Quality orientation; setting performance objectives; delivering and managing feedback

Examining tools for guiding the implementation and planning of change; identifying factors critical to (and determining capapbility for) achievement of change programme objectives; exploring models of organisational culture; influencing and negotiation skills; examining narrative skills to communicate strength of leadership; Emotional Inteligence models; self awareness and awareness of others; handling sensitive situations; personal development plans

Coaching skills

Building rapport; open questions; ensuring positive mind-set; ensuring individual is identifying their own needs; supportive statements; summarising; ratio of speech; confidently challenging; maintaining status of coachee; differentiating between coaching, mentoring, counselling and managing; using sequential approach

GROW model

 

Active listening; Empathy; Rapport; Body-language skills, eye-contact etc; separating information from feelings and intention; testing understanding; NOT interupting, changing the subject

Conflict resolution models; handling expectations

Adapting/flexing personality styles; "stroking"; labelling; topic persuasion; inspiring, enthusing, creating ownership, creating win-wins; selling benefits; promoting the desire to achieve; using positive language; decisiveness; overcoming barriers; planning for the future

Handling meetings; the importance of preparation; the bargaining area; managing expectations; closure techniques; irritators, proposals and counter-proposals, defend/attack spirals, argument dilution; mapping and validating; bargaining and conceding packages; agreement checklists

 

Status; non-verbal signals (eye-contact, face, posture and gestures, positioning); voice: breath, power, pitch, pauses, contribution; rapport; persuasiveness; stress and EI

Self-perception; personality archetypes; flexing behaviour; adapting behaviour under stress. Bolton & Bolton Model / Jungian framework / Myers Briggs

Voice; body language; coping with nerves; preparation and organising material; what-you-say toolkit ; pattern notes; content timing; dealing with questions;

Making the most of PowerPoint

 

Long-term focus; systems and the big-picture; identifying leverage; examinimg assumptions; influencing, motivating and enabling skills; crossing boundaries of power; human resources dimension when planning; maintaining and sustaining teams; understanding and embedding diversity; techniques for 'making it happen' and 'keeping on track'; personal leadership styles and impact; personal challenges and support networks within sectors.

Setting Performance objectives

Using SMART model