Soft Skills Training Courses

Soft Skills Training

Soft Skills Training, Skills Soft (Soft Skills).

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Communicating and Influencing - For Managers and Team Leaders

Interaction and flexibility

Olivier Pugliesi-Conti - la cuisine


Soft Skills Course Outlines

Code Name Duration Overview
sccomm Scientific Communication 14 hours During this workshop participants will be familiarised with basics of scientific communication including ways of preparing presentations, short articles and posters promoting scientific results. The theoretical course is interwoven with simple practical exercises, quizzes and tests to make sure that participants understand the concepts. During the training you will be taught how to present your results in a comprehensible and interesting way. By the end of the course you will be able to deliver a memorable speech and create a presentation that will be remembered. The course has been designed for people who want to learn how to present their work in an interesting, clear, understandable and memorable way. It has been designed especially for: Researchers presenting their scientific results at conferences and workshops Scientists applying for grants Managers who want to introduce their ideas and plans in a scientific environment Lecturers who want to learn how to run their courses in a professional way General rules of scientific communication Rules for preparing high quality scientific presentations Rules for preparing understandable and effective scientific figures and posters
commtm2 Communicating and Influencing - For Managers and Team Leaders 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office This course is almost identical to the Team Members’ course (see separate outline) but with these changes: There is an addition module entitled: Leadership v Management which covers: The similarities and differences between Leadership and Management. What makes a Great Leader; what makes a Great Manager? Management Styles There is an additional module entitled: Delivering Change which covers: Why Change does / does not work Change Principles Resistance to Change – and why, occasionally, resistance to change is beneficial
commtm Communicating and Influencing For Team Members 14 hours Audience Staff who need to be fully aware of the issues surrounding Communicating and Influencing: Their colleagues Their bosses Their internal and external customers and stakeholders Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage their own behaviour before they can influence others’ behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders Understanding Ourselves and Others What makes us behave the way we do? How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable? Feedback: how do others see and relate to us? Communication How do we communicate with others? What are the advantages / disadvantages of the various communications media? What do we mean by Effective Communication and how do we achieve it? Our respective thinking and learning styles and how they can be applied to our day-to-day work Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelligence model: Self-Awareness Self-Management Motivation Empathy Social Skills Transactional Analysis Why do we act / react in a certain way to colleagues and customers? How can we build rapport with colleagues and customers? What are the benefits of “True Rapport” in our inter-personal relationships? Stakeholder Management Satisfying Stakeholders Stakeholder Analysis: internal and external stakeholders Dealing with Change The 9 key change principles The emotional reactions to change Resistance to change – and the benefits of resistance
coach Coaching Skills 7 hours Audience Staff who need to be fully prepared to deliver high quality Coaching sessions To individual members of their own staff To their teams To individuals who are not directly connected to their own teams but who would value their independent – and non-judgemental - input Format of the course A combination of: Facilitated Discussions Delegate Coaching sessions – with full feedback By the end of the course, delegates will be able to: Define “Coaching” and explain in detail the use of Coaching to improve individual and team performance – particularly relating its use to understanding the reasons behind (and rectifying) under-performance Deliver meaningful Coaching Sessions Define Coaching Ensure clarity on what exactly Coaching is and how it is used Link “Coaching” as a discipline to improving individual and team performance (or analysing and rectifying under-performance) Understand how learning shared can easily be transferred into a “commitment to action” Coaching models Introduction to the GROW model G = Goal: the purpose of the discussion or changes the individual / team wishes to make R = Reality: an honest assessment of the current situation and the need for change O = Options: what can be done to achieve that change; what else; is there anything else…? W = Will: is the desire there to see this through or will one of the other factors – GRO –prevent the achievement of the change; how will we measure progress? Consideration of all the factors required in: Turning vision into reality Delivering measurable outcomes Making effective decisions Managing the change Introducing the House of Change: understanding the need sometimes to make things worse before they can get better Becoming a successful Coach How does a Coach behave? What does a Coach do? Understanding the need to remain separate – aloof? – from the detail and only contribute individual comments / suggestions at appropriate times Coaching performance from individuals whose day-to-day work we don’t understand The link with Performance Management Objective setting – understanding what is required Managing against these objectives – understanding what success / shortfall looks like Recognising (and rectifying) under-performance; particularly recognising the causes of under- performance (which may be nothing to do with the individual’s workload) Coaching and Feedback: links and differences Coaching in Practice Facilitated sessions of Coaching – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.
didactictb Build your Didactic Toolbox 7 hours In this workshop you can improve your repertoire of teaching methods to formulate your message clearly, create more interesting lectures and seminars, and collect feedback. You will practice communicative techniques that help students to master difficult subjects in a self-responsible way. Target audience Technical professionals who prepare and deliver training sessions What are teaching methods? Introduction Expectations of participants Planning a teaching unit Setting learning objectives with Blooms Taxonomy Setting learning objectives without Blooms Taxonomy SMART learning goals Method laboratory Well-known teaching methods Methods for frontal presentations Methods for interactive teaching Methods for computer-based training sessions Teaching methods in practice When to apply which method? Learning phases Writing a lesson plan Frequent pitfalls Practical exercises Teaching units conducted by participants Feedback
traintrainer Train-the-Trainer 21 hours Audience Staff who need to be fully prepared to deliver high-quality training sessions Format of the course A combination of: Facilitated Discussions Delegate Presentations – with full feedback By the end of the course, delegates will be able to: Prepare and structure an effective training session Prepare themselves properly for that training session Deliver that training session with confidence Use the various visual aids that a trainer might choose to employ in creating a stimulating session Deal with the different types of people who they will encounter in their training courses Training Skills Delivery of a pre-prepared training session on the delegate’s chosen subject related to their work. N.B. The duration of each delegate training session will depend on the length of the course and on the number of participants. Eight is the ideal number of participants Full one-to-one and group feedback Preparing a Training Session Questions tor the trainer to ask in advance Why me? Logistics of what, where, when, how – and how long? Understanding how the answers to these questions affect the structure of the training session Structuring the content: Research – know the subject Putting the content in order Creation and use of complimentary visual aids Preparing the Trainer A trainer’s three fundamental communications tools: Verbal – the words being used and avoiding slang and jargon Vocal – the sound of the words avoiding any distracting verbal tics and punctuations Visual – the look of the presenter: dress; mannerisms; presence Rehearsing the training session – and getting honest feedback from a trustworthy source Coping with nerves Preparing the environment Room layouts – and how they communicate underlying messages to those attending the course Using the room to enhance the training experience …and tidying up after the course Evaluation The importance of evaluation The processes for obtaining and utilising delegate evaluation Training Skills – revisited Delivery of another training session (after suitable preparation time). N.B. This could be the same presentation as in Module 1 but revised following the detailed feedback Full one-to-one and group feedback Training Skills – revisited If time permits: delivery of another training session (after suitable preparation time) Full one-to-one and group feedback
pemm Personal Efficiency and Managing Meetings 7 hours Audience Managers, Team Leaders and staff members who feel that: They are attending too many meetings Their time is being “stolen” by other people They cannot get to the bottom of their day’s work because of a lack of planning, foresight or prioritisation Format of the course The course will be a highly-interactive combination of: Facilitated Discussions Slide Presentations Exercises and Case Studies By the end of the course, delegates will be able to: Appreciate the need to manage meetings effectively – respecting the time pressures of those whom they invite to meetings Follow the standard processes for calling, managing and preparing the output of meetings Appreciate more widely some of the ways of managing themselves and their time more efficiently: to work smarter not harder… Understanding Ourselves and Others Understanding that when we ask others to attend a meeting we are imposing upon them our list of priorities What makes us behave the way we do? Are we aware how our behaviour affects others: do they always respond in the way we want them to and in the way that they should? If not, why not…? The Process for Managing Meetings Why is a meeting necessary; what are the alternatives; are any of the alternatives preferable? The process for calling, managing and preparing for meetings: Creating a meaningful agenda covering the objectives for the meeting, the subject(s) to be covered and suggested timings Inviting only the right people – and nobody else Managing the meeting: allowing only relevant contributions (but being careful to differentiate between relevant and irrelevant); keeping to the agenda; keeping to time Creating outputs: not necessarily detailed minutes but, at least, actions points Arranging follow-up meeting(s) Attending Meetings Do I need to attend all the meetings to which I am invited? How do I decide whether (or not) to attend meetings? What justifications do I have for declining to attend? What else am I allowed to do during a meeting related to attendees, subject matter being discussed and timings? Other Personal Efficiency and Time Management Issues Setting Objectives – personal and professional – and keeping to them Work Prioritisation How do I decide what needs to be done? How do I prioritise these activities? Employee-Imposed Time: are my staff and colleagues working for me or am I working for them…? Time Bandits: what else steals time away from me and what can I do about it? E-mails Telephone calls Unplanned interruptions Displacement activities: procrastination… Other things… Effective Delegation Assertiveness: seeking a compromise; learning to say “no” effectively
320 Proactive People Management 14 hours This course is to help managers to get the best performance from the people they are trusted to lead by managing people, priorities, projects and quality more productively. Understand the value of the 'psychological contract' Why people perform like they do - however positive or negative Use coaching as a tool to enhance personal and team performance Deal with poor performance quickly, effectively and ethically Improve their emotional intelligence and connection with colleagues Understand problems from different viewpoints and generate solutions Develop credibility based on good management rather than job title Increase personal productivity and focus on 'added value' tasks Enhance teamwork and shared ownership of performance and results Deliver positive praise and reprimand communication
297 Assertiveness 7 hours A highly participative course involving individual and group discussions and skills practice to enable delegates to share ideas and develop their skill levels. Audience Anyone who is looking to enhance their assertiveness skills Aim This course aims to raise confidence and increase the delegate’s ability to communicate confidently and assertively with colleagues and customers. Objectives By the end of the programme the participants will: Understand and overcome the barriers to being assertive Recognise behaviour traits within yourself and others and learn effective strategies for managing them Communicate effectively with a wide range of people to achieve a win-win situation wherever possible Effectively manage difficult situations. What is assertiveness and how can I achieve it? Understanding and overcoming the barriers to assertiveness Building self confidence Communicating effectively – getting your message across Identifying influencing strategies that can effectively manage difficult situations Continuing Professional Development (personal reflection and action planning).  
Influence Influence in Action 14 hours Pfizer, Hewlett Packard, DellEMC and VMware have benefited from this programme, developing a better balance in their influencing style and demonstrating a resilient response to challenges in the work place. If you want to : • Create high-performing work teams • Consistently win contracts from pitching • Successfully negotiate the best deals • Build shareholder value, year on year... then you need our influencing programme This programme equips your team to further develop their influencing skills. This programme is appropriate for team members who have already developed their basic communication and influencing skills either through development opportunities or through formal training.
decm Diferencia Entre Coaching y Mentoring 14 hours
line Leadership in the new economy 21 hours At the end of the course, the participants should be able to: Acquire an understanding of  self-mastery as a foundation for inspiring leaders Strengthen and sustain their execution capabilities and contribute to the creation of a high performance culture Lead cultural transformation and change processes in their respective areas of influence using emotional intelligence and change management tools Learning as source of leadership effectiveness – listening vs. hearing Strengthen the foundations of leadership Self Awareness Personal Values Strengths vs. Weaknesses Interpersonal Maturity – EQ vs. IQ Coaching as a new leadership style Basic of coaching as leadership style Feedback mechanism Becoming a change leader Handling resistance to change Important leadership skills Leadership Development Plan   Methodology: Lecture Workshops Video showing Role playing
Negskills0017 Negotiation Skills 14 hours This two day course is designed for people who want to achieve better outcomes from their negotiations with customers, suppliers and colleagues. It teaches the skills and tactics used by effective negotiators and builds the confidence needed to succeed. Delegates learn the different negotiating styles and how to maximise their personal power while protecting important relationships. The course is highly participative with a combination of lecture, discussion, coaching and exercises. What is my personal negotiating style?           - understanding your individual style and its impact in negotiations  Competitive or cooperative?                     - knowing the right approach to adopt  The need for creativity and flexibility                   - seeking alternatives and solving problems Expectation management           - how to manage the pre-negotiation and opening stages Non-verbal communication           - using body language to reinforce what we say  The importance of preparation             - what you need to do before the negotiation commences    Shifting the balance of power              - identifying the strengths and weaknesses of both parties  Goals and objectives              - what does good look like and what is unacceptable? Looking beyond demands to interests and concerns             - find out what lies behind demands and what really matters to the other party Identifying variables             - what can we conceed at the lowest cost to us and what do we want to get in return?  Making and justifying proposals              - positioning and demonstrating value in their terms  How to respond to proposals              - explaining why it's unacceptable and making counter proposals  Use of questions              -  using conditional questions to test solutions without making firm commitments The bargaining process              -  trading concessions to achieve win/win outcomes Dealing with deadlock               - tools to help you navigate around impasses  Responding to price challenges               - how to defend your position Securing the deal                 - summarising and closing to avoid costly misunderstandings 

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