A Trusted Learning and Development Advisor
A Trusted Learning and Development Advisor
Do you know any organisation that places too much emphasis on technical training and allows the people management skills to ebb away? It’s the people management skills that keep the organisation lubricated with a positive attitude and a “can do approach”. In this course, participants discover the 7 Modes of Modern Management:
“Every manager needs to be a strategist.
If your managers are not pursuing your strategic objectives, then what are they doing?”
Manager as Strategist
Every manager needs to be a strategist. If your managers are not pursuing your strategic objectives, then what are they doing? Too many managers make their own department objectives which bear little resemblance to the organisation’s objectives. C-R-A-Z-Y
Manager as Production Director
What movie are you the production director of? Do you know what your audience (customer) wants? Can you make a better movie more effectively and efficiently? It’s time to learn some dramaturgy disciplines. It’s interesting how many managers get stuck in silos and never see the greater picture, Ready…Set…Action…
Manager as Change Champion
Staff will often fear change. If your organisation isn’t constantly undergoing change, then you’ll soon be a dinosaur. Managers need to permeate change through the organisation. Doomed change initiatives usually get bottlenecked at management level. Organisations need change champions.
Manager as Validator
Too many organisations made a hard landing because they rely on data delivered by other people. Managers need to be validators too. For example, “we managed to reduce our purchase of paper by 20%”. Sounds great, but by validating the information you find out that they’ve outsourced all printing.
Manager as Coach
Some managers are excellent coaches, and some struggle or ignore coaching altogether. Coaching is an essential part of being a manager. Follow a proven framework, and it is not as daunting as it sounds. In fact, it’s often regarded as the most fulfilling part of being a manager.
Manager as Performance Consultant
A critical function of management is to ensure you get optimal performance from your people. Your team might consist of high potentials, slackers and people who have quit and stayed. You need to learn how to performance manage to deliver your objectives.
Manager as Organisational Psychologist
Have you noticed a culture of entitlement building internally or externally? Customers can be irrational. A colleague carrying resentment and a poor attitude can dampen the morale of an entire office. So you need to be an organisational psychologist on top of all your other roles. You’ll enjoy this module as you discover human behavioural patterns and understand how people tick.
CASE STUDY: Widget Inc
Picture this. Widget Inc. has the top technology in the world to deliver widgets to the customer. The machinery and technology can convert a customer order into a widget and have it dispatched to the customer’s premises within 2 hours. Yet, customers are leaving in droves. New technology is ordered. Manager’s upgrade to a brand-new level of technical expertise, and the widget delivery time improves by 2.4%. Managers congratulate themselves, yet customer dissatisfaction continues to grow.
The mistake that the management made at Widget Inc. is all too common. Managers didn’t know what the customers really wanted. They assumed that speed of delivery was critical. In reality, the customers just couldn’t bear dealing with the people at Widget Inc. Customers found the staff, rude, disorganised, unhelpful and pushy. It is not rocket science to figure out that Widget Inc. should have been focussing resources on fixing the people side of the organisation rather than improving the speed of delivery by 2.4%. Further analysis of Widget Inc. found that the senior management team was dysfunctional, silos had built in the organisation and staff morale was zip.
Group Size: An ideal group size is 6– 12 participants.
Venue: For your convenience, you can choose to conduct this program at your offices. Alternatively, we can provide a venue at a small additional cost.
Cost: Upon request.
Target Audience: Team Leaders Supervisors and Managers
Through our tailored Management Coaching Skills Training Course, you will learn the shortcuts to being an excellent coach and reach new pinnacles of coaching.
Who should attend?
This program is ideal for your management team. They may be enthusiastic coaches already, or your organisation may expect your management team to become more disciplined at coaching.
Module 1 Coaching as a leadership tool
Module 2 How and what to communicate
Module 3 Measuring your impact
Module 4 Reflections and learning
Do any of the following behaviours interrupt your Senior Executive meetings?
This Senior Executive Meetings course helps identify counterproductive behaviours that creep into Senior Executive Meetings. Using an appreciative inquiry, your Senior Leadership Team endorses the behaviours that will help deliver the best outcomes from the meeting. This means that you now have a clear map and charter of how to conduct Senior Executive meetings in a far more constructive and collegiate manner.
This course is not designed as a rehash of what has been done incorrectly. Quite the opposite, the course makes a line in the sand to ensure that your very next meeting will be a positive and rewarding experience.
This program is best conducted as an in-house program.
If you would like more information on this training program, please contact: Deborah Dear on 1300 323 752 or email: [email protected] or contact us online today.
Group Size: An ideal group size is 4– 10 participants.
Venue: For your convenience, you can choose to conduct this program at your offices. Alternatively, we can provide a venue at a small additional cost.
Cost: Upon request.
Target Audience: Team Leaders and Managers
If you would like more information on this training program, please contact: Deborah Dear on 1300 323 752 or email: [email protected] or contact us online today.
This program will provide participants with the foundation skills to be effective facilitators. Participants will learn how to incorporate adult learning principles, differentiate between process and content and understand group dynamics.
MODULE 1: Adult Learning Styles
MODULE 2: Purpose of Facilitation
MODULE 3: Process and Content
MODULE 4: Questioning and Listening Skills
MODULE 5: Group Dynamics
MODULE 6: Facilitation Techniques
Group Size: An ideal group size is 4– 10 participants.
Venue: For your convenience, you can choose to conduct this facilitation skills program at your offices. Alternatively, we can provide a venue at a small additional cost.
Duration: This course can be tailored to meet your timeframes.
Cost: Upon request.
Target Audience: Trainers, Facilitators and Projects Leads
Complementary and aligned courses include:
If you would like more information on this training program, please contact: Deborah Dear on 1300 323 752 or email: [email protected] or contact us online today.
Tuckman’s stages of group development describe the four different stages of a group as they get together to operate collectively. The stages of group development by Tuckman enable people to gather a better understanding of how groups work.
Forming: This stage is marked by the desire of people to be accepted by others without any conflict. People avoid issues and focus on understanding team structures. However, people are gathering information about each other.
Storming: People can remain polite to each other only as long as issues are being addressed. This stage is marked by the presence of minor confrontations and, depending upon the organisation’s culture, most of the issues are suppressed.
Norming: This stage marks the establishment of ‘rules of engagement’. People understand each other better and learn to appreciate skills.
Performing: This is the stage of interdependence and flexibility. People know each other well and are able to trust them to make way for independent activity. Group identity and morale are high and people are able to direct their efforts towards desired goals.
Adjourning: This phase marks the completion of the task and dissolution of the team. Following this stage, team members may either become less focused or highly focused. The behaviour at this stage varies.
If you are looking for professional development course in Australia, get in touch with Preferred Training Networks. We have the best trainers, facilitators and instructional designers in Australia. We offer a wide range of courses to meet your specific requirement. To know more about our courses, get in touch with us. You can contact us through our online form or call us to receive a free quote.
Different types of mentoring
There are 2 broad types of mentoring relationships. Formal and informal. Informal relationships develop on their own between parties. Formal mentoring is a structured process supported by the organisation and delivered to a targeted group. In well-designed formal mentoring programs, there are program goals, schedules, training, and evaluation.
“The delicate balance of mentoring someone is not creating them in your own image, but giving them the opportunity to create themselves.”
– Steven Spielberg
Proposed Mentoring Approach
| Step 1: Mentor the Mentor and Setting Expectations for Mentees Learning Sessions |
To start your mentoring project, we would recommend a learning session for both Mentors and Mentees. These two sessions would be run separately. Ideally, mentors and mentees understand individual roles. Some organisations question the need to prep the mentees. But we would recommend that your initial project does include the mentee workshop too. |
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| Step 2: 90-minute Launch Event |
A 60 – 90 minute launch event creates enthusiasm for the project. This can be a lunch, afternoon tea, after work drinks or some such “gathering” event that you deem appropriate. During this launch event, the whole group is introduced to each other. We would ask one of your Senior Leadership team to introduce the program. Our Mentoring Expert would then facilitate a mentoring discussion. |
| Step 3: Allocation of Teams, Organising Goals and Meetings |
At the conclusion of the facilitated discussion, the mentors, and mentees would be paired and spend 30 minutes looking at goals as well as mapping out their meetings moving forward. Our Mentoring Expert is close by to help structure each pairing mentorship plan. The Mentoring Expert also helps each pairing to set standards and expectations. |
| Step 4: Autonomous Mentor and Mentee Meetings |
Individual meetings usually occur face-to-face. Building a regular mentoring schedule works best (e.g. fortnightly meetings). Speak to your consultant about what logistics work best for you. We can manage the entire project, or you may prefer to run part of the project. |
| Step 5: Conclusion |
A conclusion is very important in a mentoring project. The conclusion includes a project completion date. Without a conclusion, the project fizzes out and misses the opportunity of making an impact. We recommend that we design a conclusion that is appreciative of everybody’s inputs. Our conclusion wraps up the key learnings from the mentoring project. Our conclusion also motivates the mentors to nominate as mentors again. |
Where to from here?
If building a dynamic internal mentoring program is on your radar, please let your consultant know. We can work collaboratively with you to design a world best practise mentoring program.
CALL TODAY 1300 323 752 or email us [email protected]
Many organisations have some great leaders. However, they are often not working in the same direction and are not working synergistically. Clashing leadership styles sometimes hamper productivity and dampen morale. Progressive organisations utilise team based leadership tools to get blocks of people moving en masse behind the organisation’s strategic objectives.
For maximum effectiveness, this program is best conducted as an in-house program.
Ideal group size: 4–9 participants.
Venue: For your convenience, you can choose to conduct this program at your business premises. Alternatively, we can provide a training venue at a small additional cost.
Duration: This program can be adapted to meet your requirements.
Cost: Price on request.
Target Audience: Employees, Supervisors, Team Leaders, Senior Managers or CEO’s.
If you would like more information on this training program, please contact: Deborah Dear on 1300 323 752 or email: [email protected] or contact us online today.
Verbal communication (talking) is only responsible for about 15% of communication. The majority of the message is communicated and transmitted through body language (also known as non-verbal communication). Consider your reaction about how you might interpret a message from a manager whom you met in the corridor and they asked your opinion on what colour the office should be if they were:
Are you ready for body language training? If you hear any of these questions then it’s probably prime time to run this course. How do I read other people’s non-verbal communication? How do I spot buying signals from customers? What does my body language portray? Think of Preferred Training Networks when you are looking out for courses on body language or body language training. Additionally, our team can assist you with confidence building courses, workplace behaviour training, business presentation training, soft skills training for employees and more. Who can benefit from Body Language Training? For maximum effectiveness, this program is best conducted as an in-house program.
Q: What skills will I learn in this course?
A: You’ll learn to read non-verbal signals, present yourself with confidence, and interpret subtle cues in conversations.
Q: Is this course delivered in-person or virtually?
A: The course can be delivered in-house across Australia or virtually to suit your team’s preferences.
Q: How long is the Body Language Training Course?
A: It can be tailored as a half-day or full-day session depending on your needs.
