The Principles of Leadership

Scheduled course outline – duration 2 days

"Leaders are born – and then made"

Business Scenario

If a company is to survive then it must adapt and learn. Decisions are now demanded on the spot, and responsibility for making them has been forced towards those operating at the front line. The new Team Leader must decide, grow and motivate: principles that will serve them at any level within the organisation.

Who should attend?

Personal Organisation

Scheduled course outline – duration 1 day

"A bad habit cannot be tossed out of the window; it must be coaxed down the stairs a step at a time."

Business Scenario

The day of the efficient manager has long since passed. We live in the age of the effective manager: one who can organise the burden of their workload to meet deadlines and achieve a balance between the workplace and the home. Calling it ‘time management’ merely reduces it to a set of mechanical skills; it is much more complex than that…

Business Development for Non-Sales Professionals

Example course outline – duration 1 day

"If you’re not selling in your organisation, make sure you’re supporting someone who is."

Business Scenario In many different types of organisations, senior managers and professional specialists are increasingly expected to take on a customer-facing role. No matter how good their specialist knowledge is, they are going to be at a distinct disadvantage if they cannot use key proven sales skills.

Managing Absence

Scheduled course outline – duration ½ day

"“Absence makes my heart grow fonder - of somebody else”"

Business Scenario

One of the biggest frustrations for any manager is having to manage the absence of a key employee. Not only is absence costly, it can also put extra pressure on the rest of the team.

Dealing with Difficult People Part One: Acknowledging Responsibility

Whether you've inherited a difficult person or - to your lasting regret - appointed them yourself, most managers come up against a difficult individual whom they've had to manage. Does it always have to come to blows? Well, we're not saying it's easy, but in this, the first of two articles on the subject, we'd like to suggest how all is definitely not lost.

Dealing with Difficult People Part Two: Mind the Gap!

Last month we showed that the initial stage of dealing with a difficult person was to first encourage the individual to acknowledge his or her own behaviour; then they can move towards taking full responsibility for changing it. This month we explore how, by using a structured three-step approach, ownership and commitment can be passed from the manager to the difficult employee.

John Whitmore once wrote:

"When I want to, I perform better than when I have to. I want to for me, I have to for you."


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