – What are the right things/ways/people & tools
  – Analyze your job requirements
  – Good to GREAT: Qualities of GREAT Plan
• Puzzle Pieces
  – The right thing at the right time
  – Using the right tools with the right people
  – Types of Plans & Planning
  – Levels of Planning: Corporate, Business & Functional
  – Hierarchy of Plans: Strategic, Tactical & Operational
• FOCUS – Setting priorities
  – Alignment of all elements
  – Process management
  – G.R.O.W TOWARDS S.M.A.R.T
• GOAL!
  – Purpose of Goal Setting
  – Kinds of Goals: Long, Medium and Short-Term
  – Strategic Goals & Plans
  – Operational Goals & Plans
  – Situational Analysis
  – The Risk Factor!
  – Contingency Planning
• In a Nutshell
  – The Planning Process
  – Hazard & Risk
  – Response Planning
  – Implementing Preparedness
• Get It Together
  – Identify pitfalls in personal organization habits
  – The benefits of being organized
  – Adopting new habits
• Cleaning out Personal Space
  – Paperwork, files, pictures, notes, and miscellaneous other “stuff”
  – Virtual Clutter Control: Your Computer Is Worse Than Your Desk
  – Pick One, Use One: Calendars, Lists, Personal Organizers
  – Staying on top of appointments
  – Keeping track of contacts
  – Managing expenses
  – The right format and the right size; setting up a system that is flexible, easy-to-use, and convenient

• Understand the principles and importance of correct planning
• Learn the principles of Time Management
• Understand and practice the principles of prioritizing work effectively
• Learn the importance of setting and prioritizing goals and objectives
• Define the strategic planning and its main components

“Do more with less” is a popular idea amongst management in many organizations for obvious reasons. It is possible to increase productivity while maintaining high morale, if employees know how to enhance personal effectiveness. By increasing the personal effectiveness of the employees, organizations can achieve what is needed in today’s competitive world; building the sustainable competitive advantage. Success comes from within and motivated employees are more productive in their jobs both qualitatively and quantitatively. Working smarter as well as harder requires certain attitudes and behaviors to be embedded in the employees. But attitude alone cannot guarantee success. Employees should be trained on the effectiveness tools and techniques. Practical advice on how to enhance productivity and maximize personal effectiveness are as essential. This program addresses common workplace issues such as efficiency, effectiveness and productivity problems from a practical and relevant perspective. It is highly interactive and suitable for any levels of participants in any organization, which aim to enhance personal productivity.

• The communication with self and others:
  – What facilitates interpersonal communication?
  – The central role of communication in these activities
  – What impedes interpersonal communication?
  – Impersonal communication
  – Effective reading
  – Taking notes
  – Meetings
• Strategy and the manager
  – Examining the environment
  – Assessing the organization
  – Using the SWOT strategic technique
  – The involvement of colleagues
• The application to decision-making
  – The implementation of decisions
  – The allocation of resources
• Problem Solving
• Planning in organizations
  – Goal-setting and analysis
  – Managing by objective-setting
  – The concept of time
  – Improving the management of time
  – The use of planning
  – Monitoring progress
• Dealing with procrastination.
• Influencing others:
  – The nature of influence
  – Methods of influence
  – Individual responses to influence
  – Exerting your influence
  – Common influencing problems and their solutions
  – Coping with aggression
  – The organization’s culture
  – The use of negotiation
  – How to convince people
  – Develop and use contacts to exchange information, obtain support and resources
• Leadership and strategy
  – Self-confidence and personal drive
  – Keeping abreast of change
  – Individual behavior
  – Managing cultural diversity
  – Assertiveness and how to develop it
• Ethics and Accountability
  – The nature of ethical behavior
  – Ethical behavior within the organization
  – Ethical behavior outside the immediate organization
  – Environmental issues, ethics and management
• Building Teams
  – Leadership
  – The nature of power
  – Creating effective work-teams
  – How motivation and delegation affect team-building
• Self-management
• Create opportunities for your own learning and development
• Stress and the manager
• Organizational stress-inducing factors
• Personal Development Plan

• Increase personal productivity through the proper utilization of time.
• Maximize their personal effectiveness.
• Cope with organizational and personal stress inducing factors.
• Build informal teams of their colleagues.
• Adhere to the ethical and professional conduct.
• Influence others with tact and finesse.
• Stand for their rights by being assertive
• Manage self and others for maximum productivity.

When you ask what mind mapping is, you receive a simple answer like: “A mind map is a visual thinking tool which reflects the way the brain naturally thinks”. This simply said can be deceiving and many executives may look at mind maps as another fad. However, with the proven method mind mapping is the way a mind map functions is to be looked at as looking at a roadmap of a city or town. You may or may not get lost without a map; but you have clear advantage over others if you have the right map (and you can read it)

• The whole brain:
  – How does the brain work?
  – Whole Brain stimulation techniques.
• What are the types of thinking?
  – Lateral thinking
  – Radiant thinking
  – Maximize your abilities and possibilities.
  – How to use whole-brain stimulation techniques to increase the ability to think multi-dimensionally?
  – How to make connections between widely disparate events, ideas and information?
  – The use of color, fun, images, multi-sensory approaches, and Mind Mapping to enhance personal learning, memory and creativity
• Using mind mapping tools
  – Paper and pen based
  – Computer software based applications
• Brainstorming words
• Brainstorming images
• From brainstorming to mind mapping
• Structure of the map
• Synthesis of the map
  – Organizing ideas
• Different uses for different maps
  – Personal
  – Educational
  – Meetings
  – Presentations
• The practice of mind mapping

• Create, draw and read Mind Map
• Think more clearly, creatively and efficiently
• Learn the nature of radiant thinking
• Handle and organize efficiently huge amount of information
• Shorten your learning and reviewing time
• Recalling any amount of information very quickly
• Identify and implement personal and business applications of Mind  Mapping and other skills learned during this workshop
• Increase personal and professional productivity, communication,  problem solving, creativity, concentration and memory
• Assimilate and present large volumes of information quickly
• Improve thought organization, planning and the ability to see and  present the “big picture”
• Enhance/evoke strategic thinking
• Improve individual and group brainstorming sessions
• Develop and deliver more effective presentations
• Save time

Passive people have things happen to them. Proactive people make things happen. They take the initiative. So let's all be a little more pro-active. If one wants to get ahead they have to get involved, get your hands dirty and take a risk. If you're talking about asking people to risk sticking their necks out, one way to achieve it is to create an environment in which blame culture takes a back seat for a while. As we all know, nothing breeds confidence better than confidence itself. And with confidence comes new thinking, fresh ideas and the possibility of success. To encourage pro-activity in people you need management and an environment that looks to the long-term picture. This is what this program is all about.

• Activity: “Your flight is cancelled.”
• React or respond
• “Circles of Influence”
• The positive attitude in the workplace can make big difference.
• 10 benefits of the positive attitude in the workplace:
  – Career success
  – Stress reduction
  – Less sick days and better productivity
  – Improve customer relations and improved sales
  – Become a better leader
  – Improve the attitude of other employees or those who report to you
  – Improve teamwork
  – Improve motivation for yourself and others
  – Improve decision-making and overcome challenges
  – Improve Interpersonal Relations
• Are they challenges or problems?
• The 90/ 10 Principle
• “Eat the frog”
• The two wolves.
• 10 Ways to promote the positive attitude in the workplace:
  – Be good example.
  – Learn (and teach) the power of positive self-talk.
  – Ban Whining.
  – Teach people the art of “win/win.”
  – Dump the drama.
  – Learn, teach and reward “Time-out” stress management techniques.
  – Encourage people to live in the “now.”
  – Don’t worry, be happy.
  – Smile.
• Life Positions
  – I’m OK, You are not OK.
  – I’m OK, You are OK.
  – I am not OK, You are OK.
  – I am not Ok, You are not OK.
• Going the extra mile even if it has little traffic
• Problems are opportunities in disguise

• Know how to acquire the right positive attitude.
• Appreciate the importance of exhibiting the right behaviors and positive attitude in the work place and how that can increase the chances of  success.
• Deal with challenging situations
• Be proactive in dealing with work situations
• Proactively take action, decisions and be accountable for results.
• Follow issues through completion and minimizing potential problems by anticipating and facing these in advance, even in uncertainty.
• Constantly take the initiative to achieve results without waiting  for input.
• Go beyond expectations in the assignment, task, or job description without being asked.
• Demonstrate the ability to complete even unfamiliar tasks independently, by referring to or adapting his/her previously gained knowledge.
• Demonstrate resilience against challenges and obstacles.

Personal effectiveness means making the most at all personal resources at our disposal - our personal talents, energy and time relative to what's most important to us. It is like money management or investment - we want to get the best return on our resources. As with managing money, we can either drift through life making ad hoc decisions or we can set time aside periodically to review our investments. It's not about sacrificing spontaneity or opportunism to be super organized if this is not your style. It's more a matter of taking whatever steps fit your style to give you the feeling that you are making best use of your talents, energy and time. Being successful is in the eyes of the beholder - for some it means having a satisfying personal life, for others it is some form of career success that drives them. People spend most of their time trying to influence others - their staff, colleagues, managers, clients, suppliers, and others both inside and outside the organization. They are trying to improve staff performance, manage a project, resolve conflict, motivate, give clarity and direction, sell their ideas, negotiate for limited resources, and communicate with people from different backgrounds and cultures, gain commitment. Their own job performance is dependent on the work of others, who may not work directly with or for them, and may even be located in a different part of the world. Top performers in this environment are able to persuade by using their influence strategically, analyzing situations and choosing the most appropriate and effective approach from a range of options. Influencing, persuading and negotiation skills enable successful people to influence the thinking and behavior of others and to facilitate an effective spread of information throughout a team via their communication skills. People who have these skills build strong relationships, exert greater influence on their colleagues and project a positive image of themselves and their organization

• Personal Communication Essentials
  – What is Communication?
  – What does effective Communication mean?
• Understand the levels of Communication.
  – Intra- Personal
  – Inter-Personal
  – Group communication.
• Non-Verbal Communication.
  – The importance of body language
  – Can you speak BL? Can you read BL?.
• Understanding Communication and Persuasion
  – The communication cycle.
  – Know the power of words in the communication process.
  – Influencing and persuading others
• Communication Strategies for Professional Excellence
  – The process of interpersonal communication
  – Assessing personal preferences and values
  – Giving and receiving feedback effectively and constructively
• Sources of power
  – Getting results without authority
  – Know the power of influence.
  – Applying Personal Influence and Persuasion
  – The importance of influence and negotiating
• The 4 styles of Communication
  – Knowing your style
  – Knowing the styles of others
  – Communicating with people as they like to communicate
• Presenting Effectively
  – Understand the keys to successful public speaking.
  – Organize your presentation.
  – How to develop and present a vital speech.
  – How to dress professionally and appropriately.
  – Find out the right and wrong ways in body posture.
  – How to use your voice effectively.
  – Discover the power of illustrations and stories.
  – Presenting to a cross-cultural audience.
  – Learn how to overcome Public speaking fears.
• How to listen actively and respond accordingly.
• Using positive visual imaging.
• The power of questions
• How to use the telephone effectively and professionally.
• How to an effective decision maker, in the communication process.
• Principled Negotiation for Win/win
  – Win/ win is not 50-50
  – Identifying underlying needs and developing options
  – Finding creative solutions
  – Getting what you want and improving the relationship with the other party
  – Planning and carrying out a negotiation
  – Concluding the negotiation in a positive and productive manner
  – gaining a ‘win-win’ situation
• How to be assertive and make things happen.
• Essential communication practices for ongoing success in a multicultural workplace
• The individual plan of action

• Release into their personal strengths in communicating and know when to invoke different styles
• Understand ways of influencing others
• Persuade other people by the use of win-win strategies
• create a winning impression in discussions and meetings
• Plan and prepare presentations with ease
• Recognize the impact of negotiation tricks used by themselves and others and how to turn them to their advantage
• Understand the principles that support effective and persuasive  communication.
• Communicate in a more persuasive manner with colleagues and individuals from outside your organization.
• Handle difficult situations.
• Develop more effective and creative working relationships.
• Explain complicated ideas in a manner that aids understanding and increases the likelihood of success.
• Communicate with increased confidence at meetings.
• Become a more active listener

Neuro-Lingusitic Programming (NLP) is a model of communication that focuses on identifying and using patterns of thought that influence a person's behavior as a means of improving the quality and effectiveness of their lives. This program is designed for managers who want to increase their understanding, performance and effectiveness by using some extremely powerful NLP steps and techniques. If you are responsible for leading and coaching staff and need additional effective techniques, this program will reshape the way you interact and deal with people. This advanced level program in NLP is aimed at the application side of using NLP in achieving business success through leading and influencing others.

• Review of the basic principles of NLP
• The Unconscious Mind
• Using NLP for truly effective communication
• Sensory Acuity & Rapport • Personal Impact
• Understanding Our Neurological Levels of Change
• Improving Self Esteem
• Managing Negotiation and Conflict resolution by NLP
• Influencing others
• Motivation
• Goals
• Using Communication Techniques
• The NLP Meta Mirror
• Believe it or not
• Personal beliefs, memories and values
• Time to meet the brain
• Language patterns
• Positive and negative language.
• Positive influence and persuasion.
• Levels of change
• Milton’s Model
• Your personal resources
• Coaching other using NLP
• Giving and receiving feedback using NLP
• Using NLP to awaken the giant within everyone
• Mind reading facts and myths
• Hypnosis and its use in business
• Psychological Tactics and Tricks to Win at Any Game
• Leading the NLP way
• The individual action plan to increase personal effectiveness through NLP

• Apply the principles of NLP in business
• use of NLP to increase professional and personal communication  effectiveness
• Develop skills and techniques to improve personal impact
• Help maximize effective relationships with others
• Develop the strategies to be continually motivated and successfully set and achieve goals
• Lead teams better.
• Coach others
• Give and receive feedback constructively
• Negotiate better business deals.

Every day you will interact with people by what you say, by what you do and by your body language, even if this is only in a facial reaction or a smile. The contact may be face-to-face, on the telephone or via e-mail. The interaction influences how you feel, how you may react to a certain situation and the effect you may have on others. Neuro-linguistic programming (NLP) provides the tools and techniques to help you at home and in the workplace to: communicate effectively, motivate yourself and others, think positively and create actions to make a difference. The tools of NLP will help you understand how you and other people work, and provide you with skills to help achieve excellence in your personal and professional life. This workshop is designed to identify underlying patterns including sensory-based preferences (visual, auditory, and tactile/kinesthetic), and offers practical insights into how to communicate more flexibly and effectively with others, regardless of their preferences. This training will allow participants to reach rapport quickly with people in their teams, thereby utilizing a game-changing technique that will enhance customer service, heighten the organization’s competitiveness and provide greater overall motivation amongst teams to achieve organizational goals. This training event is designed around a range of interactive and experiential exercises, case studies, games and visual images/video, where participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• A brief introduction to NLP
  – What is NLP?
  – What is not NLP?
  – Who is NLP for?
  – How it can help?
• Setting intentions
• The Four Key Principles of NLP
  – Building rapport
  – Creating Outcomes
  – Developing your Senses
  – Flexibility
• Rapport:
  – Matching and Mirroring
  – Matching and mirroring
  – exercises
  – Pacing and leading
  – Pacing and leading
  – exercises
• Outcomes:
  – What do you want?
  – SMART Goals
  – Creating well- formed outcomes.
• Senses:
  – The 5 senses and more.
  – How we sense the world around us.
  – VAK – Sub modalities of VAK.
  – Senses Exercises
• Flexibility:
  – The different maps
  – Flexibility exercises
• How NLP can make a difference.
  – Why it works
  – Modeling
  – Benefits In business
  – Taking different Perspectives on challenging Situations
• The Personal Action Plan – NLP way

• Identify personal communication preference
• Identify the sensory-based preferences of others  (e.g., visual, auditory and tactile)
• Pay attention to both the big picture as well as the small details when communicating with others
• Develop flexibility to improve communication with others
• Communicate more effectively with others who communicate differently
• Learn how to exchange information more accurately
• Listen to others to get a better understanding of who they are and what they want
• Anticipate, address, and eliminate conflict – before it occurs
• Gain flexibility in striving to match another person’s communication style
• Discover how to increase productivity and motivation

Successful organizations require every member of the organization to be collaborative to transform organizations from a traditional leadership environment to a shared leadership environment, where the importance of empowering team members is recognized. A leader must be able to recognize what’s required for the situation and for the people involved and be able to adapt his/her behavior accordingly. If we really believe that we can do nothing about the daily events in our lives, then we simply do not make the effort. Proactive people, on the other hand, simply will not accept that there is nothing that can be done - they will point out that there are always choices. It is by the decisions we make, our responses to people, events and circumstances, that proactive people can and do affect the future. We may have no control over what life throws at us but we always have a choice about how we are to respond.This 2-day experiential program is designed to enable and equip participants with practical tools that strengthen personal character to empower themselves to exercise the options available to them in every situation, thereby transforming ourselves into men and women of integrity using our philosophy that revolves around creating Authentic Leaders. This philosophy is based on the precept that in order for a person to truly be authentic in their development, to achieve TRUE and lasting change, that person must OWN their own transformation and be actively involved in it. Our approach is to engage participants in setting the agenda themselves. THEY become the expert and they see where action is needed and how. Using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

THE BIG PICTURE

• Objective vs. subjective; attitude, thoughts and behavior towards others
• Self-Regulation & Self-Management
• The impact of attitude on work
• Becoming RESPONSE
  – ABLE!
  – Case Study: The 90/10 Principle
• Techniques for successfully adjusting attitude
• Avoiding the Victim Mentality & Dealing with pressure and complaints
• Stress Management; Exercises and techniques to overcoming anger and frustration and handling difficult situations
•  Accountability
  – Activity: “What can I do?”
• Problem-solving; altering one’s perspective into thinking of each problem as a challenge rather than an obstacle.
• Adopting time-management techniques to de-stress
  – Activity: Big ROCKS!
• Understanding proactive vs. reactive actions
• Exercising self-control
  – Case Study: The Fisherman & The Banker
  SELF-MOTIVATION & DECISION MAKING
• Activating positive attitude; self-talk techniques
• Finding self-confidence
  – Activity: Fake it till you make it!
• Adopting a CAN DO attitude
• Understanding how to be more responsive / adaptive to ever-changing circumstances and work pressures
  – Activity: FOCUS!
  EMPATHY & ACHIEVEMENT OF RAPPORT
• Recognizing the effect of one’s attitude, emotions and behavior on others
• Understanding other’s emotional needs and identifying with them genuinely
• Avoiding prejudgment and hasty decision-making
  – Activity: Johari’s Window
• Acting in accordance to personal values as well as the organization’s values and passions; keeping promises, following through, achieving excellence
  – Activity: Value MY Values!
• Leading by Empathic listening
• Connecting between empathy and loyalty
  – Activity: All or NOTHING?!
  CREATING AN ALL-WIN!
• Building Effective Relationships & Influencing others
• Achieving understanding and trust
• Fostering team-spirit within the group
  – Case Study: Flight of Geese
• Exercising influence and persuasion
• Establishing the process of shaping one’s character
  – Activity: One-person Paradigm
• Defining the path to leadership
  – Activity: Kaizen; Continuous improvement

• Design an agenda for development that is both simple and that they own.
• Follow a practical process to help them coach THEMSELVES to develop in the leadership challenges that they have identified.
• Control their environment, rather than have it control them, as is so often the case. This includes the ability to exercise self-determination, choice, and the power to decide response to stimulus, conditions and  circumstances.
• Exercise personal leadership – by leading themselves towards their goals. By developing the habit of concentrating on relevant activities to build a platform to avoid distractions and become more productive and successful.
• Exercise personal management by organizing and implementing activities in line with the goals they identified.
• Cooperate effectively with others based on the assumption that there is plenty for everyone, and that success follows a co-operative approach more naturally than the confrontation of win-or-lose.
• Communication effectively to be able to develop and maintain positive relationships in all aspects of life through empathy and building rapport.

“This program will help participants understand the aspects of assertiveness and how they can be applied in the organizational setting.” Assertiveness is a way of thinking and behaving that allows a person to stand up for his or her rights while respecting the rights of others. Non-assertive people may be passive or aggressive. Passive individuals are not committed to their own rights and are more likely to allow others to infringe on their rights than to stand up and speak out. On the other hand, aggressive persons are very likely to defend their own rights and work to achieve their own goals but are also likely to disregard the rights of others. Additionally, aggressive individuals insist that their feelings and needs take precedence over other people's. They also tend to blame others for problems instead of offering solutions. Assertive attitudes and behaviors are at the heart of effective advocacy. A person with an assertive attitude recognizes that each individual has rights. These rights include not only legal rights but also rights to individuality, to have and express personal preferences, feelings and opinions. The assertive individual not only believes in his or her rights but is committed to preserving those rights. An assertive attitude is important in recognizing that rights are being violated. The passive person is so concerned with being liked and accepted that he or she may never recognize the need to advocate. The assertive person clearly expresses his or her rights or needs. They tend to face problems promptly and they focus on solutions rather than problems. The assertive person's behaviors are designed to promote communication and problem solving. This person uses a variety of behaviours depending on the situation. In general, the assertive person appears energetic yet relaxed.

• Are You Divesting Yourself of Power?
• Emotional anger triggers.
• Assertiveness self- assessment tool.
• Aggressiveness, pseudo-aggressiveness, assertiveness and passive responses.
  – Scenarios and cases for self- awareness.
  – How to deal with each response to increase your power of influence.
  – Turning anger inward; are you a victim or a villain?
• Self-esteem and self- sabotage.
  – The amygdala hijack.
  – Identifying aggressive behaviors, in your and in others.
• Influence and persuasion
  – Using behavioral contracts
  – Negotiating your way of influence and persuasion
  – Sources of power and influence
• The language of persuasion
  – Using Neuro-Linguistic Programming to persuade and influence others.
  – NLP basics
  – Checklist of words that influence.
• Communication behavior
  – The 4 behavioral styles of communication
  – Identifying the behavioral style in the other person
  – Identifying your preferred style- Assessment tool
  – Being flex-able
  – Identifying behaviors in others
• Feedback techniques
  – Feedback: the language of leaders.
  – Giving and receiving feedbacks.
  – Positive and negative feedbacks.
  – Ask-Tell-Ask technique (ATA).
  – Feedback reflection.
  – Follow-up.
• Managing potential conflict
  – Identifying conflict.
  – Understanding the source of conflict.
  – Personal reactions to conflict situations.
• Advanced people skills
  – Understanding the transactional analysis approach to understanding people and their relationships
  – The ego states.
  – Crossed and ulterior transactions
  – Common games people play in organizations
• Advanced communication behavior
  – Effective, assertive listening
  – Listening for understanding
• Practicing ideal behaviors with potentially difficult people
  – Kinds of difficult people
  – Dealing with each difficult behavior
• The Individual Action Plan- what to do next?

• Demonstrate improved communication and influencing skills
• Identify behaviors to avoid when dealing with difficult situations
• Explore behaviors of difficult people and strategies for their management
• Adopt appropriate techniques and skills used when dealing with  complaints or difficult situations
• Understand and use assertiveness techniques to enhance influence

The innovations in personal communications have been both a blessing and a curse. Just as television failed to kill off the movies, new ways of sending messages simply add to the torrent of information with which every manager must cope – arriving at different times and in different ways. Letter post and the static telephone have been supplemented by e-mails, mobile phones, faxes, telephone conferencing, video conferencing and the entire gamut of new media. Each innovation extends the possibilities for continual, unremitting communication exponentially. On the one hand they make it possible for individuals to keep in touch with each other more easily than ever before; on the other they mean that people are at the beck and call of their work literally 24 hours a day, 7 days a week – especially if they work in multinational corporations. Global time never takes a coffee break. If the manager works in an international company there will always be people who want to talk to him/ her while being asleep. Never has been the task of balancing between life and work more arduous than these times of continuous availability created by the new work environment. As the problems have proliferated and deepened, and as traditional family units have come under mounting strain, managers and executives have understandably grown anxious and stressed, often without recognizing the causes. This led many management gurus to address the problem and state that Organizations of the future will have to pay attention to their effects on people other than employed persons (spouses, children) and allow the needs of families to influence organizational decisions and shape organizational policies. Work/life balance issues affect men as well as women, the old as well as the young, those without families as well as those with families. They affect people’s relationships with their parents, as well as with their partners and children. And though little or no attention has been paid to this aspect of the matter in the past – work/life balance problems intrude on all facets of people’s individual and personal behavior. Their work and their family may be the two most important things in their lives, but they are not the entirety. Life is more than a job, a partner and kids. Like everyone else, managers and executives have a diverse range of personal interests and passions, which their work frequently stifles. Other work/life balance issues can include leisure, hobbies, religion, religious duties, business ethics – and finally clinical stress. Studies consistently prove the incidence of work-related stress to be growing apace. This training program will open the eyes of the participants to these facts affecting themselves and their teams and will help them to find personal as well as organizational solutions to most imbalances in the work/ life equation.

• Work/Life Balance: The Pivotal Principles
• The fine line between work and life in the modern workplace
• The work/ life ratio
• The millstone managers
• The 24/7 mentality
• Workaholics are not that successful.
• Lessons from successful leaders
• You have to take time and you have to make time.
• Tips and tricks to achieve the 50/ 50 balance.
• Trust your colleagues and delegate more
  – Rules of delegation- what can and what should not be delegated.
  – Taming the monkeys
• Time Management for work and life.
• Developing the family system.
• Business entertaining is not that entertaining.
• Finding friends from outside your industry.
• Travelling and commuting
• Love what you work and work what you love.
• Combine business with pleasure.
• Techniques to relieve the stress.
• In times of trouble in your life, work harder and longer.

• Understand the pivotal principles in work/ life balance.
• Appreciate that working harder is not the best strategy if not combined by working smarter.
• Identify stress carriers and how to keep away from them.
• Strive to reach the ideal work/ life ratio without jeopardizing their career chances.
• Stand firm for their rights to enjoy life.
• Communicate the fact that a balanced life is really helpful for the productivity.
• Learn to love what they work and work what they love.

For decades, a lot of emphasis has been put on certain aspects of intelligence such as logical reasoning, math skills, spatial skills, understanding analogies, verbal skills etc. Researchers were puzzled by the fact that while IQ could predict to a significant degree academic performance and, to some degree, professional and personal success, there was something missing in the equation. Some of those with fabulous IQ scores were doing poorly in life; one could say that they were wasting their potential by thinking, behaving and communicating in a way that hindered their chances to succeed.One of the major missing parts in the success equation is emotional intelligence, a concept made popular by the groundbreaking work of Daniel Goleman, which is based on years of research by numerous scientists such as Peter Salovey, John Meyer, Howard Gardner, Robert Sternberg and Jack Block, just to name a few. For various reasons and thanks to a wide range of abilities, people with high emotional intelligence tend to be more successful in life than those with lower EIQ even if their classical IQ is average. Hence one can say emphatically that; “Success in both work and life depends heavily on how emotionally intelligent one is more than on the IQ”. But what is really EI? The ability to understand and manage emotions in others and in ourselves is what is usually called Emotional Intelligence. In management and leadership, the essential competences associated with EI are becoming the “Core” Competences. However, many managers and directors are content with the basic elements of emotional intelligence they get in basic programs without knowing how to apply these competencies on their staff. Here comes the program “Advanced EI” to fill the gap between theory and practice by offering an actionable plan to introduce and implement emotional intelligence on all levels in an organization.

• Building the foundations Let’s agree on these Terms and Definitions:
  – Leadership
  – Emotions
  – Intelligence
  – Multiple Intelligence
  – Empathy
  – Intelligence Quotient
  – Emotional Intelligence
• How old are you?
• Importance of EQ
• How many brains do we have?
• Emotions in the workplace:
  – How they are looked at?
  – How they are disguised?
  – The 4 masks of emotion.
• Learning Emotional Intelligence:
  – The 5 Dimensions
  – The 25 Competences
• Personal EQ Dimensions
  – Self-awareness
  – Self- Regulation
  – Motivation
• Social EQ Dimensions
  – Empathy and social awareness.
  – Social Skills in leading the emotional states of individuals and teams
• Triggers:
  – “The Straw that broke the Camel’s Back”
  – What are they?
  – How to identify your and others’ triggers.
  – How to deal with triggers.
• Leading Yourself in an Emotionally Intelligent Way
  – Techniques to achieve greater self-awareness, self-control, and self-motivation
  – Demonstrate greater self-awareness
  – Practice greater self-regulation
  – Exhibit greater self-motivation
  – Diagnose the negative consequences of unmanaged emotions and low emotional intelligence to your personal effectiveness
• Building Relationships in an Emotionally Intelligent Way
  – Describing the Importance of Emotional Intelligence to Building Good Relationships
  – Increasing Your Level of Social Awareness (Empathy)
  – Applying the Principles and Practices of Emotional Intelligence to Building Trusting Relationships
  – Diagnosing the Negative Consequences of Unmanaged Emotions and Low Emotional Intelligence to Your Relationships
• Leading in an Emotionally Intelligent Way
  – Describing the Importance of Emotional Intelligence to Good Relationships
  – Increasing Your Level of Social Awareness (Empathy) and Your Skills in Managing the Emotional State of Others
  – Applying the Principles and practices of Emotional Intelligence to Key Leadership Situations and Activities
  – Creating an Inspiring Vision
  – Making and Announcing Tough Decisions
  – Delegating difficult or unpleasant tasks and responsibilities with flare.
  – Influencing and Inspiring People Who Are Fearful, Reluctant or Resistant
  – Confronting Difficult Behavior and Poor Performance Tactfully
  – Diagnosing the Negative Consequences of Unmanaged Emotions and Low Emotional Intelligence to Your Relationships
• Guidelines to implement EQ in the workplace- The 7- steps Plan
• Leadership Effectiveness, the EQ way.

• To understand what EI looks like in the work place and its value to individual leadership and to the Organization
• Appreciate the Importance of Emotions and Emotional Intelligence to Effective Leadership
• Diagnose the Negative Consequences of Unmanaged Emotions and Low Emotional Intelligence in Leaders, Individual Contributors, Teams, and  Organizations
• To have a good understanding of the concept of EI and its five elements.
• Increase their Level of Emotional Intelligence in the five areas.
• Apply the Principles of Emotional Intelligence to Key Leadership Activities
• Increase the Emotional Intelligence of Your Peers, Direct Reports, Upper Managers, Teams, and Entire Organization
• Great self- motivators.
• Able to motivate their followers and co-workers like the great leaders.
• Able to answer the critical question of “How do you expect us to follow you, when you don’t even say good morning”.
• To have a good understanding that EI can be measured (EQ) but unlike IQ can be worked on and improved
• To audit current work relationships leading to opportunities for improvement
• To have practice in applying EI skills through role-plays and receiving feedback
• To plan a strategy and action plan for improving their EI back at work

Critical thinking is the discipline of rigorously and skillfully using information, experience, observation and reasoning to guide your decisions, actions and beliefs. Critical thinking means questioning every step of your thinking process: Have you considered all the facts? Have you tested your assumptions? Is your reasoning sound? Can you be sure your judgment is unbiased? Is your thinking process logical, rational and complete? This kind of rigorous, logical questioning is often known as Socratic questioning, after the Greek Socrates who is considered to be the founder of critical thinking.By developing the skills of critical thinking, and bringing rigor and discipline to your thinking processes, you stand a better chance of being "right". And so you are more likely to make good judgments, choices and decisions in all areas of your life. This is an important part of "success" and "wisdom". As a porblem solver, critical thinker, and decision maker, this course will help you learn how to tackle problems with a holistic approach by first identifying, and then analysing, the situation before moving to solutions and solution development.

• How we think?
• Types of thinking
• What is critical thinking?
  – Reasoning
  – Why develop critical thinking skills?
  – Underlying skills and attitudes
  – Self-awareness for accurate judgment
  – Personal strategies for critical thinking
• How well do you think?
  – Develop your thinking skills
  – Assess your thinking skills (Assessment Tool)
• Barriers to critical thinking
• Critical thinking: knowledge, skills and attitudes
• Priorities: developing critical thinking abilities
• Critical thinking tools:
• Focusing attention
  – Focusing attention: Identifying difference
  – Focusing attention: Recognising sequence
  – Categorising
  – Activity: Categorising text
  – Close reading
  – Information about the sources
• What’s their point? Identifying arguments
  – Argument: Persuasion through reasons
  – Identifying the argument
  – Activity: Identifying simple arguments
  – Activity: Reasons and conclusions
  – Hunting out the conclusion
  – Summary of features
• Reading between the lines:
  – Recognising underlying assumptions and implicit arguments
  – Activity: Identify the underlying assumptions
  – Identifying hidden assumptions
  – Implicit assumptions used as reasons
  – False premises
  – Implicit arguments
  – Denoted and connoted meanings
• Identifying flaws in the argument
  – Assuming a causal link
  – Correlations and false correlations
  – Activity: Identify the nature of the link
  – Not meeting the necessary conditions
  – Not meeting sufficient conditions
  – False analogies
• Activity: False analogies
  – Deflection, complicity and exclusion
  – Other types of flawed argument
• Activity: Two wrongs don’t make a right
• Critical thinking for Decision Making
• Personal style of decision making.
  – Critical thinking patterns and how they affect our styles.
  – Activity: How to identify your style.
• Activity: Internet Hoaxes
• Assessing the quality of your decisions.
• Individual Action Plan

• Think according to definite parameters, models and frameworks in their decision making process.
• Making effective and responsible decisions while adapting to the needs of the moment.
• See the bigger picture in their decision making process with greater versatility and mind flexibility.
• Build an environment of trust and confidence in their teams to generate more quality decisions
• Facilitate the participatory decision making process sessions of their teams.
• understand the concepts used in critical thinking;
• develop clearer thinking;
• interpret and produce argument more effectively;
• Be more observant of what they see and hear.

Analytical and thinking is the discipline of rigorously and skillfully using information, experience, observation and reasoning to guide your problem solving decisions, actions and beliefs. Analytical thinking means questioning every step of your thinking process: Have you considered all the facts? Have you tested your assumptions? Is your reasoning sound? Can you be sure your judgment is unbiased? Is your thinking process logical, rational and complete? By developing the skills of analytical thinking, and bringing rigor and discipline to your thinking processes, you stand a better chance of being "right". And so you are more likely to make good judgments, choices and decisions in all areas of your life. This is an important part of "success" and "wisdom". As a problem solver, critical thinker, and decision maker, this course will help you learn how to tackle problems with a holistic approach by first identifying, and then analyzing, the situation before moving to solutions and solution development.

• How we think?
• Types of thinking
• Analytical Thinking as a Component of Critical Thinking
  – Definition of Critical Thinking
  – Assumption of Critical Thinking and Its Importance
• Analytical Thinking and Creative Thinking
  – Definition of Creative Thinking
  – Analytical Thinking Assists Creativity
  – Difference between Analytical Thinking and Creative Thinking
  – Analytical Thinking as a Component of Creative Problem Solving
• Analytical Thinking as a Style of Thinking
  – Characteristics of Analytical style
  – How to Improve Your Interaction with Analytical?
  – Characteristics of Critical Style
  – Characteristics of Creative Style
• Thinking tools
• Decision Making definitions.
• Personal style of decision making.
  – Thinking patterns and how they affect our styles.
  – How to identify your style.
• The process of Decision Making: The 6 steps Process of DM
  – Create a constructive environment.
  – Generate good alternatives.
  – Explore these alternatives.
  – Choose the best alternative.
  – Check your decision.
  – Communicate your decision, and take action.
• Barriers to effective PS/ DM.
• Making decisions under high degree of uncertainty and risks.
• The PS and DM Tools and their Applications:
  – Pareto’s Analysis
  – Stakeholder Analysis
  – Stepladder technique
  – Delphi Method
  – The 5 Why’s
  – Root Cause Analysis
  – Cause and Effect Analysis
  – Decision Trees
• Communicating Your Decision to stakeholders
  – Upper Management
  – Your Team
  – Other departments
• Assessing the quality of your decisions.
• Case studies and problem situations
• Individual Action Plan

• Think according to definite parameters, models and frameworks in their decision making process.
• Making effective and responsible decisions while adapting to the needs of the moment.
• See the bigger picture in their decision making process with greater versatility and mind flexibility.
• Be able to generate new and creative ideas quickly and  easily
• Raise the level of creativity and innovation throughout the business,
• Stimulate new ways of thinking within the business so as to create a constant stream of fresh and original ideas.
• Build an environment of trust and confidence in their teams to generate more quality decisions
• Facilitate the participatory decision making process sessions of their teams.

We all have to make decisions on a daily basis. Some of these decisions are relatively straightforward and simple. Others are quite complex. Simple decisions usually need a simple decision-making process. But difficult decisions typically involve issues like uncertainty, complexity, high-risk consequences, having many alternatives (each of which has its own set of uncertainties and consequences.) and interpersonal issues. With these difficulties in mind, the best way to make a complex decision is to use an effective process. Clear processes usually lead to consistent, high-quality results, and they can improve the quality of almost everything we do. In this article, we outline a process that will help improve the quality of your decisions.

• Decision making definitions.
• Personal style of decision making.
  – Habitual thinking patterns and how they affect our styles.
  – How to identify your style.
• The process of Decision Making: The 6 steps Process of DM
  – Create a constructive environment.
  – Generate good alternatives.
  – Explore these alternatives.
  – Choose the best alternative.
  – Check your decision.
  – Communicate your decision, and take action.
• Barriers to effective DM.
• Making decisions under high degree of uncertainty and risks.
• Being a leader and Group/ Participatory Decision Making
  – Your role as a leader in decision making process of your team.
  – You basic functions in the DM
  – Promoting the participatory decision making approach
  – Avoiding groupthink
  – Dealing with difficult group decision making dynamics
  – Building the Sustainable Agreement and Commitment
  – Reaching Closure
• Analogical Strategic Decision Making
  – Finding an analogy in the past experience
  – Understanding success elements
  – Assessing similarity
  – Adopting or not adopting
• The Decision Making Tools and their Applications:
  – Pareto’s Analysis
  – Vroom
  – Yetton
  – Jago
  – Stakeholder Analysis
  – Stepladder technique
  – Delphi Method
  – The 5 Why’s
  – Root Cause Analysis
  – Cause and Effect Analysis
  – Brainstorming and Reverse Brainstorming
  – Reframing Matrix (4 P’s)
  – Concept Fan
  – Appreciative Inquiry
  – Affinity Diagrams
  – Risk Analysis
  – Impact Analysis
  – Star bursting
  – Force field Analysis
  – PMI
  – Cost/ benefit Ratio
  – Grid Analysis (Decision Matrix)
  – Paired Comparison Analysis
  – Decision Trees
  – Ladder of Inference
  – Blind-spot Analysis
• Communicating Your Decision to stakeholders
  – Upper Management
  – Your Team
  – Other departments
• Assessing the quality of your decisions.

• Think according to definite parameters, models and frameworks in their decision making process.
• Making effective and responsible decisions while adapting to the needs of the moment.
• See the bigger picture in their decision making process with greater versatility and mind flexibility.
• Build an environment of trust and confidence in their teams to generate  more quality decisions
• Facilitate the participatory decision making process sessions of their teams.

Business life is rife with problems to solve and decisions to make. You have a preferred style for solving problems, evaluating information and reaching decisions. The results, good or bad, may live with you forever. Whether working alone or as a group, it is the quality and nature of the questions you ask and the process of evaluation that determines the overall success of what you seek to create. It is important to manage your personal style, harness the wisdom of the team, appropriately consider ethical issues, understand and appreciate the influence of political/ organizational pressures, and recognize other factors that may create tensions so you may avoid making poor decisions. All of us have to make decisions every day. Some decisions are relatively straightforward and simple: Is this report ready to send to my boss now? Others are quite complex: Which of these candidates should I select for the job? With these difficulties in mind, the best way to make a complex decision is to use an effective process. Clear processes usually lead to consistent, high-quality results, and they can improve the quality of almost everything we do. This program examines approaches to solving problems and provides a practical framework for decision-making that may be adopted by an individual or applied across an organization. By understanding the mechanics and dynamics of the problem solving and decision-making processes it is possible to improve quality and consistency of your results. This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• What is a problem?
• Problems as opportunities.
• Problem solving defined.
• General Steps of Problem Solving.
  – Peculiarities of each step
  – Common mistakes
• Problem solving is the way you think.
• Brain lateralization.
• Creativity and problem solving tools.
• “Pinstriped” creativity- you don’t have to b an artist to be creative.
• Brainstorming
  – Origin of brainstorming.
  – Purpose of brainstorming.
  – How to do it?
  – Rules of brainstorming.
  – What to do when the brainstorming session goes bad?
• Thinker toys:
  – False faces
  – Cherry split
  – Slice and dice
• Lateral thinking and CoRT Techniques:
  – PMI
  – CAF
  – OPV
  – FIP
  – C&S
  – AGO
  – APC
• The 6 thinking hats as a problem solving technique.
• With creative problem solving, decisions seem to make themselves!
• Decision making process
• What is a decision?
• Dealing with certainty, risk and uncertainty
• Processes used by individuals and organizations in reaching decisions
• The systematic approach to decision making:
  – Create a constructive environment.
  – Generate good alternatives.
  – Explore these alternatives.
  – Choose the best alternative.
  – Check your decision.
  – Communicate your decision, and take action.
• Basis for knowledge-based decision-making
• Models for decision making
  – 5 whys
  – Fishbone diagram
  – Pareto analysis
• Avoiding Groupthink in decision making
• Requirements for establishing an organizational decision-making framework
• Working with Decision-makers
  – Different decision-making styles
  – Their communications and information needs
  – Strategies for satisfying them
• Individual Plan of Action to apply the learning points in the job

• Make better use of creative problem solving techniques.
• Adapt to different thinking styles in group and team environments
• Recognize and remove barriers to individual and group creativity to foster an innovative work environment
• Systematically analyze a target problem
• Present their ideas clearly and concisely for maximum stakeholder buy-in
• Transform their creativity into practical business solutions
• Avoid common decision-making pitfalls and traps
• Identify and work through ethical issues
• Establish an organizational decision-making framework and create consistency in achieving quality decisions
• Influence decision-makers by recognizing and satisfying their often unstated decision-making requirements

People speak a lot about creativity and innovation and actually do little of them. In a recent survey, the majority of companies surveyed (80%) spoke highly about the importance of innovation for them. However, only 4% said they did it well. This fact is frightening but does not come as a surprise to most of us. Daily we confronted with situations where a little more creativity and innovation can make a real difference. Yet, we all go for the trusted and standard procedures. The mentality of “if it isn’t broken- don’t fix it” prevails everywhere and tolerance to errors, even heroic and excellent errors is diminishing. TQM, zero defects, six sigma and the rest are telling every manager and director, creativity and innovation (and their proponents) are things for creative and innovative people; painters, designers, marketing and advertising people not for the “real” people. This Training workshop is designed to solve the paradox of how to be creative and innovative in a systematic and disciplined business manner, what we can call “creativity in a business suite”. Participants will learn to think as the great creative and innovative thinkers apply their thinking tools on their jobs and appreciate the talents in themselves and in others. The learning program is experiential in nature with lots of mind stimulating exercises and applications. Team and group activities are used to illustrate the concepts of creativity and innovation in the workplace.

• What are creativity and Innovation?
  – Terms and definitions
  – Are they different?
• What can creativity and innovation do for your organization?
• Shaping the future with today’s innovations.
• The shift from artistic creativity to practical business creativity.
• The pitfalls of premature evaluation and judgment.
• The primary activities of the creativity process
• The CREATIVE Model.
• The Rules of Innovation.
• Barriers to Creativity and Innovation
• Creating a culture of creativity and innovation in your organization:
  – Defining the signs of the culture.
  – Practical application steps
  – “Who needs creativity and innovation?!” attitude
  – Different approaches toward creativity and innovation.
  – How to make creativity and innovation acceptable by the senior and upper management?
• If it isn’t broken
  – fix it (make it better).
• The mechanics of innovation:
• Your tools to Creativity and Innovation:
  – Brainstorming and Brain writing
  – Lateral thinking tools
  – CoRT
  – Mind mapping
• Individual Action Plan

• Have a clear understanding of the role creativity and innovation can play in the success of the organization.
• Understand and implement the principles of creativity and innovation in their daily work.
• Solve problems in a creative and effective ways, even without disrupting the existing systems and processes.
• Differentiate their businesses and work from the rest of the competition.
• Communicate the importance of contributing to the culture of creativity and innovation.
• Use the supplied tools in any future situation to reach a more creative solutions.

Business life is rife with problems to solve and decisions to make. You have a preferred style for solving problems, evaluating information and reaching decisions. The results, good or bad, may live with you forever. Whether working alone or as a group, it is the quality and nature of the questions you ask and the process of evaluation that determines the overall success of what you seek to create. It is important to manage your personal style, harness the wisdom of the team, appropriately consider ethical issues, understand and appreciate the influence of political/ organizational pressures, and recognize other factors that may create tensions so you may avoid making poor decisions. All of us have to make decisions every day. Some decisions are relatively straightforward and simple: Is this report ready to send to my boss now? Others are quite complex: Which of these candidates should I select for the job? With these difficulties in mind, the best way to make a complex decision is to use an effective process. Clear processes usually lead to consistent, high-quality results, and they can improve the quality of almost everything we do. This program examines approaches to solving problems and provides a practical framework for decision-making that may be adopted by an individual or applied across an organization. By understanding the mechanics and dynamics of the problem solving and decision-making processes it is possible to improve quality and consistency of your results. This workshop will utilize Transfer of Learning Methodologies to ensure that all skills learned in the workshop are implemented in the workplace. This entails action-learning and experiential activities using a range of interactive and experiential exercises, debates, case studies, games and visual images/video, through which participants will apply and practice workshop concepts in a safe environment to guarantee successful transfer of knowledge to the workplace.

• What is a problem?
• Problems as opportunities.
• Problem solving defined.
• General Steps of Problem Solving.
  – Peculiarities of each step
  – Common mistakes
• Problem solving is the way you think.
• Brain lateralization.
• Creativity and problem solving tools.
• “Pinstriped” creativity- you don’t have to b an artist to be creative.
• Brainstorming – Origin of brainstorming.
  – Purpose of brainstorming.
  – How to do it?
  – Rules of brainstorming.
  – What to do when the brainstorming session goes bad?
• Thinker toys:
  – False faces
  – Cherry split
  – Slice and dice
• Lateral thinking and CoRT Techniques:
  – PMI
  – CAF
  – OPV
  – FIP
  – C&S
  – AGO
  – APC
• The 6 thinking hats as a problem solving technique.
• With creative problem solving, decisions seem to make themselves!
• Decision making process
• What is a decision?
• Dealing with certainty, risk and uncertainty
• Processes used by individuals and organizations in reaching decisions
• The systematic approach to decision making:
  – Create a constructive environment.
  – Generate good alternatives.
  – Explore these alternatives.
  – Choose the best alternative.
  – Check your decision.
  – Communicate your decision, and take action.
• Basis for knowledge-based decision-making
• Models for decision making
  – 5 whys
  – Fishbone diagram
  – Pareto analysis
• Avoiding Groupthink in decision making
• Requirements for establishing an organizational decision-making framework
• Working with Decision-makers
  – Different decision-making styles
  – Their communications and information needs
  – Strategies for satisfying them
• Individual Plan of Action to apply the learning points in the job

• Make better use of creative problem solving techniques.
• Adapt to different thinking styles in group and team environments
• Recognize and remove barriers to individual and group creativity to foster an innovative work environment
• Systematically analyze a target problem
• Present their ideas clearly and concisely for maximum stakeholder buy-in
• Transform their creativity into practical business solutions
• Avoid common decision-making pitfalls and traps
• Identify and work through ethical issues
• Establish an organizational decision-making framework and create consistency in achieving quality decisions
• Influence decision-makers by recognizing and satisfying their often unstated decision-making requirements

People speak a lot about creativity and innovation and actually do little of them. In a recent survey, the majority of companies surveyed (80%) spoke highly about the importance of innovation for them. However, only 4% said they did it well. This fact is frightening but does not come as a surprise to most of us. Daily we confronted with situations where a little more creativity and innovation can make a real difference. Yet, we all go for the trusted and standard procedures. The mentality of “if it is NOT broken- don’t fix it” prevails everywhere and tolerance to errors, even heroic and excellent errors is diminishing. TQM, zero defects, six sigma and the rest are telling every manager and director, creativity and innovation (and their proponents) are things for creative and innovative people; painters, designers, marketing and advertising people not for the “real” people. This Training course is designed to solve the paradox of how to be creative and innovative in a systematic and disciplined business manner, what we can call “creativity in a business suite”.

• What are creativity and Innovation?
  – Terms and definitions
  – Are they different?
• What can creativity and innovation do for your organization?
• Shaping the future with today’s innovations.
• The shift from artistic creativity to practical business creativity.
• The pitfalls of premature evaluation and judgment.
• The 4 primary activities of the creativity process.
• How to think like Leonardo?
• Barriers to Creativity and Innovation
• Creating a culture of creativity and innovation in your organization:
  – Defining the signs of the culture.
  – Practical application steps
  – “Who needs creativity and innovation?!” attitude
  – Different approaches toward creativity and innovation.
  – How to make creativity and innovation acceptable by the senior and upper management?
• “Reward excellent failures, punish mediocre success” principle in creativity and innovation.
• If it isn’t broken
  – fix it (make it better).
• The 4 mechanics of innovation:
  – Ask
  – Answer
  – Refine
  – Implement
• Your tools to Creativity and Innovation:
  – Brainstorming and Brain writing
  – Lateral thinking tools
  – CoRT
  – The 6 Thinking Hats
  – The 6 Action Shoes
  – Mind mapping
  – False Faces
  – Cherry split
  – SCAMPER

• Have a clear understanding of the role creativity and innovation can play in the success of the organization.
• Understand and implement the principles of creativity and innovation in their daily work.
• Solve problems in a creative and effective ways, even without  disrupting the existing systems and processes.
• Differentiate their businesses and work from the rest of the competition.
• Communicate the importance of contributing to the culture of creativity and innovation.

Critical thinking is the discipline of rigorously and skillfully using information, experience, observation and reasoning to guide your decisions, actions and beliefs. Critical thinking means questioning every step of your thinking process: Have you considered all the facts? Have you tested your assumptions? Is your reasoning sound? Can you be sure your judgment is unbiased? Is your thinking process logical, rational and complete? This kind of rigorous, logical questioning is often known as Socratic questioning, after the Greek Socrates who is considered to be the founder of critical thinking. By developing the skills of critical thinking, and bringing rigor and discipline to your thinking processes, you stand a better chance of being "right". And so you are more likely to make good judgments, choices and decisions in all areas of your life. This is an important part of "success" and "wisdom". As a porblem solver, critical thinker, and decision maker, this course will help you learn how to tackle problems with a holistic approach by first identifying, and then analyzing, the situation before moving to solutions and solution development.

• How we think?
• Types of thinking
• Critical thinking tools
• Decision making definitions.
• Personal style of decision making.
  – Critical thinking patterns and how they affect our styles.
  – How to identify your style.
• The process of Decision Making: The 6 steps Process of DM
  – Create a constructive environment.
  – Generate good alternatives.
  – Explore these alternatives.
  – Choose the best alternative.
  – Check your decision.
  – Communicate your decision, and take action.
• Barriers to effective DM.
• Making decisions under high degree of uncertainty and risks.
• The Decision Making Tools and their Applications:
  – Pareto’s Analysis
  – Stakeholder Analysis
  – Stepladder technique
  – Delphi Method
  – The 5 Why’s
  – Root Cause Analysis
  – Cause and Effect Analysis
• Communicating Your Decision to stakeholders
  – Upper Management
  – Your Team
  – Other departments
• Assessing the quality of your decisions.
• Individual Action Plan

• Think according to definite parameters, models and frameworks in their decision making process.
• Making effective and responsible decisions while adapting to the needs of the moment.
• See the bigger picture in their decision making process with greater versatility and mind flexibility.
• Build an environment of trust and confidence in their teams to generate more quality decisions
• Facilitate the participatory decision making process sessions of their teams.

The traditional notion of time and man as enemies fighting each other is giving way to the more practical idea of using time as your friend and ally. In the work and life, the most effective people are making better use of the same 24 hours, 1440 minutes or 86400 seconds deposited in each person’s time bank account at midnight. This course is a mind opener for people who have spend most of their lives trying to save rather than use such a scarce resource.

• Pre-workshop Assessment
  To be emailed to all participants pre-workshop and returned to workshop facilitator at minimum 1-week pre-workshop start date. This assessment of knowledge, skills and abilities of attendees will enable the fine-tuning of the workshop content to allow sufficient emphasis on required training and development needs specific to workshop participants.
• Time Management facts and myths.
• How did traditional proverbs shape our concept of time?
• Time as a scarce resource.
  – How do we look at time?
  – Importance of time.
  – “Time is Money” Activity
• The importance of managing time:
  – To the employee
  – To the manager
  – To the organization as a whole.
• Components of time management.
• Time and success.
• The 80/ 20 Rule of time management.
• Time wasters:
  – Socializing
  – Misplacing things
  – Forgetting
  – Travel and commuting
  – Reading non- selectively
  – Talkative people
  – Multi-tasking
  – Procrastination
  – Interruptions
  – Some meetings
• Dealing with time wasters by applying time using tactics.
• Office Organization:
  – The 5 office styles
  – The 5- S approach for a Quality Office.
• The part of sevens:
  – The seven ideas to make time lasts longer.
  – The seven ideas to make work less time consuming.
• Finding your prime time.
• The individual action plan.
• Final Assessment
  Participants are tested on knowledge, skills and abilities gained during the workshop. Results to be sent to client post-workshop in addition to a Facilitator observation and post-event feedback Report.

• Understand the facts and myths about time and time management.
• Appreciate the importance of time to themselves and their organization.
• Identify their individual time waster and counter them with better time using tactics.
• Use a time log to track their time and activities.
• Know their prime time in which they are most productive.
• Learn to work SMART and HARD.
• Organize their office and work space for more efficiency.

This program will help people to understand and manage their stress levels within their working environment. The program combines the traditional methods of stress analysis with innovative techniques drawn from the neuro- linguistic programming world.

• Understanding Stress and its causes
• What is stress?
• The relation between time and stress.
• Identifying the relationship between stress and pressure.
• Recognizing different types of stress o The 4 types of stress.
• Can stress be positive?
  – Good and bad stress
  – Optimal stress levels.
  – The fight or flight
• The stressors and stress carriers.
• Stages of Stress:
  – Recognizing stress
  – Resistance
  – Exhaustion
• Effects of stress on other people
• Spotting stress and behavior patterns
• Understanding behavior patterns
• Signs of Stress:
  – Physical
  – Mental
  – Behavioral
  – Job- related
• Managing Stress Levels
  – It is not stress that kills but your reaction to stress
  – Type A personalities
  – Stress doesn’t kill by itself
• Health hazards of chronic stress:
  – Short term effects
  – Long term effects
• Coping with Stress
  – Ineffective ways
  – Effective techniques:
• Change Your Life Style
• Changing Your Thinking
  – Handling stress
  – a positive mindset
  – Developing a positive mindset
• Change Your Behaviors into productive habits.
• Using Neuro-linguistics strategies
  – Reframing: practical tools and techniques
  – Anchoring the State of mind: practical tools and techniques
• Stress in the Workplace:
  – The Most Stressful Jobs Survey.
  – Measure your stress on the Stress-o-meter
• How to decrease stress in the workplace?
• Improving your work style and relaxation techniques
  – a practical application
• The Individual Action Plan to be Stress- free

•  Actively identify the causes of stress in yourselves and others
•  Reduce stress for yourself and those with whom you interact
•  Utilize the tools and techniques of stress control
•  Use Neuro-linguistic programming to change the way people think about stress
•  Use Neuro-Linguistic programming to change your state of mind
•  Use state anchoring techniques
•  Use reframing tools and techniques
•  Have a positive economic impact on individual and team performance

Some managers have the notion that spending more and more time in meeting after meeting is MANGEMENT. Some managers gauge their work each day on the Meet-o-meter. Contrary to popular belief, meetings can consume less time and can indeed become more effective. With some hard work before and after the meeting, managers can enjoy the flight in the space and time during the meeting.

• Introduction to Effective Meetings
  – What is a Meeting?
  – What Makes a Meeting Effective?
  – Characteristics of well- run and badly run meetings.
• Types of Meetings:
  – Formal/ Informal
  – Planned/ Impromptu
• Problems with Meetings
  – Time waster or a time saver
  – Groupthink
  – Meeting-itis
  – The symptomless disease.
  – “The mountain gave birth to a mouse”
• PLANNING MEETINGS:
  – To Meet Or Not to Meet
  – Every Meeting should have a PAT
  – Developing and communicating the Purpose
  – Developing an Agenda
  – Choosing a Meeting Time
  – Alternatives to Meetings
  – Selecting Participants
  – Arranging Facilities and physical setup.
  – Checklist for Planning a Meeting
• CONDUCTING MEETINGS:
  – The Meeting Leader’s Role
  – Structuring Decision-Making Meetings
  – Generating Alternatives
  – Choosing Among Alternatives
  – Stimulating Discussion
  – The Time Keeper Role
  – The Subject Keeper Role
  – Handling Difficult Situations and participants
  – Managing Conflict
  – Handling Confrontation in Meetings
  – Being a Productive Participant
  – Taking the Minutes of the Meeting
  – Who should take the Minutes?
  – What should be written?
  – Distributing the Minutes of the Meeting:
  – Who should receive them?
  – When?
  – What should be communicated?
  – Privacy Rules.
• IMPROVING MEETINGS
  – How to Improve Meetings?
  – Efficiency a effectiveness
  – Virtual Meetings
  – Using technological advances
  – Meeting Evaluation
  – Setting Meeting Ground Rules
  – Providing Feedback
• A Model for Effective Meetings:
  – Wearing the Color
  – Tinted Glasses Activity
• Individual Plan of Action to apply the learning points in the job

• Understand the value of effective meetings as a management tool.
• Recognize the importance of the critical step of meeting planning.
• Identify the tools that can make meetings more productive.
• Handle counter-productive behaviors tactfully and efficiently.
• Consider all the available alternatives before calling for or attending a meeting.
• Decide on which meeting to attend and which not to attend.
• Speak and read Body Language of the meeting.
• Promote the idea of using Effective Meeting Model to colleagues  in future meetings to make them more productive.

Many managers are feeling the time crunch and the just busy trap of being caught in the daily activities. They don’t have the time to work on what they are paid to do; thinking and planning strategically. Management studies have suggested that managerial roles include a very wide mix of activities, most of which cannot always be controlled or even predicted. New managers and supervisors are almost overwhelmed with the demands of the job. They were probably promoted to be in charge of people, mostly because of their success in a previous role that was focused on developing a particular product or service. Suddenly, they're faced with being in charge of people, which is much less predictable and has much less control than the supervisor had before. Consequently, the ability to manage time and stress is absolutely critical to the success of the roles of manager and leader. The two topics of time management and stress management are often addressed together because they are so closely interrelate This course tries to advice on how to get away from these traps to concentrate more on developing their own team and organization

TIME MANAGEMENT

• Time Management facts and myths.
• How did traditional proverbs shape our concept of time?
• Time as a scarce resource.
• The importance of managing time
• Components of time management.
• Time Management as a management process
• Creating a culture of Time Value
• The 80/ 20 Rule of time management.
• Planning with SMART objectives.
• Urgent/ Important Matrix
• Effectiveness and Efficiency Quadrants
• Prioritizing- The Big Rocks and Stones
• Effective meetings management
• Office Organization
• Delegation
• Manager’s Monkeys
• Using the telephone and voicemail effectively.
• Are you overworked or just busy?
• The part of sevens
• Finding your prime time.
• Enforcing the use a daily planner collectively.
• The individual action plan

STRESS MANAGEMENT:

• What is stress?
• The relation between time and stress.
• The 4 types of stress.
• Can stress be positive?
• The stressors and stress carriers.
• Stages of Stress
• Signs of Stress
• Your reaction to stress
• Health hazards of chronic stress
• Coping with Stress
• Stress in the Workplace

• List barriers to successful time management.
• Write SMART goals and explain their benefit.
• Demonstrate how to say “no.”
• Delegate tasks and assignments.
• Know how to deals with monkeys and gorillas.
• Learn how to help their staff in their struggle against the clock.
• Recognize signs of stress in self and others.
• Know the effective and ineffective ways of dealing with stress.
• Develop an action plan for better use of time to decrease their stress levels.

All relationships, personal and professional, experience some kind of conflict. This is normal, natural, and sometimes even necessary for continued growth and development. Some people feel it is best to avoid conflict. While this may be appropriate at times, it is not always recommended. The main issue with conflict is not so much that it occurs, but how you manage it when it does. All managers will at some stage have to handle conflict - difficult conversations and disputes about performance, perceptions of inequality and clashes of communication and work styles. This program is designed to be interactive; in addition to thoroughly examining the elements surrounding conflict, participants will find case studies containing questions to answer. In many instances, current experience will establish the case study itself.

• AN OVERVIEW OF CONFLICT
• WHAT IS CONFLICT?
• THE NATURE OF CONFLICT
  – Diversity and Conflict
  – Comfort Zones and Conflict
  – Conflict and Stress
  – Mind, works, Stress, and Conflict
  – Action versus Reaction
  – The Gateway Skill
• THE POSITIVE SIDE OF CONFLICT.
• MYTHS AND FACTS ABOUT CONFLICT IN THE WORKPLACE
• WHY DEAL WITH CONFLICT?
• CONFLICT ANALYSIS TOOLS
• SOURCES OF CONFLICT IN THE WORKPLACE
  – Interpersonal
  – Organizational
• THE FLIGHT OR FRIGHT RESPONSE
• DYNAMICS OF CONFLICT
  – Unmanaged conflicts
  – From disagreement to crisis
• MODELS OF CONFLICT MANAGEMENT
  – The circle of conflict
  – The triangle of satisfaction
  – The Social (Behavioral) Styles
• FIVE METHODS FOR MANAGING CONFLICT
• COMMUNICATION MODELS FOR RESOLVING DIFFERENCES
• USING ACTIVE LISTENING AND RESPONDING SKILLS FOR RESOLVING DIFFERENCES
  – Levels of listening
• CRITICISM AND CONFLICT
  – Constructive
  – Destructive
• MANAGING CONFRONTATIONS
  – Emotional First Aid Fast
  – First Aid for Intrapersonal Conflict
  – Special Confrontations
• HANDLING DIFFICULT PEOPLE
• ASSERTIVENESS THEORY AND CONFLICT
• MATCHING BEHAVIORAL STYLES TO MANAGE DIFFERENCES
• MANAGING CONFLICT AMONG BOSSES, PEERS, AND EMPLOYEES
• TEAM BUILDING AND CONFLICT
• EXPERIENTIAL ACTIVITIES:
  – Case Studies: Participants in small groups will face challenges in how to handle an angry or upset colleague, inappropriate behavior, how to maintain rapport under pressure and other role plays and cases

• Feel more confident about managing conflict at work
• Use mediation skills to build rapport, defuse frustration and problem solve
• Take a more co-ordinate, consistent and effective approach to conflict at work
• Improve conflict management and dispute resolution processes, practice and policy
• identify the types and causes of conflict in the workplace
• Be aware of their own patterns of response and have identified opportunities for improvement
• use learned techniques for diffusing their own and others’ anger
• Recognize the value of the key interpersonal skills in dealing with conflict
• Understand the concept of Transactional Analysis and how to use it in conflict situations
• Have practiced the skills and techniques and received feedback

Corporate team building events are often conducted to build synergy between teams and bring them towards the common purpose and goal that aligns with company's values and vision. In that sense, these corporate team building events are not just a set of games or fun activities. If they are limited to just having fun, the fundamental objective cannot be met. To be successful, the team building events must be carefully thought, meticulously planned and professionally conducted. Bbusinesss can help improve group efficiency and let employees and managers understand the fundamentals of teamwork in theory, as well as being able to practice them effectively.

• INTRODUCTION AND SETTING THE FOUNDATION: (60 MIN)
• MINI LECTURE: TEAMS ARE ESSENTIAL
• TEAM, GROUPS AND TEAMWORK DEFINITIONS.
• FOSTERING THE COLLABORATIVE TEAMS.
• TEAMWORK CHALLENGES
• CLARIFYING THE TEAM’S PURPOSE
• YOUR ROLE IN THE TEAM
• WHAT IS EXPECTED OF PEOPLE
• TEAM-BASED ACTIVITIES CAN DEVELOP INDIVIDUAL AND TEAM SKILLS:
  – Team spirit
  – Goal and Results
  – orientation
  – Planning
  – Communication
  – Listening
  – Sensitivity
  – Respect for Others
  – Leadership and Followership
  – Respect for time and meeting deadlines
  – Cultural diversity
  – Introducing the “Experiential Learning Activities”
• INTRODUCING THE DYNAMICS AND FLOW OF THE TEAM- BASED ACTIVITIES FOR THE TWO DAYS.
  – Safety and health precautions and safeguards.
  – How are the points scored in each activity?
  – Forming the teams: Rules and criteria of selection
  – Ground rules: What is acceptable and what is not?

• Collaboration between different teams
• Provide an opportunity to consolidate learning about effective team working
• Raise some of the fundamental issues behind effective leadership
• Emphasize the need for teams to be aware of and meet customers’ needs

Passive people have things happen to them. Proactive people make things happen. They take the initiative. So let's all be a little more pro-active. If one wants to get ahead they have to get involved, get your hands dirty and take a risk.  If you're talking about asking people to risk sticking their necks out, one way to achieve it is to create an environment in which blame culture takes a back seat for a while. As we all know, nothing breeds confidence better than confidence itself. And with confidence comes new thinking, fresh ideas and the possibility of success. To encourage pro-activity in people you need management and an environment that looks to the long-term picture. This is what this program is all about.

• ACTIVITY: “YOUR FLIGHT IS CANCELLED.”
• REACT OR RESPOND
• “CIRCLES OF INFLUENCE”
• THE POSITIVE ATTITUDE IN THE WORKPLACE CAN MAKE BIG DIFFERENCE.
• 10 BENEFITS OF THE EFFECTIVE AND POSITIVE ATTITUDE IN THE WORKPLACE:
  – Career success
  – Stress reduction
  – Less sick days and better productivity
  – Improve customer relations and improved sales
  – Become a better leader
  – Improve the attitude of other employees or those who report to you
  – Improve teamwork
  – Improve motivation for yourself and others
  – Improve decision-making and overcome challenges
  – Improve Interpersonal Relations
• ARE THEY CHALLENGES OR PROBLEMS?
• THE 90/ 10 PRINCIPLE
• “EAT THE FROG”
• HOW TO DEVELOP THE EFFECTIVE PEOPLE PRINCIPLES INTO PERSONAL HABITS- COVEY AND BEYOND.
• THE TWO WOLVES.
• 10 WAYS TO PROMOTE THE POSITIVE ATTITUDE IN THE WORKPLACE:
  – Be good example.
  – Learn (and teach) the power of positive self-talk.
  – Ban Whining.
  – Teach people the art of “win/win.”
  – Dump the drama.
  – Learn, teach and reward “Time-out” stress management techniques.
  – Encourage people to live in the “now.”
  – Start a list called “The 10 Best Things about Working Here.”
  – Don’t worry, be happy.
  – Smile.
• LIFE POSITIONS
  – I’m OK, You are not OK.
  – I’m OK, You are OK.
  – I am not OK, You are OK.
  – I am not Ok, You are not OK.
• GOING THE EXTRA MILE EVEN IF IT HAS LITTLE TRAFFIC
• PROBLEMS ARE OPPORTUNITIES IN DISGUISE

• Know how to acquire the right positive attitude.
• Appreciate the importance of exhibiting the right behaviors and positive attitude in the work place and how that can increase the chances of  success.
• Deal with challenging situations
• Be proactive in dealing with work situations
• Proactively take action, decisions and be accountable for results.
• Follow issues through completion and minimizing potential problems by anticipating and facing these in advance, even in uncertainty.
• Constantly take the initiative to achieve results without waiting for input.
• Go beyond expectations in the assignment, task, or job description without being asked.
• Demonstrate the ability to complete even unfamiliar tasks independently, by referring to or adapting his/her previously gained knowledge.
• Demonstrate resilience against challenges and obstacles.

This training program equips you with the tools you need to succeed in your career lack. It provides the one thing you really need to know, which is how to be indispensable to your organization. It shows you how to get to where you want to be and how to stay there once you have arrived. Most of the principles are nothing more than common sense that society seems to have forgotten over the past few generations. They apply regardless of whether you’re a engineer, accountant, CEO, worker, or any other job. By learning though role plays, case studies and experiential activities, participants will gain the tools and skills needed to be the distinguished employees.

• FIRST, UNDERSTAND WHY YOU NEED TO BE A DISTINGUISHED EMPLOYEE
• LEARN WHAT YOUR BOSS WANTS FROM YOU
• BE LOW MAINTENANCE
  – Emotional Intelligence for the workplace
• ANSWER THE QUESTIONS YOUR BOSS DIDN’T ASK
  – The creative problem solving process
• UNDERSTAND THE ECONOMIC REALITIES OF EMPLOYING PEOPLE
  – Basics of budgeting and finance
• ACT LIKE YOU OWN THE PLACE
  – Responsibility and accountability
• TREAT YOUR JOB LIKE IT ’S YOUR LIFELONG CAREER
  – Learning and development
• MANAGING TIME EFFECTIVELY AND PROFESSIONALLY.
• BECOME THE MOST RELIABLE PERSON IN YOUR ORGANIZATION
• LEARN THE RIGHT WAY TO MAKE MISTAKES
  – Mistakes are tolerate only once
• BROADEN YOUR CIRCLE OF INFLUENCE
  – Helping people and supporting them
• ADOPT THE WORK ETHICS AND VALUES
  – Be a role model
• BE A PROFESSIONAL AT WHATEVER YOU DO
  – PROFESSIONAL ATTITUDE
• CHECK YOUR EGO AT THE DOOR
• TAKE CHARGE OF YOUR OWN DESTINY
• AVOID THE CAREER KILLERS
• THE INDIVIDUAL ACTION PLAN TO BECOME THE DISTINGUISHED EMPLOYEE

• Learn how to be indispensable in their organization
• Strive to achieve greatness and excellence
• Conduct work in a professional and ethical way
• See the big picture
• Plan their own career path
• Manage their time effectively and efficiently

Almost every day, we hear a new story about an organization being accused of ethical misconduct. Nearly all of these organizations had a code of ethics, detailed policies and specific procedures. It’s important to keep in mind, it’s not the organization that behaved unethically; it was the individuals for one reason or another. Individuals make ethical choices, not organizations. Managing ethics in the workplace holds tremendous benefit for leaders and managers, benefits both moral and practical. This is particularly true today when it is critical to understand and manage highly diverse values in the workplace. The field of business ethics has traditionally been the domain of philosophers, academics and social critics. Consequently, much of today's literature about business ethics is not tailored for the practical needs of leaders and managers -- the people primarily responsible for managing ethics in the workplace. The most frequent forms of business ethics literature today typically include: a) philosophical, which requires extensive orientation and analysis; b) anthologies, which require much time, review and integration; c) case studies, which require numerous cases, and much time and analyses to synthesize; and d) extended stories about businesses "gone bad". This training program is based upon the used of adult and accelerated learning principles with several case studies, role plays, discussion groups in order to make the transfer of knowledge easier and faster.

• ACTIVITY: DO YOUR EMPLOYEE NEED WORK ETHICS?
• WHAT IS ETHICS?
• THE CONCEPTS:
  – Ethics
  – Culture
  – Morals
  – Law
  – Policy
• PERSONAL AND PROFESSIONAL VALUES.
• TAKING THE ETHIC-O-METER MEASUREMENT
• WHAT SHOULD YOU DO, WHEN….?
• HOW ARE ETHICAL BEHAVIORS HIGH PAYOFF ACTIVITIES?
• THE STAGES OF MORAL DEVELOPMENT
• AVOIDING ETHICAL DILEMMAS
• ACTIVITY: “IN THE LAST SIX MONTHS, I HAVE …….”
• “THEY ALL DO IT!”- PITFALLS AND EXCUSES
• DEVELOPING THE CODE OF ETHICS FROM YOUR VALUES
• BEST PRACTICES IN OFFICE ETHICS
• PROBLEM SOLVING AND DECISION MAKING TOOLS FOR ETHICAL PRACTICES
• WHAT TO DO WHEN YOU MAKE A MISTAKE?
• DEVELOPING YOUR ORGANIZATIONAL:
  – Code of Ethics –
  Policy statements
  – Complaint or investigation procedures
• CASE STUDIES:
  – Eneron
  – Ethical Situations Group Activity
• “GOOD PEOPLE, BAD CHOICES”- VIDEO CASES
• TEN MYTHS ABOUT BUSINESS ETHICS
• THE PERSONAL EAP (ETHICAL ACTION PLAN)

• Recognize choices or actions that could be considered ethical misconduct
• Have knowledge to avoid making choices that could be interpreted as ethical misconduct
• Understand the possible consequences of ethical misconduct
• Promote the ethical behaviors in the workplace.
• Identify the most common reasons an employee may act unethically.
• Differentiate between the facts and myths in work ethics

People are a fundamental building block of any organization. The complexity of most of the processes in an organization places them beyond the control of any one individual, and the only efficient way to tackle process improvement or re-design is through the use of teamwork. So, teamwork has many advantages like; providing a greater variety of complex issues can be tackled by pooling expertise and resources, problems are exposed to a greater diversity of knowledge, skill and experience, boosting morale and ownership through participative decision making to name just few of them. However, employees will not engage in continuous improvement initiatives without commitment from senior managers, a culture for improvement and an effective mechanism for capturing individual contributions in the team. This workshop is based on the fact that knowledge is only acquired through experience. Team effectiveness, trust building, and role clarification initiatives are conducted to drive home the challenge and rewards of Synergy, trusting others and improving relationships among the team members. To make the commitment and teamwork real, highly interactive and experiential activities are practiced thus bridging the gap between theoretical understanding and knowledge. The participants will be lead through the key elements of team building in an unconventional, highly impactful series of experiential learning activities. After each activity, Interactive group discussions are led by the moderator. The outcome of these discussions are the base on which the principles of team building are shared and subsequently the models revealed.

TEAM, GROUPS AND TEAMWORK DEFINITIONS. FOSTERING THE COLLABORATIVE TEAMS. TEAMWORK CHALLENGES
• Clarifying the team’s purpose
• Use the 3- steps approach to clarify the purpose
• Clarifying your purpose on the team
• Your role in the team
• What is expected of at this stage
ORGANIZING TEAM MEETINGS
DEALING WITH TEAM CONFLICTS
DEALING WITH DEADLINES
DEALING WITH TEAM POLITICS
DEALING WITH PROBLEM CHILDREN:
• Overly aggressive team members
• Non- participative team members
DEALING WITH DIFFICULT DECISIONS
DEALING WITH BREAKS OF CONFIDENTIALITY
DIFFERENT ROLES IN THE TEAM:
• Grouping the team members by role
• Forming a balanced team based on the team roles
TEAMWORK WITH EMOTIONAL INTELLIGENCE
• Social Competence
-Recognize the value of being socially competent.
-Identify the behaviors that demonstrate empathy.
-Choose the methods for coaching and counseling teammates.
-Select the characteristics of people who deal effectively with diversity.
• Influencing others
-Recognize the importance of being able to influence others.
-Choose the strategies used in persuasion.
-Identify the methods of effective communication.
-Apply the appropriate strategies for eliminating or controlling conflict.
• Participation and collaboration
-Recognize the importance of participation and collaboration.
-Identify the techniques for nurturing instrumental relationships.
-Choose the methods for creating shared goals.
-Identify the qualities that develop team synergy.
• Developing team intelligence
-Recognize the value of developing the team’s emotional intelligence.
-Identify the ways to match jobs to people.
-Select the methods for providing feedback and support.
-Select the actions that are appropriate for encouraging and evaluating.
INDIVIDUAL PLAN OF ACTION TO APPLY THE LEARNING POINTS IN THE JOB

• Foster collaboration in their teams.
• Acknowledge the different stages in the life of teams and know how to deal with team members during each stage.
• Identify and/ or assign team roles to each team member to ensure working with a balanced collaborative team.
• Clarify team purposes and roles in productive team meetings.
• Resolve team conflicts with tact and finesse.
• Apply the emotional intelligence competences on the teamwork to increase the effectiveness of their teams.
• Diagnose the root cause of their team problems and deal with them effectively.

The glue that holds today's work teams together is made up of social competence, the ability to influence others, participation, and collaboration. These skills, combined with a willingness to develop the team, are the hallmarks of the effective teams that will be discussed in this course.

TEAM, GROUPS AND TEAMWORK DEFINITIONS. FOSTERING THE COLLABORATIVE TEAMS. TEAMWORK CHALLENGES
• Clarifying the team’s purpose
• Use the 3- steps approach to clarify the purpose
• Clarifying your purpose on the team
• Your role in the team
• What is expected of at this stage
ORGANIZING TEAM MEETINGS
DEALING WITH TEAM CONFLICTS
DEALING WITH DEADLINES
DEALING WITH TEAM POLITICS
DEALING WITH PROBLEM CHILDREN:
• Overly aggressive team members
• Non- participative team members
DEALING WITH DIFFICULT DECISIONS
DEALING WITH BREAKS OF CONFIDENTIALITY
DIFFERENT ROLES IN THE TEAM:
• Grouping the team members by role
• Forming a balanced team based on the team roles
TEAMWORK WITH EMOTIONAL INTELLIGENCE
• Social Competence
– Recognize the value of being socially competent.
– Identify the behaviors that demonstrate empathy.
– Choose the methods for coaching and counseling teammates.
– Select the characteristics of people who deal effectively with diversity.
• Influencing others
– Recognize the importance of being able to influence others.
– Choose the strategies used in persuasion.
– Identify the methods of effective communication.
– Apply the appropriate strategies for eliminating or controlling conflict.
• Participation and collaboration
– Recognize the importance of participation and collaboration.
– Identify the techniques for nurturing instrumental relationships.
– Choose the methods for creating shared goals.
– Identify the qualities that develop team synergy.
• Developing team intelligence
– Recognize the value of developing the team’s emotional intelligence.
– Identify the ways to match jobs to people.
– Select the methods for providing feedback and support.
– Select the actions that are appropriate for encouraging and evaluating.
INDIVIDUAL PLAN OF ACTION TO APPLY THE LEARNING POINTS IN THE JOB

• Foster collaboration in their teams.
• Acknowledge the different stages in the life of teams and know how to deal with team members during each stage.
• Identify and/ or assign team roles to each team member to ensure working with a balanced collaborative team.
• Clarify team purposes and roles in productive team meetings.
• Resolve team conflicts with tact and finesse.
• Apply the emotional intelligence competences on the teamwork to increase the effectiveness of their teams.
• Diagnose the root cause of their team problems and deal with them effectively.

Despite the best team building efforts, many organizations are still operating on low power when it comes to producing desired results. Although they invest time and money in events that supposedly help team members bond and function coherently, yet results are short term at best. Effective team building helps organizations achieve goals effectively as well as improves relationships within the workplace. Powerful team building allows organizations to accomplish deliverables effectively by enabling staff at all levels of work. This program is designed to get an ineffective team experiencing distrust, poor interpersonal skills, personality conflicts, pride, politics, or lack of accountability to openly address dysfunctional behaviors and achieve consensus commitments that serve as the foundation for building a cohesive high-performance team! The training approach is designed around a range of interactive and experiential exercises, case studies, games and visual images/video, where participants will apply and practice program concepts in a safe environment to guarantee successful transfer of knowledge to the workplace. Utilizing assessments and experiential activities, participants investigate the current dysfunctions of their own team and gain practical and applicable tools on how to build functional teams that can make higher-quality decisions and accomplish more in less time.

• Team, groups and teamwork definitions.
• Fostering the collaborative teams.
• Teamwork challenges
• Organizing team meetings
• Dealing with team conflicts
• Dealing with deadlines
• Dealing with team politics
• Dealing with problem children
• Dealing with difficult decisions
• Dealing with breaks of confidentiality
• Different roles in the team
• The Five Dysfunctions of a Team
• Teamwork with Emotional Intelligence
• Social Competence
• Influencing others
• Participation and collaboration
• Developing team intelligence
• Experiential Learning Activities and Assessment Tools are distributed throughout the training program.
• Individual Plan of Action to apply the learning points in the job

• Creating a work environment that is defined by effective teamwork and communication.
• Identify obstacles that hinder team creativity.
• Clearly define the objectives and goals of their department.
• Improve working processes and procedures within the department.
• Match their decisions more effectively to various work situations.
• Build team synergy and overall organizational excellence.

Every day you will interact with people by what you say, by what you do and by your body language, even if this is only in a facial reaction or a smile. The contact may be face-to-face, on the telephone or via e-mail. The interaction influences how you feel, how you may react to a certain situation and the effect you may have on others. Power of MInd provides the tools and techniques to help you at home and in the workplace to: communicate effectively, motivate yourself and others, think positively and create actions to make a difference. The tools of PM will help you understand how you and other people work, and provide you with skills to help achieve excellence in your personal and professional life. This workshop is designed to identify underlying patterns including sensory-based preferences (visual, auditory, and tactile/kinesthetic), and offers practical insights into how to communicate more flexibly and effectively with others, regardless of their preferences. This training will allow participants to reach rapport quickly with people in their teams, thereby utilizing a game-changing technique that will enhance customer service, heighten the organization’s competitiveness and provide greater overall motivation amongst teams to achieve organizational goals..

• The basic principles of POWER OF MIND
• POWER OF MIND Frames
• The Unconscious Mind
  – What is the unconscious mind?
  – How is it important?
  – What does it do?
• Using POWER OF MIND for truly effective communication
  – Internal Representation Types
  – Understanding your Representation Type
  – Understanding others Representation Type
• Sensory Acuity & Rapport
  – What is it and why use it?
  – What is callibration?
  – What can we callibrate?
  – Exercises to build rapport
  – Personal Impact
• Circle of Empowerment
• Improving Self Esteem
• Managing Negotiation and Confilct resolution by POWER OF MIND
• Reframing situations-from bad to good to great
  – Influencing others
  – Motivation
  – Know what you want
  – Perception and reality
• Discovering your Life purpose
• Achieving Goals
  – Introduction to Goals
  – What are Goals?
  – Why have Goals?
  – The SMART criteria using POWER OF MIND
  – Goals
  – The Wheel of life
  – Questioning for well formed outcomes
  – Taking action and acting “As if”
  – Responsibility for Goals
• The POWER OF MIND Mirror
  – Believe it or not
  – Presuppositions
  – Presuppositions examples and exercises
  – Personal beliefs, memories and values
  – Enabling and limiting beliefs

• Use the Power of Mind tools to succeed
• Identify the sensory-based preferences of others (e.g., visual, auditory and tactile)
• Pay attention to both the big picture as well as the small details when communicating with others
• Develop flexibility to improve communication with others
• Communicate more effectively with others who communicate differently
• Learn how to exchange information more accurately
• Listen to others to get a better understanding of who they are and what they want
• Anticipate, address, and eliminate conflict before it occurs

• Authentic Leadership and Self-Awareness
  – Present yourself to the World Elevator Pitch: in 30 seconds or less, tell us who you are, who you WANT others to SEE?
  – Male Vs. Female brains and Behaviors: The SCIENTIFIC Facts!
  – My Personal Behavioral Style Statistics on the REALITIES of the workplace and Gender differences
• Experiential Activity – Case Study: Top 100 Arab Business Women
• Emotional Intelligence for Women:
  – Achieving LIFE balance
  – The 3 stages of a woman’s Career Life Cycle:
  – Challenge, Balance, Authenticity
  – A typical day in the life of a working woman
  – Who am I? Self-reflection on personal strengths and opportunities – am I going in the right direction to achieve my life goals?
• Less Guilt, MORE LIFE please:
  – Identifying your priorities and eliminating non-essentials
• Experiential Activity – Case Study: Two Female Leaders in the Fortune 500 Business World: Pepsi and Xerox
• Developing your Networking strategy
  – Socializing VERSUS Networking
  – Identifying the Kingpins
  – Building & Maintaining Your Spider web
  – Developing your mingling strategy
• Business Etiquette
  – Dress code: BEYOND Fashion Trends – KNOW what SUITS YOU!
  – Business Etiquette: The 5 second first Impression – getting it right!
  – The Walk, The Talk & The Handshake
  – Utilizing Basic NLP techniques to make the BEST impact
• Video session
• Conflict Management
  – What is conflict?
  – The positive side of conflict.
  – Five Methods for Managing Conflict
  – Handling Difficult People
• Presenting Yourself
  – BE HEARD: Using your voice effectively as a woman to gain respect
  – LIVE Presentation:
• Experiential Activity – Video recorded in-class presentation of a 3 minute presentation to the
• Board of Directors. To incorporate effective body Language, communication skills, etc.
• The Business Case for Women
  – Leading at the TOP: Managing a team as a female
  – Assertive Versus Authoritarian: Handling conflict and confrontation
  – Women’s Value-Added in the Workplace
• Personal Action Plan
  – What will I do differently? How? By When?
  – Who is included in my support system? How can they help me?