essential business and inter-personal skills...

Essential Business and Inter-Personal Skills

Courses

web redliffetrainingcom email enquiriesredcliffetrainingcouk phone +44 (0)20 7387 4484

Persuasion Negotiation amp Presentation SkillsThe Art and Skill of PersuasionNegotiation Skills CoursePresentation Skills CourseReport Writing Effective Business Writing for Corporate Finance Negotiation Skills in MampA TransactionsStress ManagementInterviewing Skills Business Development PlanningHandling Conflict with ConfidenceCommunicating and InfluencingUnderstanding Your Brand And Your BusinessManagement and Team Development - Option 1Management and Team Development - Option 2People and Team ManagementPersonal Efficiency amp Managing MeetingsFacilitation SkillsCoaching SkillsChange ManagementStrategic ManagementStrategic Development Thinking Planning Management and Leadership Skills WorkshopNegotiating Skills for LawyersHandling Written and Telephone Complaints Training CourseTime Management Skills for Finance ProfessionalsSales amp Presentation Skills TrainingRisk Management Strategies for Insurance Businesses in the new Regulatory Environment of Solvency II

Corporate Membership Scheme

Our Corporate Membership Schemes are not valid on any courses held on an in-house basis and are in line with our standard Terms amp Conditions

If you would like to enquire about one of our Corporate Membership Schemes then please call or email us for more information

Email enquiriesrtlimitedcouk Tel +44 (0) 20 7387 4484

Our Corporate Membership Scheme gives clients the benefit of discounted course places with absolutely no

restrictions

Clients pay an annual subscription fee of pound595 + VAT to receive 20 discount on all public course and conference

bookings irrespective of the numbers booked

You Corporate Membership Scheme can be used once payment is received and will be valid for one year


To book this course or find out more please click the ldquoBookrdquo button

Course Content

Persuasion Negotiation amp Presentation SkillsDate 13-15 Mar 2018 10-12 Sep 2018

Location London Standard Price pound1395 + VAT Membership Price pound1116 + VAT

BOOK NOW

Course Overview

Day 1 ndash The Art amp Skill of Persuasion ndash A Workshop for Finance Professionals

Understanding Persuasion What makes a successful persuader The qualities of a successful persuader Influencing and persuading not manipula-

tion Defining persuasion and influence Principles of effective influencing Self- Belief Confidence amp Assertiveness What do we mean by push and pull styles

of persuasion

The psychology of persuasion ndash the basics

Exercise Persuading members of the group to do business with you in just one minute

Preparing to persuade Building Trust ldquoMocking Birdrdquo Theory Non verbal communication Building Trust and rapport Finding out what others want or need - listen-

ing and questioning Perception ndash how you perceive situations and

how others may perceive you

A bespoke solution for professionals at all levels of their career This three day seminar covers all aspects of those seemingly difficult soft skills which we all wish we found easier and yet for some of us are at best daunting and at worst terrifying ndash especially presentations The truth is everybody can and is able to master all of these skills ndash it is merely a question of confidence technique and practice hard work and more hard work The ldquonaturalsrdquo make it look easy because in reality they work hard behind the scenes and have practised over and over

This course can be taken as a three day session or as simply one or two separate days depending on which skill set delegates feel need to be honed Each day is a stand-alone session but the object is to build a complete tool set hence the recommended full 3 days The three sessions areDay 1 ndash The Art of Skill amp PersuasionDay 2 ndash Negotiation Skills for Finance ProfessionalsDay 3 ndash Presentation Skills for Finance Professionals

Day 1 ndash The Art of skill amp Persuasion - The first day has been designed to meet the needs of finance professionals who need to build relationships within their organisation in order to get colleagues on side and for those in a sales or account management role who are dealing with potentially difficult customers or situations

This course will help you bring people around to your way of thinking reducing resistance to new ideas and eliminating conflict You will learn how to build rapport more easily by utilising appropriate communication styles and practice persuasion techniques for dealing with difficult people and situations

Day 2 ndash Negotiation skills for Finance Professionals - The second day will help delegates to become masters at the art of negotiating the ldquowin-winrdquo outcome so often mentioned in selling textbooks It examines the best ways of dealing with customers of all types whilst remaining mindful that the principles of fairness seeking mutual benefit and maintaining a relationship are the keys to a successful outcome Hard selling works sometimes ndash usually only once Negotiated sales generate repeat business and ultimately longer term relationships

Day 3 ndash Presentation Skills for Finance Professionals - The third day will help you to overcome these unwarranted fears and turn you into the competent presenter that is within all of us ndash once we realise it Presentation skills are possessed by everyone no matter how challenging it seems Everyone can present and present well the secret is hard work preparation practice and more hard work The so called ldquomastersrdquo make it look easy because they work very hard behind the scenes to plan the process and have practiced over and over again


Course Content

Advanced Negotiation Issues in MampADate

Location London Standard Price pound + VAT Membership Price pound + VAT

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Course Overview


Persuasion Negotiation amp Presentation SkillsContinued

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Course Content

Exercise Persuading a best friend to lend you their new dream sports car when they secretly think you are a reckless driver

Explore what others want Setting clear objectives on the scope of

selling you wish to embark on Effective questioning techniques Realise the values and motivations of oth-

ers Hone your listening skills and overcome

barriers to active listening The identification of individual lsquofiltersrsquo and

how to overcome these The power of positive thought ndash preparing

for the persuasion discussion

Exercise Getting a car fixed by a lazy and indifferent mechanic at the best price when you are desperate to continue an urgent journey

Communication Style Choose from a range of communication

styles depending upon the situation Learn to respond rather than react Open leading and closed questions The Funnel questioning technique Understanding values and how to persuade

around these Questioning techniques to understand val-

ues and build relationships

Exercise Persuading your boss to allocate the pay and rations pool more fairly than just you and them Overcome resistance Select one of the six levels of assertive-

ness without compromising the values of others

Apply a practical 6-step Influence Model Using FAB to match the needs gathered

from customers Dealing with conflict ndash handling difficult

situations without emotions Presenting your case with impact taking

the values of others into account

Example Getting a colleague to lend you a member of staff who you really need when they know you have a reputation for over resourcing your area

State your case persuasively Presenting at the right stage Adopt strategies that work for you State your case assertively and convincing-

ly Knowing the audience Gathering the content The 108010 rule for structuring the pres-

entation Delivering a presentation

Exercise Picking an object at random in the room persuade the rest of us to buy it from you in a minute or less Handling Objections Identifying frequently encountered objec-

tions The pre-emption of objections Developing appropriate responses

Day 2 - Negotiation Skills for Finance Professionals

The Process of Negotiation The ldquosoftrdquo parts of negotiation Behavioural elements Psychological elements Objectives in negotiation Communication Skills of the Effective Nego-

tiator Assessing information Establishing the parameters What is the ldquowin-winrdquo outcome

Exercise Tell us all in one minute why we should buy your productservice

The ldquoInterestsrdquo Interests The difference between positions and inter-

ests Identifying and prioritising your interests Common mistakes when handling interests When is negotiation a good idea The elements of an effective negotiation

Exercise ldquoClosurerdquo - a deal will not close and expires soon and you have been sent to see the client by the CEO to establish why there are delays Can you get the deal completed by expiry day

The ldquoOptionsrdquo Generating and evaluating possible options Identifying your ideal outcome Common errors when generating options

Exercise ldquoThe Downsizerdquo as a main board director try to persuade two junior department heads to lose some of their people as part of a cost cutting exercise Will you achieve your goal or will your colleagues get their way ndash no losses


Course Content



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Course Overview



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Course Content

Understanding Negotiation Outcomes Evaluate the options Where do you think it will end Is there a ldquowinrdquo or would a compromise be

better Setting clear objectives Being prepared to lose when it makes

sense

Exercise Call at the bank as a business owner to share with them why you are reluctant to sign off a deal they have offered you for a major funding The reasons may not be as straightforward as they seem Can they put your minds at rest or not

The Negotiating Process ndash soft skills Making proposals and giving and receiving

concessions Breaking Deadlock Agreeing a remedy Understanding the negotiatorrsquos role Key stages of the process Giving information Reading signals Making a plan Reviewing assumptions Working through the meetingdiscussion

process Probing in order to develop understanding Reaching agreement

Exercise ldquoMaster of the Universerdquo you are summoned to a meeting with the CEO You are certain this is a long overdue promotion Be prepared to negotiate the best possible terms

Challenges ndash psychological elements Different types of people Behavioural approaches amp body language Deadlocks Standstills amp Concessions Tricks Traps amp Tactics When amp Where to Negotiate ndash Electronic

Media are not ideal

Exercise ldquoThe Presentationrdquo You are asked to present a detailed synopsis of your productservice to clients Will you be able to give them enough detail Course Conclusion Summary Debrief

Day 3 - Presentation Skills for Finance Professionals

The Essentials - The Presenter - You Carrying out the lsquoessential checksrsquo Presenting the lsquorightrsquo image Using your words tone and body language Working with the qualities of your voice Acknowledging and overcoming nerves Using relaxation techniques Using mannerisms and gestures to enhance

impact The qualities of a successful presenter

Exercise A high profile and well known subject will be allocated to each member of the group (can be changed if you donrsquot like your topic) Each member will prepare a 5 minute flip chart presentation to tell us about the topic These will continue one or two at a time between each session The group will be asked to give positive feedback to each presenter

The Essentials ndash The Material ndash What Are You Going to Say Performing a needs analysis Writing the basic outline Researching writing and editing Establishing a clear purpose Using successful information gathering tech-

niques Choosing the best route through your material Identifying the key points Creating strong openings and closings Knowing the pros and cons of different visual

aids Making it big bold and brilliant

Exercise Presentations as above

The Essentials ndash The Audience ndash Who Will You be Saying it To Knowing your audience to develop presenta-

tions that appeal Building rapport Getting and keeping them on your side Working with questions Handling difficult people Understanding group dynamics


Next Step ndash Delivery Methods Basic methods Advanced methods Basic criteria to consider Choose from a range of communication styles

depending upon the situation


Course Content



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Course Overview



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Course Content

Listening and Hearing They arenrsquot the same thing

Asking questions Communicating with power

Example Each delegate will be asked to prepare a presentation based on their own product or service (the delegate to choose) and will be asked to present it to the group The group will give positive feedback after each presentation These will be completed either one or two at a time

Next Step ndash Communication Skills What do we mean by Communication Preparing mentally Physical relaxation techniques Appearing confident in front of the crowd Non-Verbal Communication Skills Body language The signals you send to others Itrsquos not WHAT you say Itrsquos HOW you say it Presenting your case with impact

Exercise Presentations as above Perfecting your skills Make them laugh a little Ask them a question Encouraging discussion Dealing with questions Creating Fantastic Flip Charts Creating Compelling PowerPoint Presenta-

tions WOW your Audience Vibrant Videos and Amazing Audio


Course Content

The Art of Skill amp PersuasionDate 13 Mar 2018 10 Sep 2018


BOOK NOW

Course Overview



of persuasion The psychology of persuasion ndash the basics


Preparing to persuade Building Trust ldquoMocking Birdrdquo Theory Non verbal communication Building Trust and rapport Finding out what others want or need - lis-

tening and questioning Perception ndash how you perceive situations

and how others may perceive you

You will often hear it said by senior colleagues that the key to being an effective influencer is to ask ldquocan you make things happenrdquo and do you possess some ability to persuade people to take certain actions or accept decisions even if theyrsquore controversial It is tempting at times of frustration to say ldquono thatrsquos not merdquo but there are two crucial points to remember Firstly we all get our people skills in arrears and it is only through practice and experience that we improve because we learn by our mistakes Secondly outside of the work environment we all use skill and persuasion highly effectively and without even thinking about it Some of us are naturally better than others but if we actually had no persuasion skills none of us would meet partners raise a family or be able to organize social events So we all have the necessary ldquoxrdquo factor its transferring it into a work environment that seems to be the real barrier for most of us

Many people regard the ldquoart of persuasionrdquo as a difficult skill set to master mdash but it most certainly is not and it doesnrsquot have to be Practice and experience followed by practice and experience are the key

This workshop style course has been designed to meet the needs of professionals who need to build relationships within their organisation in order to get colleagues on side and for those in a sales or account management role who are dealing with potentially difficult customers or situations It will help you bring people around to your way of thinking reducing resistance to new ideas and eliminating conflict You will learn how to build rapport more easily by utilising appropriate communication styles and practise persuasion techniques for dealing with difficult people and situations


Explore what others want Setting clear objectives on the scope of selling

you wish to embark on Effective questioning techniques Realise the values and motivations of others Hone your listening skills and overcome barri-

ers to active listening The identification of individual lsquofiltersrsquo and how

to overcome these The power of positive thought ndash preparing for

the persuasion discussion


Communication Style Choose from a range of communication styles



Course Content



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Course Overview


The Art of Skill amp PersuasionContinued

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Course Content

Learn to respond rather than react Open leading and closed questions The Funnel questioning technique Understanding values and how to persuade













Exercise Picking an object at random in the room persuade the rest of us to buy it from you in a minute or less Handling Objections Identifying frequently encountered ob-

jections The pre-emption of objections Developing appropriate responses


Course Content

Negotiation Skills for Finance ProfessionalsDate 14 Mar 2018 11 Sep 2018


BOOK NOW

Course Overview

Introduction The Process of Negotiation The ldquosoftrdquo parts of negotiation Behavioural elements Psychological elements Objectives in negotiation Communication Skills of the Effective Ne-

gotiator Assessing information Establishing the parameters What is the ldquowin-winrdquo outcome


The ldquoInterestsrdquo Interests The difference between positions and in-

terests Identifying and prioritising your interests Common mistakes when handling interests When is negotiation a good idea The elements of an effective negotiation



All successful people are good at negotiating but to reach this stage most of us find it necessary to practice prepare hone up our skills and learn through experience There is probably no such thing as a natural negotiator even the best negotiators do so by refining their skills and planning important meetings very carefully beforehand There is no doubt that the more prepared you are for a meeting or negotiation the better the outcome and the quicker your skills will improve It is as simple as that

This one day interactive course will help delegates to become masters at the art of negotiating the ldquowin-winrdquo outcome so often mentioned in selling textbooks It examines the best ways of dealing with customers of all types whilst remaining mindful that the principles of fairness seeking mutual benefit and maintaining a relationship are the keys to a successful outcome Hard selling works sometimes ndash usually only once Negotiated sales generate repeat business and ultimately longer term relationships

The course is highly interactive and will contain numerous case studies and examples



better Setting clear objectives Being prepared to lose when it makes sense





Course Content



BOOK NOW

Course Overview


Negotiation Skills for Finance ProfessionalsContinued

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Course Content




Media are not ideal

Exercise ldquoThe Presentationrdquo You are asked to present a detailed synopsis of your productservice to clients Will you be able to give them enough detail

Course Conclusion Summary Debrief


Course Content

Presentation Skills for Finance ProfessionalsDate 15 Mar 2018 12 Sep 2018


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Course Overview

The Essentials - The Presenter - You Carrying out the lsquoessential checksrsquo Presenting the lsquorightrsquo image Using your words tone and body language Working with the qualities of your voice Acknowledging and overcoming nerves Using relaxation techniques Using mannerisms and gestures to en-

hance impact The qualities of a successful presenter


The Essentials ndash The Material ndash What Are You Going to Say Performing a needs analysis Writing the basic outline Researching writing and editing Establishing a clear purpose Using successful information gathering

techniques Choosing the best route through your

material Identifying the key points Creating strong openings and closings Knowing the pros and cons of different

visual aids

Presentation skills are possessed by everyone no matter how challenging it seems Everyone can present and present well the secret is hard work preparation practice and more hard work The so called ldquomastersrdquo make it look easy because they work very hard behind the scenes to plan the process and have practiced over and over again

Ask yourself am I comfortable addressing a group of colleagues in an informal gathering members of a family group many mates in a team friends in a club colleagues in a crowded canteen and the answer will be ldquoyes of courserdquo

Ask you to stand in front of that very same group and address them formally and the answer suddenly changes Why No confidence lack of preparation and the fear of making a fool of yourself Everyone feels this way first time

This course will help you to overcome these unwarranted fears and turn you into the competent presenter that is within all of us ndash once we realise it

Making it big bold and brilliant


The Essentials ndash The Audience ndash Who Will You be Saying it To Knowing your audience to develop pres-

entations that appeal Building rapport Getting and keeping them on your side Working with questions Handling difficult people Understanding group dynamics


Next Step ndash Delivery Methods Basic methods Advanced methods Basic criteria to consider Choose from a range of communication

styles depending upon the situation Listening and Hearing They arenrsquot the

same thing Asking questions Communicating with power



Course Content



BOOK NOW

Course Overview


Presentation Skills for Finance ProfessionalsContinued

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Course Content


Exercise Presentations as above Perfecting your skills Make them laugh a little Ask them a question Encouraging discussion

Dealing with questions Creating Fantastic Flip Charts Creating Compelling PowerPoint Presenta-




Course Content

Report WritingDate 01 Mar 2018 01 Nov 2018


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Course Overview

Session 1 Introduction to Business Reporting What are the key goals What does a report achieve Adding value to the business Making the business more effective Enhancing communication Reporting outcomes Getting things done Recommending changes Suggesting courses of action

Case StudyPractical Example

Session 2 Your Objectives amp The Recipientrsquos Objectives Focus on the recipient What is their style experience purpose and

expectation What is the reports objective What is the recipients knowledge intentions

seniority What is the report meant to achieve Are there any sensitivities What is expected of you as the writer


Session 3 The Report Writing Process Managing the process collecting data stab-

lishing the facts Planning ndash set realistic and attainable timeta-

bles Preparing the structure Brainstorming with others Testing your report ndash read it ldquocoldrdquo Enlist a second and honest reader Drafting - Donrsquot over-elaborate or over-edit Revising ndash is it too wordy


Session 4 The Report Template Commence with - objectives scope state-

ment of problem or remit Executive Summary Report Body Conclusions Recommendations Supporting papers What order is best for the above

Report writing is an essential skill and an invaluable communication tool for both the individual and the business

For the individual the ability to create succinct cogent and effective reports is extremely important and is a pre-requisite skill for all levels of management and supervision

For the business the ability to communicate clearly and effectively both internally and externally contributes hugely to the success of the management of the enterprise at both a macro and micro level

This highly interactive workshop will take delegates through the process of report writing and will concentrate on the key skills needed to create effective business reports as quickly as circumstances dictate It will highlight examples of good practice as well as poor practice and will concentrate on the key requirements for any business report namely a strategic overview an executive summary a list of recommendations andor a set of conclusions together with enough detail ndash but not too much ndash to support the recommended outcome

Learning Objectives Be able to write a sharp business report ( eg commercial financial) for either internal or exter-

nal recipients (know your audience) Be able to identify and justify the key conclusions recommendations Be able to be concise and clear in language (recognise a shorter report is better than a long one) Be able to recognise that the process andor analysis does not need to form part of the report

(remove unnecessary detail) Be able to apply common sense and logic in order to convey what is important and why (only

include what is wanted and needs to be seen)


Course Content



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Course Overview


Report WritingContinued

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Course Content


Session 5 Writing the Report The Report Paradox State the objectives Reader focused structure and style Effective conclusions Recommending solutions Overcoming ldquowriters blockrdquo Annexes Appendices Glossary of Terms

etcCase StudyPractical Example

Session 6 The Executive Summary What is expected What level of detail Good summaries Poor summaries Best practice recommendations


Session 7 Writing Effectively The structure of persuasion How are decisions made time recognition

single issues sensitivities Establishing credibility using credible data

your qualifications the goals of the business Overcoming potential sticking points Saying what you mean but avoiding to much

frankness

Role playcase study

Session 8 Common Pitfalls The review process Grammar and punctuation spelling amp typorsquos Proofreading amp checking techniques Fused and fragmentary sentences Commonly misused words and phrases Irritating buzz words

Role playcase study

END


Course Content

Effective Business Writing for Corporate FinanceDate 06 Mar 2018 19 Sep 2018


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Course DescriptionThis training is focused on acquiring the skills to write an effective business report for Corporate Finance and Mergers amp Acquisitions professionals

Upon completion of this intensive one-day course participants will be able to Understand the key sections of a business report Learn how to juggle with and summarize tons of data Write a powerful straight-to-the point business report Feel more comfortable presenting their findings to a senior audience

Course Overview

Course Methodology

The course will be delivered in a highly interactive participative way involving many activities and exercises thereby ensuring maximum learning and integration of the learning points into the workplace when the participants return to their daily roles

Introduction What are the key skills of business writing Write with the reader in mind Summarising data in a concise manner Structure and organise your report The ldquoso whatrdquo test

Business Reports What are the different types of business

reports in Corporate Finance A Corporate Finance marketing presentation An investment appraisal for a private equity

firm An information memorandum on a potential

target A presentation on financing needs for an

acquisition

Case Study I Several Corporate Finance business reports are presented to participants to identify best practises

Key sectionsbull Executive summarybull Key trendsbull Current situation assessmentbull Analysis of potential solutionskey consid-

erations bull Valuation analysis and financing consider-

ationsbull Conclusion and next steps

Tips for Writing Effective Corporate Finance Reports Report vs essays

bull Focus on the key financing and strategic information through bullet points

bull Each bullet needs to make a point and pro-vide a message

bull Reader often senior management board-level

Planning amp organizing the Corporate Finance reportbull What are the key messages underlying

your MampA or financing storylinebull What are the key sections and sub-sec-

tions Achieving a logical structure and sequence

bull Start with the executive summarybull Use of headings sub-headings sections

subsections and numberingbull Logical connection between ideasbull Focus on topic sentences (first sentence of

each paragraph)bull Sections should lead naturally into the

next The executive summary

bull Consistent with the Corporte Finance anal-ysis being presented

bull Exciting enough to read the detailsbull Should stand on its own even if you hav-

enrsquot read the original reportbull Should define the problem clearly and

present solutions Avoidance of repetition

bull Double-check section and sub-section headers

bull Ask yourself on each sentence is this al-ready mentioned elsewhere

bull Make sure your work is diverse at every level

Cross-referencingbull Consistency in numbers and financial anal-

ysis throughout


Course Content



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Course Overview


Effective Business Writing for Corporate FinanceContinued

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Course Content

bull Source all data amp information providedbull Use consistent format - fonts and color

palette Using an appropriate style of writing

bull Concise relevant accurate descriptive vs analytical etc

bull Word choice sentence fluency and writ-errsquos voice

Use of databull Choose powerful graphs amp tablesbull Balance proportion of charts amp textsbull Data should reinforce the page message

Use of appendicesbull Show completeness and seriousnessbull Graphs and tables of secondary impor-

tancebull Sensitivities on key results amp analysisbull Listing of all sources

Use of drafts Report writing with multiple authors

Case Study II Overview of well-written vs badly written reports practice of writing sections of a business report

Final Case Study

Participants are split into groups of 3 to 4 professionals Participants are asked to write a brief 2-3 pages investment memorandum on a potential business acquisition and related financing

The participants are given numerous analysis and documents regarding a European company including

Business profile Description of the industry and sector out-

look Financial statements and business fore-

casts Financing considerations

Each group will present and defend their findings in front of the classroom A full debriefing on each grouprsquos presentations will then take place


Course Content

Negotiation Skills in MampA TransactionsDate 6 Mar 2018 20 Sep 2018


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Course Overview

Course Description

This course has been developed to provide MampA bankers with the key soft skills to negotiate and close a sell-side or buy-side transaction in a structured and uniformed approach

The trainer will discuss the main negotiation techniques including reciprocity BATNA and trading concessions The participants will then role play in separate groups on an MampA case study with participants playing buyers and sellers During the role play the key clauses of SPA are discussed including the ldquolock-boxrdquo and ldquocompletion accountsrdquo mechanisms representations amp warranties etc

Course Methodology


Negotiation Personalities Typical negotiation roles include

bull The leader is generally the negotiator with the most experience

bull The good guy is the person with whom most of the members of the opposing team will identify

bull The bad guy attempts to make the oppo-sition feel that the agreement could stall any minute

bull The hard liner takes a tough line on everything

bull The sweeper picks up and brings to-gether all the points of view expressed and then puts them forward as a single coherent case

Experienced negotiators know how to switch roles depending on the situation

Negotiation Process All negotiations consciously or uncon-

sciously go through a number of logical steps

Stage 1 preparation and planningbull Objective building and fact finding bull Collecting the evidence (organising the

facts)bull Stakeholder analysis (identifying the key

decision makers) bull Position perception

Stage 2 enquire and test assumptionsbull Build rapport amp create a positive environ-

mentbull Avoid hostility under all circumstances

Stage 3propose

bull Let the other party make the first propos-al

bull Deliver your proposal with little emotion bull Never offer your final position at the start bull Aim high whilst being reasonable

Stage 4 bargainbull Trade concessions rather than just make

concessions bull Avoid ldquoirritatorsrdquo and overly frequent

counter-proposals Stage 5 close

bull Avoid defend-attack spirals bull Provide a ldquofeelings commentaryrdquo bull Avoid ldquoargument dilutionrdquo

MampA Negotiation The ten fundamentals principles to negotia-

tion techniquesbull Set maximum and minimum objectives bull Keep analysing the deal variables bull Always aim highbull Never give a concession ndash always trade itbull Keep the whole relationship in mindbull Know when to walk away from a dealbull Know the negotiation processbull Have a BATNA (Best Alternative To a Ne-

gotiated Agreement)bull Select an effective negotiation strategybull Change your strategy if necessary but

never change your BATNA The six rules of influence reciprocation

scarcity authority commitment liking and consensus

BATNAbull Before the negotiation decide what you

will do if nothing comes of the negotiationbull Unless you have a plan B your anxiety

may reach dangerous levels


Course Content



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Course Overview


Negotiation Skills in MampA TransactionsContinued

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Course Content

bull BATNAs set the threshold in terms of the full set of interests that any acceptable agreement must exceed

bull Both parties doing better than their BATNAs is a necessary condition for an agreement

Zero sum fallacybull Zero-sum fallacy is a situation in which

a participantrsquos gain (or loss) is exactly balanced by the losses (or gains) of the utility of the other participant(s)

Final Case Study - Introduction

The participants are split into two groups a buyer (a multinational company) and a seller (a private equity firm)

The key focus will be on negotiating and executing deals smoothly and correctly to the best interest of the parties while ar-riving at an acceptable solution for both parties

The participants will role-play the MampA ne-gotiation in two rounds

Final Case Study ndash Round I

The seller has been running a competi-tive process and has received non-bind-ing offers from several parties

One of the buyers is trying to obtain an exclusivity and has asked for a meeting with the seller to discuss their bid and the key clauses of the SPA

Final Case Study ndash Round II

The interested buyer has been granted exclusivity and is negotiating the detailed clauses of the SPA includingbull The price adjustment mechanism

locked box vs completion accountbull An earn-out or deferrred payment

structuresbull The potential adjustments to working

capital and capex bull The representation amp warranties and

related indemnitiesbull A pro or anti-sanbagging provisionbull A MAC clause

To book this course or find out more please click the ldquoEnquire Nowrdquo button

Course Content

Stress Management

In House

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Course Overview

The workshop will be tailored to meet the needs of a legal practice

Stress is a condition that is often difficult to recognise until it has actually taken hold In a modern workplace everything can appear to be stressful but clearly some experiences are more stressful than others This one day workshop helps delegates examine the circumstances in which stress can arise and specifically to identify the warning signs at an early stage This will enable the creation of a strategy for dealing with them and in addition will help to manage the sometimes conflicting needs of others

What is Stress Why we feel stress Major stressors The difference between constructive and

destructive stress Symptoms and results of negative stress What stress costs organisations and its

peopleCase StudyExercise to Suit

Stress in the Workplace What contributes to workplace pressures The usual causes The impact of stress on personal perfor-

mance Maintaining an effective worklife balance

Case StudyExercise to Suit

Managing Stress in the Workplace Moving from reactive to proactive Working to priorities when everything is

urgent Managing conflicting demands from more

than one personCase StudyExercise to Suit

Managing Stress Caused by Time Constraints Prioritising Managing your time effectively Managing your ldquoin-trayrdquo Saying No assertively Delegating effectively


Managing Stress Caused by Conflict Managing your own emotions Effectively handling the behaviour of others


Managing Stress In Others Recognising the signs of stress in others Stress as a source of energy ndash turning anxi-

ety into positive feelings Passive aggressive and assertive behaviour Developing self-assertiveness ndash taking

greater control Self-motivation ndash maintaining your motiva-

tionCase StudyExercise to Suit

Dealing With Your Own Stress Self-motivation ndash maintaining your motiva-

tion Cultivating resilience Relaxation techniques Managing conflicting needs more effectively Developing a personal action plan Work life balance Diet exercise relationships leisure


END


Course Content

Interviewing SkillsIn House

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Course Overview


Interviewing skills which by definition include the ability to hold a powerful and skilful conversation have long been recognised as essential to professional success and many a career has stalled faltered or stagnated thanks to a lack of this skill Contrary to urban myth few of us are born with this skill instead most have either practised or learned from mistakes

This workshop has been designed to assist delegates to improve their interviewing skills in general and their conversational skills in particular leading to more effective interviews when working with for and alongside others

Interviewing ndash The Basics Importance of interviewing skills Identifying types of interviews Understanding pre-employment testing Success factors Identifying success factors Defining a job Analysing and defining the culture Success factors


Interviewing ndash The Basics Communication styles Conversational styles The qualities of a successful interviewer

communicator Defining persuasion and influence Self- belief confidence amp assertiveness Communication flow Framing conversations Non-verbal communication Inter-personal skills


Planning amp Preparing The PEACE Model Identifying lead questions Identifying sample lead questions Planning an agenda Customizing an interview Preparing for an interview Preparing the office Ensuring privacy Identifying personality styles


Handling and Conducting the Interviews Handling an interview Identifying types of candidates Understanding the importance of silence Conducting an interview Opening the interview Gathering information

Closing the interview Taking notes


Interviewing ndash The Basics Communication styles


The Outcome Evaluating the interview Identifying types of bias Evaluating a the interviewee Making a decision Follow ups Missing information


Following Up the Interview Following up after an interview Finding the appropriate outcome Identifying steps to follow up Understanding self-evaluation


Interviewing ndash Legal Requirements Understanding and complying with any legal

constraintsCase StudyExercise to Suit

END


Course Content

Business Development Planning In House

ENQUIRE NOW

Course Overview


This workshop covers every aspect of Business Development Planning It is highly interactive concentrates on relationship building and above all reminds delegates to act professionally throughout the sales and business development process The desired outcome is a relationship with transactions rather than a transaction based relationship

Understanding Client Relationships What sort of relationship do you wish to

have with your clients What sort of relationship do they want with

you Matching the two objectives to have a clear

strategyCase StudyExercise to Suit

Setting Objectives for Business Development Setting clear objectives on the scope of de-

velopment you wish to embark on Hunting versus farming Appreciating customer requirements Techniques required for understanding cus-

tomer needs New or existing products Communication style What method of communication works best


The Business Development Process Identifying needs Setting objectives Setting priorities Appreciating customer requirements Presenting tailored solutions Handling objections Negotiating Win Win deals Closing confidently Post call activity Identifying the importance of each stage of

the processCase StudyExercise to Suit

Enhancements Identifying the FAB elements of products Using FAB to match the needs gathered

from customers Enhancing the Sales Presentations Presenting at the right stage Using the customerrsquos own words

Preparation Knowing the target market Gathering the content The 108010 rule for structuring the pres-

entation Achieving a well-structured presentation Delivering a presentation


Handling Potential Objections Identifying frequently encountered objec-

tions The pre-emption of objections Developing appropriate responses Handling Price Objections Selling on value not price WinWin Negotiations Identification of your bottom line Fact-finding to establish points for negotia-

tion Trading concessions Negotiation simulation



Course Content

Handling Conflict with ConfidenceIn House

ENQUIRE NOW

Course Overview

By the end of the course delegates will be able to Understand conflict and its effect on ourselves and others Define assertive and non-assertive behaviours Appreciate the need for self-management before managing others Develop capability in engaging conflict assertively Build confidence through demonstrations and practical simulations

Who is the course for Staff who need to be fully aware of the issues surrounding Conflict and how to deal with it with

bull Their colleaguesbull Their bossesbull Their internal and external customers and stakeholders

FormatThe course will be a highly-interactive combination of

Facilitated Discussions Slide Presentations Exercises and Case Studies

Course Duration

The course duration can be set to meet the clientrsquos needs

Module 1 Understanding Ourselves and Others What makes us behave the way we do How can we understand which parts of this

behaviour is acceptable ndash is required by our role in the business ndash and which parts are not acceptable

How can we ldquoadaptrdquo behaviour to prevent the causes of conflict or to defuse conflict caused by others

What do we mean by Effective Communi-cation in potential and actual conflict situa-tions

Module 2 Emotional Intelligence Emotions and their consequences both in cre-

ating and in dealing with conflict The importance of understanding our ldquoEQrdquo

(as opposed to the more-standard IQ) The five stages of Golemanrsquos Emotional Intel-

ligence modelbull Self-Awarenessbull Self-Managementbull Motivationbull Empathybull Social Skills

Module 3 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 ldquoTrue Rapportrdquo in our

inter-personal relationships

Module 4 Customer and Stakeholder Management Satisfying Stakeholders Stakeholder Analysis internal and external

stakeholders Dealing with conflict in Customer and or

Stakeholder interactions

Module 5 Assertiveness Aggressive v Assertive v Submissive Benefits of Assertive Behaviour

Module 6 Confrontation The Confrontational Model ndash Fierce Conversa-

tions The PRO Model a template for planning and

successfully undertaking Fierce Conversations

Module 7 Handling Conflict What causes conflict The Phases of Conflict Handling

bull Understanding the Conflictbull Understanding your the other personrsquos

position in the conflictbull Resolving the Conflict

Kilmannrsquos Five Conflict-Handling Modes ndash and how to apply them

Bridging the Gap


Course Content

Communicating and InfluencingIn House

ENQUIRE NOW

Course Overview

By the end of the course delegates will be able to

Appreciate the need to manage their own behaviour before they can influence othersrsquo behaviour Understand the strengths and weaknesses of the various communications media available Manage their internal and external customers and stakeholders

Who is the course for Staff who need to be fully aware of the issues surrounding Communicating and Influencing


Format The course will be a highly-interactive combination of

bull Facilitated Discussionsbull Slide Presentationsbull Exercises and bull Case Studies

Course Duration The course duration can be set to meet the clientrsquos needs



Feedback how do others see and relate to us

Module 2 Communication How do we communicate with others What are the advantages disadvantages

of the various communications media What do we mean by Effective Communica-

tion and how do we achieve it Our respective thinking and learning styles

and how they can be applied to our day-to-day work

Module 3 Emotional Intelligence Emotions and their consequences The importance of understanding our ldquoEQrdquo

(as opposed to the more-standard IQ) The five stages of Golemanrsquos Emotional

Intelligence modelbull Self-Awarenessbull Self-Managementbull Motivationbull Empathybull Social Skills

Module 4 Transactional Analysis Why do we act react in a certain way to col-

leagues and customers How can we build rapport with colleagues and

customers What are the benefits of ldquoTrue Rapportrdquo in our


Module 5 Stakeholder Management Satisfying Stakeholders Stakeholder Analysis internal and external

stakeholders

Module 6 Dealing with Change The 9 key change principles The emotional reactions to change Resistance to change ndash and the benefits of

resistance


Course Content

Understanding Your Brand And Your Business In House

ENQUIRE NOW

Course Overview

Objectives

By the end of the workshop attendees will be able to Explain what ldquobrandrdquo is and how they can influence it Understand the process for Change strategies and your companyrsquos position within them Detail the relevant principles underlying any change to a business Realise the importance of Customer Stakeholder relationships in the successful running of

any business Define the financial aspects of a business and of the delegatesrsquo part of that business Determine the important aspects of negotiating to ensure the best possible outcome for their

part of the business

AttendeesThis course is designed for all staff requiring a wider view of their part of the business their specific roles within it and of their involvement in improving its contribution to the organisation as a whole

FormatA combination of Facilitated Discussions Slide Presentations Exercises

Module 1 Understanding ldquoBrandrdquo What is a ldquobrandrdquo What is your companyrsquos brand What can I do to influence the strength of

the my companyrsquos brand

Module 2 Basic Change Strategies The need for a companyrsquos managers con-

stantly to assess the current status of their part of the organisation ndash particularly when compared with its peers and competitors ndash and introduce pro-active (rather than re-active) changes

The ldquoSTARSrdquo model of Change Strategies and Planning

Module 3 Change Management How Why previous change has gone well How Why previous change has not gone

well Lessons to be learned from previous

change initiatives (in your company and elsewhere)

The 9 Change principles ndash and putting them into practice

Lewinrsquos model of Change Implementation The Change Kaleidoscope

Module 4 The Psychological Affects of change How am I feeling now How are my col-

leagues felling now How will I they feel as a change process

unfolds

Module 5 Customer Stakeholder Relationships What is a Customer What is a Stakeholder How can I get the most from each Customer

Stakeholder interaction The Service Profit Chain

Module 6 Financial Aspects of a Business Financial Statements

bull Balance Sheetsbull Profit amp Loss Accounts

Financial Forecastsbull Budgetsbull Cash-Flow Forecastsbull Business Cases

Module 7 Setting Objectives Vision Mission Statements Objective Setting to meet deliver the Mis-

sion Statements Performance Management to exceed the

agreed Objectives

Module 8 Negotiating for Best Results Communication in Negotiation The importance of Effective Presentations Different Negotiating Strategies Comparing Strategies Building Rapport The 3-phase Negotiating Process


Course Content

Management and Team Development ndash Option 1In House

ENQUIRE NOW

Course Overview

Course Objectives

By the end of the course delegates will be able to Explain what Management is Understand and explain the difference between Management and Leadership Analyse Stakeholder Management Define and understand in detail the skills necessary to become successful managers and to

manage successful teams Explain the various management styles that a manager might use and understand their link to

organisational climate factors Define the critical concepts underpinning building high performing teams and managing change Appreciate the need to manage their own behaviour before they can influence othersrsquo behaviour Understand the strengths and weaknesses of the various communications media Understand the importance of customer relationships Explain how to react to different customer behaviours conversations to arrive at the best re-

sult both for the customer and for the company Display greater confidence in their day-to-day interactions with their customers

Who is the course for Staff who are new to management Existing managers who need a refresher in the skills of management

FormatA combination of Facilitated Discussions Slide Presentations Case-Studies and Exercises

Course Duration The clientrsquos selection of modules will dictate the duration for the course which will be most-ben-

eficial to the delegates

Module 1 Management v Leadership What is Management What is Leadership What is the difference between Manage-

ment and Leadership Analysing Leadership Behaviour Analysing the difference Management

Styles ndash and understand when to use them The importance of Communication ndash includ-

ingbull Verbal Communicationbull Vocal Communicationbull Visual Communication

Module 2 Stakeholder Management Who are our Stakeholders How do we manage each type of Stake-

holder Satisfying different Stakeholder types

Module 3 Management Styles v Organisational Climate What Management Styles are available to

be used How should they be used What are the various Organisational Cli-

mate Factors How should they be instilled How to merge Management Styles with

Organisational Climate



Module 5 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


What are the benefits of ldquoTrue Rapportrdquo in our inter-personal relationships

Module 6 Emotional Intelligence Emotions and their consequences The importance of understanding our ldquoEQrdquo (as

opposed to the more-standard IQ) The five stages of Golemanrsquos Emotional Intelli-


Management and Team Development ndash Option 1Continued

ENQUIRE NOW

Course Content

gence modelbull Self-Awarenessbull Self-Managementbull Motivationbull Empathybull Social Skills



and customers What are the benefits of ldquoTrue Rapportrdquo in

our inter-personal relationships

Module 8 Performance Management Goal and Objective setting ndash understanding

what is required from your staff Managing against these objectives ndash under-

standing what success shortfall looks like Recognising (and rectifying) under-perfor-

mance particularly recognising the causes of under-performance (which may be noth-ing to do with the individualrsquos workload)

Feedback the importance of creating and delivering effective feedback

Module 9 Coaching What is Coaching Using the G R O W model for effective

coaching

Module 10 Building a Successful Team What is a Team The stages of Team Development

Module 11 Motivation What is Motivation What motivates us What motivates our staff How do we deal with different levels of Mo-

tivation and different factors of Motivation

Module 12 Delegation What is Delegation The Stages of Delegation

Module 13 Successful Change Management The 9 key change principles The emotional reactions to change Resistance to change ndash and the benefits of

resistance

Module 14 Customer Management People and the Service-Profit Chain Satisfying Customers The Customer Loyalty Curve

Module 15 Planning a Sales Strategy What am I trying to achieve with every cus-

tomer interaction Which Strategies can I use ndash and which

should I not usehellip Recognising the other partyrsquos Strategy ndash

what are they trying to achieve How do I get the very best from each cus-

tomer interaction What do I need to do differently to ensure

that my customers only want to deal with me

Module 16 Selling Skills Understanding the product(s) Spotting a customerrsquos buying signals Contacting customers ndash and dealing with

ldquogatekeepersrdquo Upselling Skills what else do my customers

needhellip Closing the sale what does agreement look

likehellip Negotiating

bull Getting to the right answerbull Walk-away positions (WAPs)bull Inexpensive valuable concessions (IVCs)bull When is not selling anything at all the best

thing to do

Module 17 Handling Conflict with Confidence What causes conflict The 3-step Negotiation Process Assertiveness Confrontation The Phases of Conflict Handling



Kilmannrsquos Five Conflict-Handling Modes ndash and how to apply thembull Competingbull Collaboratingbull Compromisingbull Avoidingbull Accommodating

Bridging the Gap


Course Content


ENQUIRE NOW

Course Overview

Course Objectives

By the end of the course delegates will be able to Understand the different skills required for Managing and for Leading Develop their team in the most-effective way Explain how best to deliver Change in their part of the organisation Manage staff performance better Successfully negotiate their preferred solutions Explain how to deal with the difficult situations they may encounter in the office

Who is the course for Managers and Team Leaders who need to be fully aware of the issues surrounding the manage-

ment and development of their staff (direct and indirect reports)

Format

The course will be a highly-interactive combination of Facilitated Discussions Slide Presentations Exercises and Case Studies


Module 1 Leadership v Management The similarities and differences between

Leadership and Management What makes a Great Leader what makes a Great Manager

Management Styles Organisational Climate Merging Management Styles with Organi-

sational Climate

Module 2 Developing a Successful Team What is a Team The stages of Team Development How can a manager influence the stages

of Team Developmenthellip

Module 3 Performance Management Setting Objectives Managing Individualsrsquo Performance Coaching for Improved Performance Delegation Feedback as a Performance Management

tool

Module 4 Successfully Delivering Change Why Change does (or does not) work The 9 key change principles The emotional reactions to change Resistance to change ndash and the benefits of

resistance






Bridging the Gap


Course Content

People and Team Management In House

ENQUIRE NOW

Course Overview

Course Objectives

By the end of the course delegates will be able to Appreciate the need to manage their own behaviour before they can influence othersrsquo behaviour Understand the strengths and weaknesses of the various communications media available Appreciate how to manage motivate and develop their team members Manage their internal and external customers and stakeholders Explain how to deal with the difficult situations they may encounter in the office

Who is the course for Staff who need to be fully aware of the issues surrounding People and Team Management for

bull Themselvesbull Their colleagues (peers)bull Their bossesbull Their team membersbull Their internal and external customers and stakeholders

FormatThe course will be a highly-interactive combination of Facilitated Discussions Slide Presentations Exercises and Case Studies






the various communications media What do we mean by Effective Communica-



Module 3 Management v Leadership What is Management What is Leadership What is the difference between Management

and Leadership Analysing Leadership Behaviour Analysing the difference Management Styles

ndash and understand when to use them The importance of Communication ndash includ-




ligence modelbull Self-Awarenesbull Self-Managementbull Motivation

bull Empathybull Social Skills






Module 7 Goal and Objective Setting Goal Setting ndash for the company Objective Setting ndash for the staff Drafting and Aligning Objectives Performance Management

Module 8 Stakeholder Management People and the Service-Profit Chain Satisfying Stakeholders Stakeholder Analysis internal and external

stakeholders







Course Content

Personal EfficiencyManaging Meetings

In House

ENQUIRE NOW

Course Overview

By the end of the course delegates will be able to Appreciate the need to manage meetings effectively ndash 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 efficient-

ly to work smarter not harderhellip

Who is the course for Managers Team Leaders and staff members who feel that

bull They are attending too many meetingsbull Their time is being ldquostolenrdquo by other peoplebull They cannot get to the bottom of their dayrsquos work because of a lack of planning foresight or

prioritisation



Module 1 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 nothellip

Module 2 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 pre-paring for meetingsbull Creating a meaningful agenda cover-

ing the objectives for the meeting the subject(s) to be covered and suggested timings

bull Inviting only the right people ndash and nobody else

bull Managing the meeting allowing only relevant contributions (but being care-ful to differentiate between relevant and irrelevant) keeping to the agenda keeping to time

bull Creating outputs not necessarily de-tailed minutes but at least actions points

bull Arranging follow-up meeting(s)

Module 3 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 meet-

ing related to attendees subject matter being discussed and timings

Module 4 Other Personal Efficiency and Time Management Issues Setting Objectives ndash personal and profession-

al ndash and keeping to them Work Prioritisation

bull How do I decide what needs to be donebull How do I prioritise these activities

Employee-Imposed Time are my staff and colleagues working for me or am I working for themhellip

Time Bandits what else steals time away from me and what can I do about itbull E-mailsbull Telephone callsbull Unplanned interruptionsbull Displacement activities procrastinationhellipbull Other thingshellip

Effective Delegationbull Assertiveness seeking a compromise

learning to say ldquonordquo effectively


Course Content

Facilitation Skills

In House

ENQUIRE NOW

Course Overview

Course Objectives

By the end of the course delegates will be able to Define ldquoFacilitationrdquo and explain the difference between Facilitation and Presenting or Training Construct and deliver valuable Facilitation sessions Deal effectively with difficult people in Facilitation sessions those who might not be fully

ldquobought-inrdquo or who are working to a different agenda Understand the need for detailed self-awareness in preparing and delivering a facilitation ses-

sion

Who is the course for Staff who need to be fully prepared to deliver high quality Facilitation sessions

bull For small groups of staff ndash perhaps in arbitrationbull For their teams bull For clientsbull For other audiences internal to the companybull For other audiences external to the company

Format

A combination of Facilitated Discussions Delegate sessions ndash with full feedback


Module 1 Facilitation Skills Delivery of a pre-prepared Facilitation ses-

sion on the delegatersquos chosen subject (but related to their work)

It is expected that this session will be high-ly-interactive and will involve all (or most of) the other delegates

NB The duration of each delegate 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

Module 2 Creating a Facilitation Session The importance of detailed objectives what

am I trying to get from this session Different styles and techniques

bull Facilitator-ledbull Group-ledbull Syndicated exercises ndash to cover more

than one aspect of the work in the same elapsed time

bull The importance of feedback and reviews The importance of the facilitation environ-

ment what underlying messages can we send by using different room layouts

Module 3 Facilitating Discussions Stimulating discussion Controlling discussions Allowing preventing discussions going on

tangents or down blind alleys

Being deliberately provocative to generate a response playing ldquodevilrsquos advocaterdquo

Module 4 Becoming an excellent Facilitator Understanding ourselves and others Understanding our and othersrsquo behaviour Using that understanding to enhance the

quality of the Facilitation Acknowledging ndash and using to best advan-

tage ndash the different levels of knowledge experience skills and personalities within the group

Dealing with difficult people those who do not appear to be ldquobought-inrdquo those who are working to a different agenda those who are being provocative (but in a negative way)

Module 5 Facilitation Skills ndash revisited Delivery of another Facilitation session (after

suitable preparation time)

NB This could be the same session as in Module 1 but revised following the detailed feedback


Module 6 Facilitation Skills ndash revisited If time permits delivery of another Facilita-

tion session (after suitable preparation time) Full one-to-one and group feedback


Course Content

Coaching SkillsIn House

ENQUIRE NOW

Course Overview

By the end of the course delegates will be able to Define ldquoCoachingrdquo and explain in detail the use of Coaching to improve individual and team

performance ndash particularly relating its use to understanding the reasons behind (and rectifying) under-performance

Deliver meaningful Coaching Sessions

Who is the course for Staff who need to be fully prepared to deliver high quality Coaching sessions

bull To individual members of their own staffbull To their teamsbull To individuals who are not directly connected to their own teams but who would value their

independent ndash and non-judgemental - input

Format

A combination of Facilitated Discussions Delegate Coaching sessions ndash with full feedback


Module 1 Define Coaching Ensure clarity on what exactly Coaching is

and how it is used Link ldquoCoachingrdquo as a discipline to improving

individual and team performance (or ana-lysing and rectifying under-performance)

Understand how learning shared can eas-ily be transferred into a ldquocommitment to actionrdquo

Module 2 Coaching models Introduction to the GROW model

bull G = Goal the purpose of the discussion or changes the individual team wishes to make

bull R = Reality an honest assessment of the current situation and the need for change

bull O = Options what can be done to achieve that change what else is there anything elsehellip

bull W = Will is the desire there to see this through or will one of the other factors ndash GRO ndash prevent the achievement of the change how will we measure progress

Consideration of all the factors required inbull Turning vision into realitybull Delivering measurable outcomesbull Making effective decisionsbull Managing the change

Introducing the House of Change under-standing the need sometimes to make

things worse before they can get better

Module 3 Becoming a successful Coach How does a Coach behave What does a Coach do Understanding the need to remain separate

ndash aloof ndash from the detail and only contrib-ute individual comments suggestions at appropriate times

Coaching performance from individuals whose day-to-day work we donrsquot understand

Module 4 The link with Performance Management Objective setting ndash understanding what is

required Managing against these objectives ndash under-



Coaching and Feedback links and differenc-es

Module 5 Coaching in Practice Facilitated sessions of Coaching ndash initially in

a group environment to allow targeted feed-back then in coaching pairs ndash to put into practice the models which have already been discussed


Course Content

Change ManagementIn House

ENQUIRE NOW

Course Overview

Objectives

At the end of this course attendees will be able to Explain the basic Change Strategies that underpin the planning for change in an organisation Understand the use and application of the 9 Change Principles Construct a Change Plan suitable to their part of the business

Who should attendThis course is designed for all staff requiring a wider view of the Change Process to get the best results for their part of the business

Format

A combination of Facilitated Discussions Slide Presentations Exercises and Case Studies

Duration 1-day or 2-days depending on client requirements

Module 1 Basic Change Strategies

How do we decide where the business is now

Once that decision is made we can begin planning for change which will involvebull Planning to Attack challenging the com-

petitionbull Planning to Defend protecting our cur-

rent position

Module 2 The 9 Change Principles in detail

Compelling Reason for Change Clear Vision and Objectives Context for Change Momentum Stakeholder Engagement Alignment Embedding Change Great Sponsorship Emotional Responses to Change

Module 3 Resistance to Change Why do people resist change What are the potential benefits of resisting

change

Module 4 Team Development through a Change Process

What are the challenges to teams in change environments

What are the potential benefits of resisting change

Module 5 Handling Conflict What should we do when change goes

wrong How do we deal with conflict in the change

process

Module 6 Action Planning Creation of a implementable Change Plan for

a part of the business


Course Content

Strategic Management

In-House

ENQUIRE NOW

Course Overview

By the end of the course delegates will be able to Define issues underpinning successful strategic leadership and the link to a strong organisa-

tional climate Describe a range of strategic business models and their potential implications for their own

business Define the critical concepts underpinning building high performing teams and managing

change Define and use key financial measures of strategic success

Who is the course for Senior Managers who need an insight into the issues of Strategic Management and its appli-

cation

FormatA combination of Facilitated Discussions Slide Presentations Case-Studies and Examples

Module 1 What is Strategic Management What are the Vision values mission

statement for your organisation Role Clarity what can you contribute A fresh look at Strategy and Competitive

Advantage

Module 2 Strategic Tools and a Strategic Planning Framework A SWOT analysis for your company de-

partment

Module 3 Financial Performance Understanding Key Financial Statements

Module 4 Management Styles v Organisational Climate Management v Leadership What Management Styles are available to


mate Factors How should they be in-stilled

How to merge Management Styles with Organisational Climate

Module 5 Successful Change Management Understanding and using the key

Change Management Principles

Module 6 Creating High-Performing Teams The crucial importance of the stag-

es of Team Development in creating High-Performing Teams


Strategic Development Thinking Planning Management and Leadership Skills Workshop

In-House

ENQUIRE NOW

Course Overview

This 5-day course will help delegates develop their strategic thinking planning and management skills including the tactical and operational requirements for successful implementation in a banking environment The course will deal with the tough issues of conflict management managing change what makes a good leader and how to motivate a team Using interactive case studies as well as sector examples delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use

The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment Amongst others the programme will also provide insight on leadership best practices and behaviours that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution

Learning ObjectivesAfter attending this course delegates will be able to

Describe the main problems that are faced by a large bank Explain the various approaches to organisational development planning Analyse the current business environment and influences affecting the organisation Analyse resources within and external to the organisation Explain the various approaches to managing strategy and it place in the business plan Evaluate the alternative development strategies so as to recommend the one(s) most suit-

ed to the needs of the firm Apply a deeper understanding of strategic development plans Discuss objectively the risks benefits and costs that accompany the implementation of the

new strategy including managing conflict in a team Define approaches to managing the identified risks Analyse the potential impacts on his or her firm (both positive and negative) that will re-

sult from implementing the new strategy Design policies systems and processes to successfully implement the emergent strategic

plans Cover the key steps in change management

Who Should Attend ProductService Managers Newly appointed as well as established Managers and Team Leaders Heads of Operations Senior Bank Managers Human Resource Managers Operations Managers Marketing Managers

MethodologyThe course consists of facilitated workshops supplemented by case studies drawn from a combination of published real life examples andor practical experience There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisationsdepartments Open forum discussions will also be a key element



Continued ENQUIRE NOW

Course Content

Multiple Choice Exam ndash 25 Questions

Session 1 Strategic Thinking The meaning of lsquoStrategicrsquo Three Core areas of Corporate Strategy Process Content Context Process linking the three core areas

Session 2 The Challenges of Leadership Management amp leadership Leadership theories Expectations of leaders and their staff Identifying leadership traits What makes a good leader Inspiration impact and charisma in leader-

ship versus the ldquolonerrdquo Transformational leadership

Case StudyExercise

Session 3 Establishing a Vision lsquoMissionrsquo Vs lsquoVisionrsquo Why strategic plans fail and how to avoid

failure Agreeing a Robust Vision The Need for Clarity and Measurability Getting Buy-in to the Vision

Case StudyExercise Session 4 Becoming Strategic lsquoStrategic planning amp thinking Developing techniques to think strategical-

ly Communication Identifying critical skills needed to succeed

Case studyExercise

Major Case Study Workshop Delegates will be asked in small groups to agree a plan to launch a new bank or bank strategy after carrying out analysis of Current Business Environment and Influences The plan should assess resources Current Business Environment and Influences against the vision

Session 5 Analysing the Current Business Environment and Influences External Environments The General Environment What are the Key Influences Impacting Business ProductService Cycles Customer Analysis

Case StudyExercise

Session 6 Analysis of Resources Analysing the Organisation The holistic approach Silo Issues Cross Organisational Assessment Assessment

ӹFinancial Human Resources Operations Systems Style

Case StudyExercise

Session 7 Motivation amp Change Management Motivational theory Practical motivation Money as a motivator Change agents Resistance to change The DREC curve Approaches to change management

Case StudyExercise

Session 8 Establishing the Strategy Turning lsquoVision into Realityrsquo Creation of Strategic Movement Developing Strategic Options Strategy Implications

ӹ Identifying the Stakeholders ӹCross Organisational Buy-in ӹPotential conflict areas ӹCountering Objections

Case StudyExercise

Session 9 Projects and Measures of Success New Projects Vs Business as Usual The need for KPMrsquos Measurement approaches Using the Scorecard Approach Key business drivers and traceability Hard amp Soft Measures Establishing a metrics framework Project Tracking Risk reporting

Case StudyExercise

Session 10 The Implementation Process Resource allocation strategic planning and

control Planning tools Objectives Tasks Communications Resource Allocation Resource characteristics Building the team Projects Vs lsquoBusiness as Usualrsquo

Case StudyExercise




Course Content

Session 11 Managing the Strategic Change including Conflict Management The need for conflict ndash is it healthy Conflict as a problem The causes of conflict Managing mitigating andor avoiding con-

flict The impact of the change and managing

the effects Selling the benefits of change to the organ-

isation Minimising the downside Keeping the plan on track

Case StudyExercise

Session 12 Assessing Your Team Preparatory work Personnel files Work Records Other colleagues Meetings Discussion groups amp Forums

Case StudyExercise Two delegates will role play managerteam member at an initial encounter Group will de-brief in friendly manner and discuss

Session 13 Dealing With people Management styles Behavioural styles Bank cultural style Bank and management policy style Your personal style Meetings One to one encounters Overcoming resistance Dealing with your own bosses Selling issues and challenges to your team

Case StudyExercise Your boss wants you to re-allocate some responsibilities ~the staff concerned will not like it ndash they are nervous of change How will you handle this

Session 14 Communication Skills Different styles CorporateManagement style Oral written electronic Encouraging two way communication Encouraging esprit de corps Using ldquoTop downrdquo directives Dealing with resistance Case StudyExercise Your predecessor

held weekly team meetings but chose not to chair them selecting a senior employee instead Do you agree with this Would you change it If so how

Session 15 Management styles

Textbook definitions Your preferred style Your institutions style your bossrsquos Style What works best for your department What works best for the team

Case StudyExercise Do you think the collegiate style of management favoured by most management gurus is the best Session 16 The Role of a Manager The move from Team member to Supervisor The role in ensuring my Team achieves

Team goals Ensuring the Team continuously improves Managing the whole role ndash time manage-

ment amp effective goal setting Leadership lsquoPresencersquo ndash looking like the

Leader The Influence of Supervisor Behaviour ndash on

the Team on each Team Member The focus of the effective Supervisor

Case Study You have been promoted ahead of a colleague and friend who is obviously disappointed How should you handle this

Session 17 Managing Problems Dealing informally semi formally and for-

mally Methods of problem solving Enlisting help and guidance Resolution Referral

Case StudyExercise Your staff are not performing because there is too much work Your boss disagrees and tells you to manage How do you handle this seemingly impossible brief

Session 18 Motivation Basic motivating factors Creating the right environment Carrotstick approach Nurturing Patronage

Case StudyExercise How would you persuade your team to work on a weekend without extra reward

Session 19 Delegation The art of delegation When to delegate Supervising Avoiding overkill Monitoring What is trade finance




Course Content

Session 20 Conflict amp Resolution Main causes Resolution methods Involving management Dealing with challenges to your authority Formal procedures

Case Study You ask a junior to carry out a task They say they are too busy but you insist They say no again publicly How should you handle this direct challenge to your authority Session 21 Staff appraisals Importance Objective Remuneration considerations Appraisal Encouragement and guidance Dealing with weaknesses

Case Study You have been asked to select one person for promotion from two candidates and to tell both the outcome How do you handle the unsuccessful individual

Review of the courseReview of delegates objectivesEvaluation


Course Content

Negotiation Skills for Lawyers In-House

ENQUIRE NOW

Course Overview

Lawyers negotiate all day regardless of whether they are involved in a formal negotiation In fact we all negotiate in both our professional and personal lives that is the nature of social interaction

However legal negotiation is a unique creature Lawyers act as agents not principals in negotiations requiring a specific skill set Both law firms and in-house counsel canrsquot afford not to impress their clients with their negotiating expertise Understanding the skills required for a legal negotiation requires an in-depth understanding of our role in the process

What is our role as lawyers Clients donrsquot just want us to lsquotranslatersquo an agreed commercial position into legal documentationhellip our legal expertise is a given In addition they expect us to understand their underlying motives their business environment the short and long-term consequences of any one deal their relationships with the other parties when to revert to them (and when not to)hellip the list goes on and provides the backdrop to how negotiations should be conducted

Legal negotiations also differ in that they are contentious or non-contentious In contentious negotiations the outcome is not completely within the negotiating partiesrsquo control as the lawyers must bear in mind the court process and the courtrsquos likely attitude to how negotiations have been conducted In transactional matters there is more potential for the parties to have shared interests There is also greater scope in non-contentious discussions to change the negotiating party The seller of a business could in theory find another purchaser

Due to the multiple business stakeholders involved in a transaction it is also often a challenge to discover who is really driving the transaction terms Does the board of directors have a different perception to the one director you receive instructions from on a daily basis Is the procurement department adversely affecting this negotiation in the interests of consistency A lawyerrsquos role involves mediating between these stakeholders and assessing the nuanced motives of the other sidersquos stakeholders Clients expect lawyers to be holistic and cognisant of the need to bring other stakeholders along in the process

This one day course run by an ex-corporate finance solicitor directly addresses the issues at the core of legal negotiation by asking delegates to consider 3 central questions

Who are the people involved What are the problems (and how do we solve them) How do I effectively prepare

Part 1 (Understanding People Human Dynamics)

This focuses on understanding your own effectiveness as a negotiator assessing your clientrsquos needs and trying to get to the heart of your opponentrsquos motivationsParticipants will consider the myriad of stakeholdersrsquo interests (for

example commercial lead procurement IT line management board of directors

other workstreamshellip) the specific challenges for internal and ex-

ternal counsel how to manage internal conflicts

bull who is the lsquotruersquo client bull do you need to facilitate clearer internal

agreement the role of lawyer as project manager the role that Procurement have to play

bull recognition that they may have their own agenda (and have their own performance metrics)


Course Content



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Course Overview


Negotiation Skills for LawyersContinued

ENQUIRE NOW

Course Content

bull recognition that the procurement agen-da might not be entirely aligned with your other client stakeholders

the importance of a communication strat-egybull how are you going to communicate the

right amount of detail to the right peo-ple at the right time through appropri-ate channels

bull striking a balance between lengthy de-bate and alienating stakeholders

In terms of individual skills it is well recognised within the learning and development industry and social science that skills are learnt through practice and self-evaluation

To that end participants will evaluate their own and othersrsquo negotiating

experiences analyse attitudes styles and personalities

within negotiation consider essential verbal and non-verbal

communication skills practice listening and questioning tech-

niques consider the differences between and

challenges inherent in different types of negotiation settingbull telephone bull emailbull face-to-face

assess how and why tactics and gambits are being employed by opponents

consider how to deal with difficulties such asbull difficult peoplebull emotive subject matterbull deadlock

Part 2 (Solving Problems)

Recognising that the issues to be decided upon should be separated from the personalities involved is the first step Next comes working out possible solutions to the issues at hand and being prepared to adapt to changes and new information

Participants will discuss positional and principled nego-

tiation theories (Fisher amp Uryrsquos Getting To Yes and Getting Past No the Harvard Negotiation Project and Dr C Karass amongst others)

explore how to find mutually satisfactory

solutions or if this is not possible explore how to create persuasive arguments which will influence stakeholders

develop lateral thinking skills

Part 3 (Preparing to Negotiate)

Abraham Lincoln once said ldquoif I had eight hours to chop down a tree Irsquod spend six sharpening my axerdquo Part 3 emphasises the importance of effective preparation for effective negotiation

In teams participants will consider the importance of factoring in time

to develop strategies with the client(s) recognise that decisions often need to be

made in real time in negotiations what are you empowered to agree

prepare for a negotiation using a detailed legal scenario and preparation grid

Identifybull ZoPAsbull BATNAsbull walkawaysbull underlying interests

develop legal and negotiation strategies practice negotiation reflect on the effectiveness of the strategies

employed


Course Content

Handling Written amp Telephone ComplaintsIn-House

ENQUIRE NOW

Course Overview

This course will provide participants with the key skills abilities and confidence required to improve their handling of customer complaints both verbal and written with the goal of reaching a satisfactory solution that increases customer retention and loyalty

The emphasis will be on practical issues with plenty of examples during the course Delegates will encouraged to take part to get as much from the workshop as possible

By the end of this complaint handling training course participants will

How to telephone complaining customers with confidence

How to discuss complaints clearly and di-rectly

Demonstrate through their language that they lsquocarersquo about customers

Learn how to influencenegotiate with the customer towards a mutually acceptable outcome

Learn how to develop reasoned arguments supporting their offers of compensation

How to avoid quoting too many processes and procedures

Have the written skills needed to build rap-port with the complaining customer

Know how to demonstrate empathy whilst maintaining control of the problem

Be able to close down a complaint Be able to apologise without admitting fault Avoid sounding inflexible and uncaring Learn to be more assertive and avoid being

defensive

Brief refresher on Handling Complaints Understanding the customers perspective Your experience as a complainer The first reaction How to listen Sounding confident caring amp helpful Building rapport Active listening Gathering amp recording information

ExampleExercise

Key skills ndash Handling complaints The FSA Rules Treating Customers Fairly Modelsystem for handling complaints

Escalation procedures Time limits Diary systems Why do people complain Why it is important to handle complaints

effectivelyExampleExercise

Preparing for the Call Make clear at the outset you are glad the

client is bringing a shortcoming to your attention

Be apologetic and be clear that you want to resolve the complaint amicably and quickly

Establish as many of the facts as you can The importance of body language tone and

manner Be clear about the root complaint Have in mind a likely outcome but be flexi-

ble Let the client talk and talk Getting clear responses Avoid ldquotechno babblerdquo and ldquolegal speakrdquo at

all costs Managing the conversation without making

it obvious Deciding ldquowhat happens nextrdquo Putting things back on a positive track

ExampleExercise

Dealing with a written complaint - First contact Identifying the issues Understanding who you are writing to and

what they need from you How to avoid long replies How to write an effective ldquoholdingrdquo reply Setting a clear objective Explaining clearly what happens next and

when Keep it brief but cover all the issues Communication style ndash always formal


Course Content



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Course Overview


Handling Written amp Telephone ComplaintsContinued

ENQUIRE NOW

Course Content

Manage customer expectationsExampleExercise

Managing the Complaint Own the process Drive the responses clarification and in-

formation processes Keep the client informed Keep an efficient diary system Refer for guidancesecond opinion when

necessary Always consult colleagues about complex

issues Set deadlines and manage them keeping

the client informedExampleExercise

Responding by letter Get the basics right ndash address contact

details salutation Choosing the correct structure tone and

style Standard letters ndash should we ever use

them Make it look good ndash layout and content Keep it brief but deal with all the issues

ExampleExercise

Dealing with anger We are all uncomfortable making com-

plaints Anger is a safety valve ndash it is not directed

at you personally Defusing a difficult situation Gaining the customers respect Gaining the customers understanding Identifying common ground

ExampleExercise

Identifying the best response Techniques to set a clear objective Responding to complaints when you are at

fault Negotiation assertiveness and empathy ndash

a challenging mix Making concessions andor when to stand

firm Tact diplomacy ndash useful phrases Avoiding lengthy responses to questions

which repeat the complaint How to give bad news ndash up front and with

empathyExampleExercise


fault

Negotiation assertiveness and empathy ndash a challenging mix

Making concessions andor when to stand firm

Tact diplomacy ndash useful phrases Always apologise ndash if only for the fact that

the client felt the need to complain When you are not at fault apologise donrsquot

admit fault but avoid point scoring Choosing the right words The right level of formality Use clear simple and concise explanations Test you reply on a colleague first if in doubt Be clear about your authoritypower Making commitments and honouring prom-

ises How to deliver bad news in the least damag-

ing way Closing the file

ExampleExercise

Creating real satisfaction Agreeing a remedy Explaining what can or will be done Improving understanding Anticipating future requirements

The role of the team Responsibilities escalation and referral pro-

cedures Always ldquofour eyesrdquo Review each others work if applicable Support each other Seek a winwin outcome every time Try to identify trends Refer common causes

to management Keep a detailed record of all complaints han-

dled Regards complaints as customer feedback


sourcesCourse Content

Time Management Skills for Finance Profefessionals Inhouse

ENQUIRE NOW

Course Overview

Effective Planning Plan the day well in advance Prepare a To Do List or a ldquoTASK PLANrdquo Jot down the important activities that

need to be done Ensure High Priority work is top of your

list Complete pending tasks one by one Do not begin fresh work unless previous

tasks are complete Finish the tasks within the stipulated time

frameCase StudyDiscussion Point

Setting Goals and Objectives The importance of targeting Set realistic goals amp targets Prioritise these Decide who to disappoint Who can you afford to upset least Set realistic targets Ensure you achieve them Review missed objectives

Case StudyDiscussion Point

Setting Deadlines Setting Deadlines for yourself Be self-motivated Do not wait for guidance on every occa-

sion Take ownership of the work Allocate realistic timescales Use a planner to chase monitor and po-

lice deadlinesCase StudyDiscussion Point

Delegation of Responsibilities Learn to say ldquoNOrdquo at workplace Donrsquot do everything on your own Donrsquot accept a difficult task without re-

Seek assistancesupport from colleagues Evaluate the options


Prioritising Tasks Define importance and urgency Frantic desperate or just plain urgent Distinguish the genuinely important and the

genuinely urgent What can be done in your dayweektime Set deadlines for the urgent and important Manage expectations Make proposals Give amp Receive concessions


Right Time on Right Activity Develop the habit of doing the right thing at

the right time Work done at the wrong time is not of much

use Donrsquot waste a complete day on something

which can be done in an hour Allocate ldquoyourdquo space Beware playpen projects Donrsquot butterfly


Putting it All Together Always be Organized ndash No untidy desk file

documents away Donrsquot misuse time ndash too much Be Focussed as often as possible Develop the habit of using planners organ-

izers table top calendars Set reminders on phones or personal com-

puters Manage yourself your work your in-tray Manage all expectations including your own

Time management skills are vital in business life as there are always more issues to deal with than time available How many people allow their in-trays to manage them Do they also fail completely to prioritise What is Time Management

Time Management refers to managing time effectively so that the right time is allocated to the right activity

Effective time management allows individuals to assign specific time slots to activities as per their importance

Time Management refers to making the best use of time as time is always limited

This one day interactive course will help delegates to become masters at the art of time management At the conclusion of the course delegates will know how to be certain that scarce resources are always allocated to where they will generate the best dividend This includes the allocation of time



Sales amp Presentation Skills Training

Inhouse

ENQUIRE NOW

Course Overview

This is a 2-day intensive interactive training programme focusing on the communication aspects of the client relationship The guiding principal is the notion that when you have a good relationship with a client you can sell anything the client wants

To do so you must excel in the skill of creating great relationships with intent Uncover and identify all the client needs And meet these needs beyond the clientrsquos expectation

On this course you will learn how to create magical relationships easily and effortlessly

We then progress into the sales process to ensure that you will identify all the client dreams so that you can offer the most satisfactory solution This leads to outstanding customer satisfaction

Finally we will show you how to smoothly present the information in a convincing way

The course is experiential and includes many role-plays and presentations

Course levelIntermediateadvanced for practitioners in the financial industry

Requirements No previous knowledge is required Participants are required to have prepared 2 short presentations of about 5 minutes each They

will be asked to present these during the course and will not have time to prepare for it Active participation is expected from all delegates Continuous attendance is mandatory for the learning of all participating delegates

Course ObjectivesIn this course we look at The ingredients of fantastic relationship How we build a magical relationship (also with people we donrsquot immediately like) How to get communication flowing Finding the lsquoright channelrsquo to send and receive information Fine tuning our lsquochannelsrsquo Establishing the real client needs Ensuring we capture all the client needs Expressing suggestions to the client in the way that the client can accept them Finding the psychological sales pattern of the client How to get unstuck in conversation Identifying ways to resolve conflicts with clients How to present information to client in a convincing way

Target Audience Professionals with a minimum of 2 years experience Sales people Front office professionals offering productsservices to institutional investors or high net worth

individuals (debt origination MampA hellip) Relationship managers Private Bankers Managers and Directors selling internally Purchasers Middle office managers bridging the gap Support staff needing to negotiate internally


Course Content

Sales amp Presentation Skills TrainingContinued

ENQUIRE NOW

Course Overview

Day One

Introduction Setting the frame Session outline Introductions Expectations

Background of Communication The model according to Bateson The contribution of NLP

The 5-step sales process 1Establish rapport 2Ask open questions with a SPIN 3Identify a client need 4Link the client need to your productservicesolution 5Close the deal Role Play Establishing the current state Fact finding with w-questions Observing rapport

Fine-tuning our perception Visual What do you really see Auditory What do you hear the other per-

son say Kinaesthetic What sense do you make

Perceptual system Perception through our senses and how we

represent information internally Language clues What do can you extract

from the language used

Eye accessing clues What can you tell from secret eye movements

Specific non-verbal clues What else can you pick up from just being there

Role Play Matching the clients verbal and non-verbal

language

Lunch

Rapport ndash an introduction Establishing a relationship through mirror-

ing and matching Small talk versus rapport talk Pacing and leading Limits

7 Step Process to master rapport 1Quiet the mind 2Observe amp adapt 3Connect energetically 4Step into their reality and adapt 5Gather information 6Influence their state 7Maintain and adjust

Exercise Establishing rapport

Questions and neurological level Open questions (again) and what to con-

sider Adding a SPIN to your questions

bull Situation questions

Business areas and departments that benefit from this training Bonds Equity Fixed Income Foreign Exchange Senior management Insurance Pension fund managers Corporate finance Bank lending division Insurance Reinsurance

Training StyleThis is a participative course with demonstrations short lectures observation exercises role plays and presentations to create hands-on experience


Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content

bull Problem questionsbull Implicaton questionsbull Need questions

Combine them with V A K Create a question script so that you can

only win

Role play Using the SPIN Asking for more

Some sneaky stuff Smurfing

Strategies Finding the clients buying strategy Demonstration and exercise

Day Two

Managing your mental state Get yourself into a resourceful state Anchoring

Presentations (I) Video recordings Debriefs


language

Lunch





Questions and neurological level

Open questions (again) and what to con-sider

Adding a SPIN to your questionsbull Situation questionsbull Problem questionsbull Implicaton questionsbull Need questions


only win




Day Two



The structure of your presentation Start Do Close And your plan

Before you start Know your audience Be prepared Get into up-state and keep it

Preparation The who when where why what how The check Future pace

How to start Introductions Mark the space The structure and sequence Mind Maps


Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content

How to lsquodorsquo Select your media Develop the dynamics Dealing with difficult situations Being flexible

How to close Be brief Summarise Make your point Stop

Language skills Deletions Generalisations Distortions Exericises

Presentations (II) Video recordings Debriefs

Close day 2


Course Content

Risk Management Strategies for Insurance Businesses in thenew Regulatory Environment of Solvency II

Inhouse

ENQUIRE NOW

Course Overview

Solvency II is a legislative programme that has introduced harmonised insurance regulatory regimes in Europe and has two key objectives Firstly improved consumer protection by introducing a uniform and enhanced level of policyholder protection It is envisaged that this will give policyholders greater confidence in the products of insurers Secondly modernised supervision by shifting supervisorsrsquo focus from compliance monitoring and capital to evaluating insurersrsquo risk profiles and the quality of their risk management and governance systems

Solvency II has imposed the same three pillars on the insurance market that already apply to the banking industry Pillar 1 covers Financial Requirements Pillar 2 Governance amp Supervision Pillar 3 Reporting amp Disclosure

Delivery StyleThis two day workshop style course will explore and explain the main principles of the new procedures which came into force from January 2016 across Europe It considers the implications of the enhanced prudential regulation of insurers and the greater and more granular application of risk based capital management

Who Should AttendInsurance professionals analysts risk managers regulators bankers and auditors but is also appropriate for a broader audience who wish to gain insight into changing solvency rules for insurance companies The course is targeted at an intermediate level and assumes a basic understanding of insurance business lines and risks as well as accounting

Learning Objectives Understand what Solvency II is and the implications for insurance companies of this new Euro-

pean Commission legislation Understand the key terminology used Understand the regulatory expectations and objectives Describe the component parts - the building blocks of Solvency II Explain the key terminology - the language of Solvency II Explore the key role of the capital model - the Use Test Understand how risk control and governance interacts with capital requirements

Session 1 Introduction ndash understanding the risks Why the need for Solvency II Why has it taken so long to implement What are the business risks of both life and

non-life insurers Non life short-tail vs long-tail lines per-

sonal vs commercial insurance propor-tional vs non-proportional reinsurance

Life products paying on death survival or ill health lump sum vs income benefits

Investment bases for life contracts unit-linked with profits guaranteed inter-est-sensitive

Financial risk poor quality and quantity of capital and liquidity risk

Total financial resources expected vs unex-pected losses

Internal vs external factors amp Contagion risk

Case StudyExercise

Session 2 Signs of Distress Common themes Troubled insurance companies Growth challenges Over concentration Volatile markets Asset and liability mismatches Excessive investment risk How does Solvency II address these


Course Content



BOOK NOW

Course Overview


Enquire Now

Course Content

Case StudyExercise

Session 3 Solvency II Existing solvency regulation Pillars 12 amp 3 Technical provisions

Key liabilities Discounting liabilities Uncer-tainty ldquoMatching adsustmentrdquo Investment guarantees amp discretionary ben-efits in life contracts Market consistent liabilities amp risk margin hedgeable versus non hedgeable risks

Eligible capital

Case StudyExercise

Session 4 Solvency II Structure Role of the 3 Pillars MCR ndash Minimum Capital Requirements SCR - Solvency Capital Requirement Differences between MCR amp SCR Internal models Factor based approach Correlated and non-correlated risks Confidence levels and time horizon Proportionality

Case StudyExercise

Session 5 Solvency II - Capital Eligible capital Types of capital shareholder regulatory and

economic Quality of capital financial leverage double

leverage intangible vs tangible net worth dependence on hybrid capital fundability of capital

SCR Solvency Capital Requirement Basic Own Funds Ancillary Own Funds

Case StudyExercise

Session 6 Solvency II ndash Liquidity Risk Sources of liquidity Impacts on liquidity ndash potential drains Liquidity management Product design and liquidity Liquidity and financial transactions Life policy persistency

Case StudyExercise

Session 7 Solvency II ndash Underwriting and Reserving Risks Data challenges Competitive pressures Economic factors disasters and catastro-

phes Catastrophe Bonds amp ISPVrsquos

Risk Management Strategies for Insurance Businesses in the-new Regulatory Environment of Solvency II

Continued

Ceded re-insurance - Litigation risks

Case StudyExercise

Session 8 Solvency II - Investment risk - market credit and interest rate risk Key challenges with assets and liabilities Emerging market difficulties ndash appropriate

assets may be scarce or illiquid Investment performance versus contractual

obligations Policies with options Issuer and sector exposure risks Market risk measurement ndash asset valuation

challenges Investment and counterparty risks under

Pillar 1 Loss absorbancy Derivatives in risk mitigation

Case StudyExercise

Session 9 Operational risk Failures in people processes systems and

external events Impact and frequency Op risk heat map Key insurance op risks Factor-based operational risk charges under

Pillar 1

Case StudyExercise

Session 10 Risk Management Improving corporate governanceamp internal

risk management The concept of group supervision Combatting contagion risk Risk responsibilities and processes for man-

aging investment underwriting and counter-party risks

ERM Strategy amp Ownership The ldquotone from the toprdquo amp The three lines of defence model Warning signs of weak management The importance of integrity ndash especially the

lack of it

Case StudyExercise

Session11 Pillar 2 Requirements Own Risk Solvency Assessment Risk Appetite Risk identification and assessment Risk measurement Risk reporting Risk and business strategy


Course Content



BOOK NOW

Course Overview



Course Content

Risk Management Strategies for Insurance Businesses in the new Regulatory environment of Solvency II

Stress testing Governance structure Supervisory reviews Capital add ons

Case StudyExercise

Session 12 Group Issues Supervision of groups Treatment of non EU operations as a guide Contagion risk Correlation of ancillary businesses Group supervisor Group support regime Solvency II equivalence

Case StudyExercise

Session 13 Pillar 3 Disclosure Public disclosure Solvency amp Financial Condition report Disclosure to regulator Report to supervisors

Course Conclusion amp Wrap Up

Open forum

The specialist in highly technical market-driven banking and corporate finance training


Corporate Membership Scheme

Our Corporate Membership Schemes are not valid on any courses held on an in-house basis and are in line with our standard Terms amp Conditions

If you would like to enquire about one of our Corporate Membership Schemes then please call or email us for more information

Email enquiriesrtlimitedcouk Tel +44 (0) 20 7387 4484

Our Corporate Membership Scheme gives clients the benefit of discounted course places with absolutely no

restrictions

Clients pay an annual subscription fee of pound595 + VAT to receive 20 discount on all public course and conference

bookings irrespective of the numbers booked

You Corporate Membership Scheme can be used once payment is received and will be valid for one year



Course Content



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of persuasion













Course Content



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Course Overview



BOOK NOW

Course Content



































Course Content



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Course Overview



BOOK NOW

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sense







Media are not ideal
















Course Content



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Course Content



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Course Overview





















Course Content



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BOOK NOW

Course Content

















Course Content



BOOK NOW

Course Overview


















Course Content



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BOOK NOW

Course Content




Media are not ideal




Course Content



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visual aids















Course Content



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Course Content



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Course Content



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frankness

Role playcase study


Role playcase study

END


Course Content



BOOK NOW



Course Overview

Course Methodology







acquisition
























ysis throughout


Course Content



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Course Overview



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Course Content










Final Case Study








Course Content



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Course Overview

Course Description



Course Methodology
















Stage 3propose
















Course Content



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Course Overview



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Course Content



















Course Content

Stress Management

In House

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END


Course Content


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Course Overview






















END


Course Content


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Course Overview























Course Content


ENQUIRE NOW

Course Overview






Course Duration

























Bridging the Gap


Course Content


ENQUIRE NOW

Course Overview























stakeholders


resistance


Course Content


ENQUIRE NOW

Course Overview

Objectives


















unfolds








agreed Objectives



Course Content


ENQUIRE NOW

Course Overview

Course Objectives






























ENQUIRE NOW

Course Content












coaching






resistance













thing to do





Bridging the Gap


Course Content


ENQUIRE NOW

Course Overview

Course Objectives




Format






sational Climate




tool


resistance






Bridging the Gap


Course Content


ENQUIRE NOW

Course Overview

Course Objectives




























stakeholders







Course Content


In House

ENQUIRE NOW

Course Overview






prioritisation




























Course Content

Facilitation Skills

In House

ENQUIRE NOW

Course Overview

Course Objectives



sion



Format




























Course Content


ENQUIRE NOW

Course Overview







Format


























Course Content


ENQUIRE NOW

Course Overview

Objectives



Format







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change






process




Course Content


In-House

ENQUIRE NOW

Course Overview






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Advantage


partment












In-House

ENQUIRE NOW

Course Overview














Course Content





Case StudyExercise





Case studyExercise



Case StudyExercise



Case StudyExercise


Case StudyExercise



Case StudyExercise


Case StudyExercise



Case StudyExercise




Course Content





Case StudyExercise
























Course Content






Course Content


ENQUIRE NOW

Course Overview

















Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content





























employed


Course Content


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Course Overview













defensive


ExampleExercise












ExampleExercise





Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content











ExampleExercise




ExampleExercise








fault








ExampleExercise









ENQUIRE NOW

Course Overview


































Inhouse

ENQUIRE NOW

Course Overview














Course Content


ENQUIRE NOW

Course Overview

Day One












language

Lunch











Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content



only win




Day Two




language

Lunch









only win




Day Two








Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content





Close day 2


Course Content


Inhouse

ENQUIRE NOW

Course Overview















Case StudyExercise



Course Content



BOOK NOW

Course Overview


Enquire Now

Course Content

Case StudyExercise



Eligible capital

Case StudyExercise


Case StudyExercise





Case StudyExercise


Case StudyExercise




Continued


Case StudyExercise






Case StudyExercise



Pillar 1

Case StudyExercise





lack of it

Case StudyExercise



Course Content



BOOK NOW

Course Overview



Course Content



Case StudyExercise


Case StudyExercise



Open forum




Course Content



BOOK NOW

Course Overview




of persuasion













Course Content



BOOK NOW

Course Overview



BOOK NOW

Course Content



































Course Content



BOOK NOW

Course Overview



BOOK NOW

Course Content



sense







Media are not ideal
















Course Content



BOOK NOW

Course Overview



BOOK NOW

Course Content








Course Content



BOOK NOW

Course Overview





















Course Content



BOOK NOW

Course Overview



BOOK NOW

Course Content

















Course Content



BOOK NOW

Course Overview


















Course Content



BOOK NOW

Course Overview



BOOK NOW

Course Content




Media are not ideal




Course Content



BOOK NOW

Course Overview







visual aids















Course Content



BOOK NOW

Course Overview



BOOK NOW

Course Content







Course Content



BOOK NOW

Course Overview






















Course Content



BOOK NOW

Course Overview



BOOK NOW

Course Content









frankness

Role playcase study


Role playcase study

END


Course Content



BOOK NOW



Course Overview

Course Methodology







acquisition
























ysis throughout


Course Content



BOOK NOW

Course Overview



BOOK NOW

Course Content










Final Case Study








Course Content



BOOK NOW

Course Overview

Course Description



Course Methodology
















Stage 3propose
















Course Content



BOOK NOW

Course Overview



BOOK NOW

Course Content



















Course Content

Stress Management

In House

ENQUIRE NOW

Course Overview























END


Course Content


ENQUIRE NOW

Course Overview






















END


Course Content


ENQUIRE NOW

Course Overview























Course Content


ENQUIRE NOW

Course Overview






Course Duration

























Bridging the Gap


Course Content


ENQUIRE NOW

Course Overview























stakeholders


resistance


Course Content


ENQUIRE NOW

Course Overview

Objectives


















unfolds








agreed Objectives



Course Content


ENQUIRE NOW

Course Overview

Course Objectives






























ENQUIRE NOW

Course Content












coaching






resistance













thing to do





Bridging the Gap


Course Content


ENQUIRE NOW

Course Overview

Course Objectives




Format






sational Climate




tool


resistance






Bridging the Gap


Course Content


ENQUIRE NOW

Course Overview

Course Objectives




























stakeholders







Course Content


In House

ENQUIRE NOW

Course Overview






prioritisation




























Course Content

Facilitation Skills

In House

ENQUIRE NOW

Course Overview

Course Objectives



sion



Format




























Course Content


ENQUIRE NOW

Course Overview







Format


























Course Content


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Course Overview

Objectives



Format







rent position




change






process




Course Content


In-House

ENQUIRE NOW

Course Overview






cation




Advantage


partment












In-House

ENQUIRE NOW

Course Overview














Course Content





Case StudyExercise





Case studyExercise



Case StudyExercise



Case StudyExercise


Case StudyExercise



Case StudyExercise


Case StudyExercise



Case StudyExercise




Course Content





Case StudyExercise
























Course Content






Course Content


ENQUIRE NOW

Course Overview

















Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content





























employed


Course Content


ENQUIRE NOW

Course Overview













defensive


ExampleExercise












ExampleExercise





Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content











ExampleExercise




ExampleExercise








fault








ExampleExercise









ENQUIRE NOW

Course Overview


































Inhouse

ENQUIRE NOW

Course Overview














Course Content


ENQUIRE NOW

Course Overview

Day One












language

Lunch











Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content



only win




Day Two




language

Lunch









only win




Day Two








Course Content



BOOK NOW

Course Overview



ENQUIRE NOW

Course Content





Close day 2


Course Content


Inhouse

ENQUIRE NOW

Course Overview















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Case StudyExercise





Case StudyExercise


Case StudyExercise




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Case StudyExercise






Case StudyExercise



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Case StudyExercise





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Case StudyExercise



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Case StudyExercise



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Case StudyExercise



Eligible capital

Case StudyExercise


Case StudyExercise





Case StudyExercise


Case StudyExercise




Continued


Case StudyExercise






Case StudyExercise



Pillar 1

Case StudyExercise





lack of it

Case StudyExercise



Course Content



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Course Overview



Course Content



Case StudyExercise


Case StudyExercise



Open forum




Course Content



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Course Overview



Course Content



Case StudyExercise


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