Training Programmes
An overview of training programmes
and appraisal
programme
programme
most of your day
corporate resilience
presentations
Courses for 3rd level Institutions
Most courses are tailor made to suit individual clients. The course descriptions below show typical content.
Helping you perform more powerfully at work
Julia Rowan
Author • Trainer • Coach
Quality Conversations at Work
Conversations – quality conversations in which both manager and employee are fully engaged – are the manager’s number one motivational tool. Most managers are busy and focussed on other things. They do not make the most of the golden opportunity that is presented each time they meet with a member of their team.
Looking at management as a series of conversations helps the manager to identify whether they are taking advantage of these golden opportunities – and what they can do if they are not.
Conversation Number 1 - Getting off to a Great Start
Creating great working relationships
Conversation Number 2 - Building on Progress
Setting goals that get results
Conversation Number 3 - Handing it Over
The added-value approach to delegating work
Conversation Number 4 - Talking about Performance
Giving feedback with impact
Conversation Number 5 - Increasing Self-Reliance
Coaching employees to do more
Conversation Number 6 - ‘That Time of Year Again’
Making performance management meaningful.
Conversation Number 7 - “This is as hard for me as it is for you”
Tackling difficult issues
Performance Management and Appraisal
Most organisations nowadays require managers to sit down with their employees and formally appraise their performance. While it is the employee who is being appraised, many managers feel that they are the ones under the spotlight. As a result, they do not take full advantage of this important and strategic conversation.
Performance management - process or system?
Setting up a great performance management relationship
Making the most of the performance management interview
What to write – and what not to write
Tackling difficult issues
Why follow-up means follow-through
Awarding grades and marks
The New Manager
Very often the buzz of being promoted into management is quickly replaced by the dawning reality that the job is more difficult than it looked.
Faced with daunting challenges, many new managers find themselves tied up in knots as they try to please both boss and team
Role of the manager - what’s expected
Getting your mindset right
Putting the basics in place
Motivating the team
Assertive behaviour
Giving performance feedback
Working with your new boss
Managing former team-mates
Management development programme
A course for experienced employees who are moving into management or for those who have been managing for a while and need a refresher.
This course focuses on the key line management skills needed to make a success of the job.
Getting results through management
Working with the team
The functions of management
Communicating with impact – and style
Managing performance
Adapting your style to suit others
Motivating your team
Leadership development programme
It is hard to define exactly what makes a good leader – yet most people know good leadership when they experience it, and they can tell when it’s missing.
Can everybody become a leader? Experts are still wondering. What is sure is that everybody can improve their leadership skills.
Leadership and management – the essential difference
What’s holding you back?
Bringing out the leader in you
Your drives and motivations
Your personal leadership style
Empowering and inspiring others
Two leadership anchors - credibility and integrity
Managing People
Helping you perform more powerfully at work
Performance
Matters