Become the manager staff don’t want to leave,

and others want to work with.

Build a reputation for happy, highly productive staff.

Significantly reduce team tension, gossip or conflict.

Produce consistently good results, whatever the market circumstances.

Increase your confidence, personal credibility and standing in the organisation.

Enhance and support your own career development.

If you’re a manager, whether you’re new to post, or been managing for some time, you’ll know the people side of your role is often the most complex and the most challenging. Continually producing happy, motivated and high performing individuals who will help you reach your targets, requires a high level of people skills, commitment and confidence.

Your performance is inextricably linked to the performance of your people.

Often, traditional management courses require a high level of time commitment and formal assessment, with more focus on theory rather than practical techniques.

This is a programme is designed specifically for the manager who has neither the time nor the inclination for formal qualifications, but simply wants a happy, productive workforce and a good reputation as a manager.

WHO WILL BENEFIT AND WHAT WILL YOU GAIN?

This programme will benefit anyone who manages people, but particularly:

• New managers
• Project Managers
• Team Leaders
• Supervisors
• Change managers
• HR or Learning and Development professionals
• Anyone who is aspiring to a management position

Focusing on 4 core skills some of the most recent research shows are found in the world’s top managers, by the end of this programme you will be able to:

• Understand your own style and unique set of talents, and how to bring out the best in yourself and those around you.
• Build a workplace culture which fosters great working relationships, excellent customer focus, conscientiousness, creativity of thinking and a “can-do” attitude.
• Motivate, coach and inspire others to better performance.
• Handle change with confidence.
• Handle conflict, tensions, or issues of underperformance with confidence.
• More effectively influence others at a variety of levels – including influencing and managing upwards.
• Effectively delegate, so you have more time and your staff have opportunities to develop.
• More effectively manage all aspects of performance and appraisal.
• Select and recruit in a way which places people more effectively and more accurately, more of the time, for the benefit of both the individual and the organisation. 

(For our September 2010 start. Only 13 places left)

We have all been doing the motivator exercise you gave us from the workshop recently, which was a great help in the office, not only from a team perspective but also it gave me and my director a platform for a really frank but positive discussion on my own direction – so thanks very much once again! Dan Southwell,  Operations Manager, Prospect Optical Recruitment I really enjoyed the course – it was interesting and fun. Shona gave lots of useful, practical advice which can be put to immediate use. I would highly recommend the course to anyone who has any line management responsibility – and Shona is a truly inspirational trainer; professional and enthusiastic.” Sophie Pike,Director, Altman Technologies Ltd, Leeds Excellent session, useful and completely relevant. Totally refreshing. Gemma Robinson; Employee Engagement Manager; Grimsby Institute of Further and Higher Education

Taking time to sharpen your people skills can actually save you time, energy and hassle.

People skills can sometimes be viewed as the “fluffy bunny” stuff; the “nice to have” rather than the “must have”. Sometimes it’s easy to think it’s just “another thing to do” in an already long list of tasks.

The greatest source of inefficiency for most organisations lies in working relationships.

Whilst we may consider people skills as less critical to success, everyday, in thousands of organisations, time and money is lost through staff conflict, apathy and underperformance. In-fighting, gossip, indifference, and even downright hostility threaten productivity and performance.

Poor people skills can severely and adversely affect your bottom line.

And I passionately believe a manager’s people skills are probably the most fundamentally important of all.

Sure – the organisation can set out, from the top, the kind of culture you want in your organisation. You can talk about values of openness, honesty, support, development and trust. But the individual who is going to determine whether this is played out in reality or not, is the manager.

This programme helps managers get good at people skills – using an approach which favours practical techniques over theory or jargon, individual accountability for action, and real support and coaching rather than “chalk and talk”.

Are there outstanding managers out there who have never taken a degree in management or read the theory? Absolutely!

And this programme is designed to share some of the key techniques, beliefs and behaviours of the world’s greatest managers, so you can model what they do to improve your own results.

(For our September 2010 start. Only 13 places left)

 

The course was superb and the content was excellent, particularly the information relating to motivating people.  It was very informative and encouraged me to take the information back into my place of work and use it accordingly.  The information was also presented in such a passionate, enthusiastic way that I sat on the edge of my seat raring to go. Dean Pattison AMInstLM Technical Training Coordinator Fulcrum An excellent workshop which challenged my own management traits and gave me encouragement to let my staff find their own way. Amy – Director: Benchmark Recruit An interesting event, well and dynamically presented and very interactive. Very relevant and interesting content. I would strongly recommend this workshop to anyone who manages staff. Shona demonstrates a passionate delivery, clear knowledge and experience and interesting anecdotes to back it all up. The insight we gained as a result will enable us to improve our productivity, and contribute to a happier work environment. Louisa H Walker; Director;  Benchmark Recruit This was a very good workshop with plenty of practical tools and techniques to match the theoretical concepts we covered. Helen Cund; Partnership Manager, South Yorkshire Sport.

 

WHAT’S IN THE FIVE DAYS?

DAY 1: SETTING (AND MANAGING) EXPECTATIONS 

In Day 1 we help you work on the first and most critical skill of an outstanding manager: setting and managing expectations.

Get this right, and you’ll create a basis for a culture which is dynamic, open, creative, supportive and high performing. It requires a clarity, vision, setting of boundaries and personal confidence, to foster the culture you decide you want.

By the end of Day 1 you will:

• Be clearer about your vision for the team, and the behaviours and standards you expect.
• Be able to confidently communicate and agree your vision with your team and with other key stakeholders, such as your line-manager.
• Identify five of the most common mistakes managers can make which can cause problems for performance – are you guilty of any of these?
• Increase your confidence to delegate more effectively.
• Develop a personal action plan based on key issues you identify over the course of the day.

DAY 2: MOTIVATING YOUR PEOPLE

Day 2 deals with the second critical key to becoming an outstanding manager: motivating your people.

By the end of Day 2 you will:

• Understand the 6 major factors which influence motivation levels in any individual or workplace and consider a plan of action to improve the state of these with a specific individual and across your team.
• Understand why people become de-motivated, and what you can do to change that.
•  Have some specific tools and techniques to help you increase team motivation and team cohesiveness.
• Understand some basic principles around the issue of incentives and rewards, so you can design more effective and motivating reward and recognition schemes.
• Have some specific tactics and techniques to help you motivate in some of the most tricky situations, such as motivating through change; motivating a virtual or distant team, or motivating others when targets seem overwhelming or daunting.
• Understand how to significantly reduce and pre-empt the development of tension, gossip, cliques and conflict in your team.

DAY 3: DEVELOPING YOUR PEOPLE

This workshop deals with the third critical skill of an outstanding manager: developing your people.

By the end of Day 3 you will be able to: 

• Assess and identify talent, in yourself and in others, in a way which is more conducive to future learning and development.
• Build meaningful and motivating personal development plans for each of your staff.
• Give and receive feedback in the most effective and motivating way.
• Build a culture where individuals take more ownership of and responsibility for, their own development.
• Succession plan more effectively.
• Review and assess your own appraisal and performance management processes   so you can improve both the experience and the outcome for all parties.

DAY 4: SELECTING AND RECRUITING THE RIGHT PEOPLE

This workshop builds on the themes covered in day 3 and focuses on the final critical skill of an outstanding manager: the ability to place staff where they will be most effective.

This isn’t just about recruiting into the team or company, this is also about good project management, from a people perspective.

By the end of Day 4 you will: 

• Understand the critical difference between skill, knowledge and talent, and how to develop a selection process which will more effectively allow people to play to their strengths.
• Learn techniques which will help you more accurately identify the talents required for any specific role.
• Be able to encourage and recruit for a diversity of styles.
• Be more confident about interviewing others.
• Be able to project manage more effectively.

DAY 5: PUTTING IT ALL TOGETHER – A COACHING OPPORTUNITY 

The content of this session will be flexible, and we will solicit your views before the day about any specific topics you would like to have more time to cover, so as much as possible it is built around your most pressing needs. However, the day will provide a framework which allows you to:

• Get answers to some of your most frequently asked questions;

  (We’ll also solicit this before-hand, and produce a special handout for you which pulls together practical tips to deal with any remaining questions you have.)

• Learn some simple coaching techniques. Increasingly, managers need to understand how to coach others, rather than simply tell them what to do. We’ll cover a simple model and techniques to give you at least the basics of this really useful skill.
• Consider some further techniques to handle common, but “tricky” people situations, including: when working relationships break down or when you have to fire someone or make them redundant. 

(For our September 2010 start. Only 13 places left)

 

I really enjoyed the ‘How to be an Outstanding Manager’ course. It was a very interesting and timely course as it covered some of the key obstacles I am currently facing at work. Even though I’ve been a manager for over 15 years I heard new ideas, such as the ‘12 Questions that matter Most’ (surprisingly simple!) and the ‘6 Fundamental Human Needs’ have really struck a chord. I’ll be able to use these ideas every day to help with my interaction with my team (and even my boss!) and really feel it’s going to make a difference to my performance and that of my team. I’ve recommended it to all my peers when I got back into the office today. Susie Freeman, Call Counter Geo Team Manager, Yell Adworks,Customer Service Would recommend this course to every manager! Dawn Swinden, Manager:  Elements This workshop is useful for everyone – not just managers. It is informative, engaging and motivational. Would recommend this workshop to anyone. CG, Navigate Business Support Co-ordinator. Really made me think about the way I manage. Janet Northrop; Bookings Manager, Uncover the World I recommend everyone to attend a fulfilling course that gives great pointers to all who manage. Paul Ffelan, Sales Director, Care Micro UK

 

(For our September 2010 start. Only 13 places left)

 

Opened my eyes to the human psychology of managing people in a non-confrontational way. Kim Murray; Assistant Development of Student Support Manager; SHEilds Ltd I love the psychological grounding to your training The training came at just the right time, after a variety of staff situations didn’t just resolve themselves.I feel challenged in an excited way about what lays ahead. Kind regards Jayne Womersley; Goddards Care Home I came with an open mind and was surprised: found it rewarding and worthwhile. I will remember and use this experience. John Phillips; Operations Sales Manager; Mobility This session has given me renewed enthusiasm to motivate my team. Robyn Taligard; Marketing Co-ordinator; Club Salvation A must for all budding managers. Craig Stephens, Sales Manager, LDD Group Ltd

MANAGEMENT TRAINING WHICH DELIVERS WHAT YOU ASKED US FOR

We’ve listened to what you tell us, and this programme is specifically designed to deal with the following issues. The programme:

• Consists of 5 days – but is spread out over 4 or 5 months, to ensure you have time to assimilate what you learn, and you are only out of the office for one day at a time.
• Is packed with practical tools, techniques, suggestions and ideas, grounded in solid psychological theory, which you can begin to implement immediately you are back in the office.
• Involves no formal assessment but has a strong coaching component which encourages the setting of personal goals and action plans. You have time to practise and develop the skills you learn and to increase your confidence and momentum.
• Recognises your commitment to learning with an Internationally recognised award from ITOL, the Institute of Training and Occupational Learning.
• Is designed as an open programme, as well as being available “in-house”, to allow you an opportunity to broaden your horizons and mastermind with other, like-minded managers from a variety of different backgrounds and organisations.

Very informative and eye opening. I have taken away bits that I can actually use in the workplace. Damian Walsh, Personnel, Martin Walsh Associates I would like to offer my thanks for an excellent and very enlightening managerial workshop session I recently attended. Having been in a managerial role for quite some years there are certain aspects of staff management we tend to forget, especially in these difficult economical times. It was helpful to be reminded that practice makes permanent, not perfect. I would thoroughly recommend this workshop to any manager regardless of age or experience because it expels the myth ‘’you can’t teach an old dog new tricks’’ Many thanks again. Simon Greaves, General Manager, Lincol Oil Company I have attended many courses over the years, and I can confidently say that yours has been one of the best, and most useful. The content was fabulous – not just jargon, theory and buzz words – and I believe there are many points than can be put to use immediately and with minimal effort. Finally, I must commend you on your delivery, it was professional, engaging and fun – well done Mike Rattigan, CPI Good tools to help us put what we learned into practice. Richard Paxman, Coolfitt Shona made me think more carefully about my management style and staff motivation than ever before. I definitely have a lot of food for thought! Jo Blake, Commercial Manager, Freestyle Recruitment

 

PLACES ARE LIMITED TO A MAXIMUM OF 20, TO ALLOW HIGH PERSONAL ATTENTION, SO YOU DO NEED TO BOOK EARLY.

WHEN, WHERE AND COSTS?

Our next programme begins on the Thursday 9th September 2010 in the Leeds/York area and costs £1,250 + VAT.

NB Funding support may be available to you under Train to Gain which can significantly reduce the cost of this programme. Please ring your local Business Link on 0845 6009006 for further details or call us and we’ll explain how this works.

Dates are as follows:

Here’s some statistics for you to consider:

• 80% of UK managers have been asked to do things at work for which they feel they should have been given training beforehand, and managing people was top of the list. (ACAS, CIPD report, June 2009)
• Half of training and development at work is now initiated by line managers, rather than through HR or Learning and Development departments – yet many of these managers have no training to help them do this effectively. (ACAS, CIPD report, June 2009)
• Numerous studies show people leave bosses – not companies.
• Poor people managers generate more time spent trying to resolve conflicts – and on average 13 days is lost on each disciplinary case, and 9 days on each formal grievance submitted. (CIPD 2007)
• 25 years of Gallup research into top performing organisations shows line-managers play the most critical role in the overall performance of the organisation. (see First Break all the Rules by Marcus Buckingham)
• A Gallup study of one large, multi-outlet retailer in the US showed in the top 25% of stores where managers met the criteria we cover on this programme :

Sales were 4.56%  over budget for the year – by a whopping $104 million

Profit was up by 14%  (the bottom stores missed their goals by 30%)

They retained an average 12 more staff per year than their counterparts – saving a massive $27 million in finding, hiring and training the new employees.

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