Training that was originally created to help with the behavioural aspects that naturally support good selling and effective negotiating, these modules are now offered in their own right, and appeal to individuals and teams across the organisation. These training sessions have often been delivered in conjunction with prevailing organisational themes such as Change, or Conflict which provide the ‘angle’ from which the topic is tackled, as well as augmenting the programme content.
The presenter who can convey a message with clarity and impact is both appreciated by their audience and more likely to achieve their desired outcome. Using a few sure-fire techniques and plenty of practice, participants learn to present in a memorable manner that can delight and surprise audiences.
At work we interact with a range of people from within and outside the organisation. Sometimes their goals and priorities are at odds with our own. Good influencing skills underpin the ability to persuade, and enable us to have a subtle bearing on other people’s attitudes and opinions. To deploy these techniques effectively we must first clarify our own goals and priorities.
Our desire to stand up for ourselves is sometimes compromised by the behaviours and power hierarchies in organisations. Yet the assertive colleague who reasonably stands their ground is both respected and admired.
Change and the associated uncertainty are often a cause of stress to us, and can result in a lot of ‘wear and tear’ on both the body and the mind. The disadvantages of stress come at both a personal and organisational cost.
The most effective people at work have good self-awareness and are constantly investing in their personal development. They understand the value of feedback and are adept at giving, receiving, and acting on feedback.
When we manage time well we achieve more and use less time, and so have the choice to engage in a broader range of activities in and out of work. Simply becoming aware of the skills and behaviours of good time management will be all that some need to make improvements.
Maximising employee performance ensures that resources are used effectively, increasing the likelihood of meeting organisational goals. Further, there is an established link between a well-motivated workforce and company success – and here again the manager’s role is pivotal.