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web: redliffetraining.com email: [email protected] phone: +44 (0)20 7387 4484

Persuasion, Negotiation & Presentation SkillsThe Art and Skill of PersuasionNegotiation Skills CoursePresentation Skills CourseReport Writing Effective Business Writing for Corporate Finance Negotiation Skills in M&A 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 Management Personal Efficiency/Managing Meetings Facilitation SkillsCoaching Skills Change Management

http://redcliffetraining.com/training/featured/soft-skills-course-for-finance-professionals/

http://redcliffetraining.com/training/featured/persuasion-skills-course/

http://redcliffetraining.com/training/featured/negotiation-skills-course-for-finance-professionals/

http://redcliffetraining.com/training/featured/presentation-skills-course-for-finance-professionals/

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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 & Conditions

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

Email: [email protected] 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 £595 + 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 “Book” button

Course Content

Persuasion, Negotiation & Presentation SkillsDate: 13-15 Mar 2018, 10-12 Sep 2018

Location: London Standard Price: £1,395 + VAT Membership Price: £1,116 + VAT

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Course Overview

Day 1 – The Art & Skill of Persuasion – 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 & Assertiveness What do we mean by push and pull styles of

persuasion

The psychology of persuasion – the basics

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

Preparing to persuade Building Trust “Mocking Bird” Theory Non verbal communication Building Trust and rapport Finding out what others want or need - listen-

ing and questioning Perception – 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 – especially presentations. The truth is, everybody can and is able to master all of these skills – it is merely a question of confidence, technique and practice, hard work and more hard work. The “naturals” 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 are:

Day 1 – The Art of Skill & PersuasionDay 2 – Negotiation Skills for Finance ProfessionalsDay 3 – Presentation Skills for Finance Professionals

Day 1 – The Art of skill & 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 – Negotiation skills for Finance Professionals - The second day will help delegates to become masters at the art of negotiating the “win-win” 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 – usually only once. Negotiated sales generate repeat business and ultimately longer term relationships.

Day 3 – 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 – 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 “masters” make it look easy because they work very hard behind the scenes to plan the process and have practiced over and over again.



Persuasion, Negotiation & 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 ‘filters’ and

how to overcome these The power of positive thought – 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 – 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 10/80/10 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

Introduction The Process of Negotiation The “soft” 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 “win-win” outcome

Exercise: Tell us all in one minute why we should buy your product/service

The “Interests” 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: “Closure” - 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 “Options” Generating and evaluating possible options Identifying your ideal outcome Common errors when generating options

Exercise: “The Downsize”, 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.




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Course Content

Will you achieve your goal or will your colleagues get their way – no losses!

Understanding Negotiation Outcomes Evaluate the options Where do you think it will end Is there a “win” 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 – soft skills Making proposals and giving and receiving

concessions Breaking Deadlock Agreeing a remedy Understanding the negotiator’s role Key stages of the process Giving information Reading signals Making a plan. Reviewing assumptions Working through the meeting/discussion

process Probing in order to develop understanding Reaching agreement

Exercise: “Master of the Universe” 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 – psychological elements Different types of people Behavioural approaches & body language Deadlocks, Standstills & Concessions Tricks, Traps & Tactics When & Where to Negotiate – Electronic

Media are not ideal

Exercise: “The Presentation”. You are asked to present a detailed synopsis of your product/service 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 ‘essential checks’ Presenting the ‘right’ 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 don’t 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 – The Material – 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 – The Audience – 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 – Delivery Methods Basic methods Advanced methods Basic criteria to consider Choose from a range of communication styles

depending upon the situation




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Course Content

Listening and Hearing: They aren't 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 – 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 It's not WHAT you say, It's 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 & PersuasionDate: 13 Mar 2018, 10 Sep 2018

Location: London Standard Price: £495 + VAT Membership Price: £396 + VAT

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Course Overview

Understanding Persuasion What makes a successful persuader? The qualities of a successful persuader Influencing and persuading, not ma-

nipulation Defining persuasion and influence Principles of effective influencing Self- Belief, Confidence & Assertiveness What do we mean by push and pull

styles of persuasion The psychology of persuasion – the

basics

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

Preparing to persuade Building Trust “Mocking Bird” Theory Non verbal communication Building Trust and rapport Finding out what others want or need -

listening and questioning Perception – how you perceive situa-

tions 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 “can you make things happen” and do you possess some ability to persuade people to take certain actions or accept decisions, even if they’re controversial. It is tempting at times of frustration to say “no, that’s not me” 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 “x” factor, its transferring it into a work environment that seems to be the real barrier for most of us.

Many people regard the “art of persuasion” as a difficult skill set to master — but it most certainly is not and it doesn’t 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 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. 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.

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 ‘filters’ and

how to overcome these The power of positive thought – 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



The Art of Skill & PersuasionContinued...

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Course Content

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 per-

suade around these Questioning techniques to understand

values 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 Mod-el

Using FAB to match the needs gathered from customers

Dealing with conflict – handling difficult situations without emotions

Presenting your case with impact, tak-ing 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 con-

vincingly.

Knowing the audience Gathering the content The 10/80/10 rule for structuring the

presentation 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

objections. The pre-emption of objections. Developing appropriate responses.



Course Content

Negotiation Skills for Finance ProfessionalsDate: 14 Mar 2018, 11 Sep 2018


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Course Overview

Introduction The Process of Negotiation The “soft” parts of negotiation Behavioural elements Psychological elements Objectives in negotiation Communication Skills of the Effective

Negotiator Assessing information Establishing the parameters What is the “win-win” outcome

Exercise: Tell us all in one minute why we should buy your product/service

The “Interests” Interests The difference between positions and

interests Identifying and prioritising your interests Common mistakes when handling inter-

ests When is negotiation a good idea? The elements of an effective negotiation

Exercise: “Closure” - 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 “Options” Generating and evaluating possible op-

tions

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 “win-win” 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 – 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.

Identifying your ideal outcome Common errors when generating options

Exercise: “The Downsize”, 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 – no losses!

Understanding Negotiation Outcomes Evaluate the options Where do you think it will end Is there a “win” 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 – soft skills Making proposals and giving and receiving

concessions Breaking Deadlock Agreeing a remedy Understanding the negotiator’s role Key stages of the process Giving information Reading signals



Negotiation Skills for Finance ProfessionalsContinued...

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Course Content

Making a plan. Reviewing assumptions Working through the meeting/discussion

process Probing in order to develop understand-

ing Reaching agreement

Exercise: “Master of the Universe” 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 – psychological elements Different types of people Behavioural approaches & body lan-

guage Deadlocks, Standstills & Concessions Tricks, Traps & Tactics When & Where to Negotiate – Electronic

Media are not ideal

Exercise: “The Presentation”. You are asked to present a detailed synopsis of

your product/service 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 ‘essential checks’ Presenting the ‘right’ image Using your words, tone and body lan-

guage 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

Exercise: A high profile and well known subject will be allocated to each member of the group (can be changed if you don’t 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 – The Material – 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

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 “masters” 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 “yes, of course”.

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 – once we realise it.

Knowing the pros and cons of different visual aids

Making it big, bold and brilliant


The Essentials – The Audience – 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 – 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 aren't 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.



Presentation Skills for Finance ProfessionalsContinued...

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Course Content

Next Step – 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 It's not WHAT you say, It's 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

Report WritingDate: 01 Nov 2017


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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 Study/Practical Example

Session 2: Your Objectives & The Recipient’s 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 – set realistic and attainable timeta-

bles Preparing the structure Brainstorming with others Testing your report – read it “cold” Enlist a second and honest reader Drafting - Don’t over-elaborate or over-edit Revising – 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 and/or a set of conclusions together with enough detail – but not too much – to support the recommended outcome.

Learning Objectives: Be able to write a sharp business report ( e.g. 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 and/or 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)



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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 “writers block” Annexes, Appendices, Glossary of Terms

etcCase Study/Practical 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 play/case study

Session 8: Common Pitfalls The review process Grammar and punctuation, spelling & typo’s Proofreading & checking techniques Fused and fragmentary sentences Commonly misused words and phrases Irritating buzz words

Role play/case 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 & 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 “so what?” 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 sections• Executive summary• Key trends• Current situation assessment• Analysis of potential solutions/key consid-

erations • Valuation analysis and financing consider-

ations• Conclusion and next steps

Tips for Writing Effective Corporate Finance Reports Report vs. essays

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

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

• Reader often senior management, board-level

Planning & organizing the Corporate Finance report• What are the key messages underlying

your M&A or financing storyline• What are the key sections and sub-sec-

tions? Achieving a logical structure and sequence

• Start with the executive summary• Use of headings, sub-headings, sections,

subsections and numbering• Logical connection between ideas• Focus on topic sentences (first sentence of

each paragraph)• Sections should lead naturally into the

next The executive summary

• Consistent with the Corporte Finance anal-ysis being presented

• Exciting enough to read the details• Should stand on its own even if you hav-

en’t read the original report• Should define the problem clearly and

present solutions Avoidance of repetition

• Double-check section and sub-section headers

• Ask yourself on each sentence: is this al-ready mentioned elsewhere?

• Make sure your work is diverse at every level

Cross-referencing• Consistency in numbers and financial anal-

ysis throughout

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Course Content

• Source all data & information provided• Use consistent format - fonts and color

palette Using an appropriate style of writing

• Concise, relevant accurate, descriptive vs. analytical etc

• Word choice, sentence fluency, and writ-er’s voice

Use of data• Choose powerful graphs & tables• Balance proportion of charts & texts• Data should reinforce the page message

Use of appendices• Show completeness and seriousness• Graphs and tables of secondary impor-

tance• Sensitivities on key results & analysis• 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 group’s presentations will then take place.



Course Content

Negotiation Skills in M&A TransactionsDate: 6 Mar 2018. 20 Sep 2018


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Course Overview

Course Description

This course has been developed to provide M&A 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 M&A case study with participants playing buyers and sellers. During the role play, the key clauses of SPA are discussed including the “lock-box” and “completion accounts” mechanisms, representations & warranties, etc.

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.

Negotiation Personalities Typical negotiation roles include:

• The leader is generally the negotiator with the most experience

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

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

• The hard liner takes a tough line on everything

• 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 planning• Objective building and fact finding • Collecting the evidence (organising the

facts)• Stakeholder analysis (identifying the key

decision makers) • Position perception

Stage 2: enquire and test assumptions• Build rapport & create a positive environ-

ment• Avoid hostility under all circumstances

Stage 3:propose

• Let the other party make the first propos-al

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

Stage 4: bargain• Trade concessions rather than just make

concessions • Avoid “irritators” and overly frequent

counter-proposals Stage 5: close

• Avoid defend-attack spirals • Provide a “feelings commentary” • Avoid “argument dilution”

M&A Negotiation The ten fundamentals principles to negotia-

tion techniques• Set maximum and minimum objectives • Keep analysing the deal variables • Always aim high• Never give a concession – always trade it• Keep the whole relationship in mind• Know when to walk away from a deal• Know the negotiation process• Have a BATNA (Best Alternative To a Ne-

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

never change your BATNA The six rules of influence: reciprocation,

scarcity, authority, commitment, liking and consensus

BATNA• Before the negotiation, decide what you

will do if nothing comes of the negotiation• Unless you have a plan B, your anxiety

may reach dangerous levels



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Course Content

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

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

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

a participant’s 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 M&A ne-gotiation in two rounds

Final Case Study – 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 – Round II

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

locked box vs. completion account• An earn-out or deferrred payment

structures• The potential adjustments to working

capital and capex • The representation & warranties and

related indemnities• A pro or anti-sanbagging provision• A MAC clause


To book this course or find out more, please click the “Enquire Now” 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 Study/Exercise 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 work/life balance

Case Study/Exercise 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 Study/Exercise to Suit

Managing Stress Caused by Time Constraints Prioritising Managing your time effectively Managing your “in-tray” 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 – turning anxi-

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

greater control Self-motivation – maintaining your motiva-

tionCase Study/Exercise to Suit

Dealing With Your Own Stress Self-motivation – 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

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/stress-management/


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 – 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 – The Basics Communication styles Conversational styles The qualities of a successful interviewer/

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


Planning & 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 – 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 – Legal Requirements Understanding and complying with any legal

constraintsCase Study/Exercise to Suit

END

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/interviewing-skills/


Course Content

Business Development Planning In House

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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 Study/Exercise 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 process.Case Study/Exercise 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 customer’s own words.

Preparation Knowing the target market Gathering the content The 10/80/10 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 Win/Win Negotiations Identification of your bottom line. Fact-finding to establish points for negotia-

tion. Trading concessions. Negotiation simulation


http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/business-development-planning/


Course Content

Handling Conflict with ConfidenceIn House

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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:

• Their colleagues• Their bosses• Their internal and external customers and stakeholders

Format:The 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 client’s 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 – is required by our role in the business – and which parts are not acceptable?

How can we “adapt” 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 “EQ”

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

ligence model:• Self-Awareness• Self-Management• Motivation• Empathy• 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 “True Rapport” 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 – 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

• Understanding the Conflict• Understanding your / the other person’s

position in the conflict• Resolving the Conflict

Kilmann’s Five Conflict-Handling Modes – and how to apply them

Bridging the Gap

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Course Content

Communicating and InfluencingIn House

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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 others’ 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:

• Their colleagues• Their bosses• Their internal and external customers and stakeholders

Format: The 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 client’s 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 “EQ”

(as opposed to the more-standard IQ) The five stages of Goleman’s Emotional

Intelligence model:• Self-Awareness• Self-Management• Motivation• Empathy• 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 “True Rapport” 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 – and the benefits of

resistance

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/communicating-influencing-team-members/


Course Content

Understanding Your Brand And Your Business In House

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Course Overview

Objectives:

By the end of the workshop, attendees will be able to: Explain what “brand” is and how they can influence it Understand the process for Change strategies and your company’s 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 delegates’ part of that business Determine the important aspects of negotiating to ensure the best possible outcome for their

part of the business

Attendees:This 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

Format:A combination of: Facilitated Discussions Slide Presentations Exercises

Module 1: Understanding “Brand” What is a “brand”? What is your company’s brand? What can I do to influence the strength of

the my company’s brand?

Module 2: Basic Change Strategies The need for a company’s managers con-

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

The “STARS” 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 – and putting them into practice

Lewin’s 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:

• Balance Sheets• Profit & Loss Accounts

Financial Forecasts:• Budgets• Cash-Flow Forecasts• 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

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/understanding-brand-business/


Course Content

Management and Team Development – Option 1In House

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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 others’ 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

Format:A combination of: Facilitated Discussions Slide Presentations Case-Studies and Exercises

Course Duration The client’s 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 – and understand when to use them The importance of Communication – includ-

ing:• Verbal Communication• Vocal Communication• 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 “True Rapport” in our inter-personal relationships?

Module 6: Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ” (as

opposed to the more-standard IQ) The five stages of Goleman’s Emotional Intelli-

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/management-team-development-option-1/


Management and Team Development – Option 1Continued...

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Course Content

gence model:• Self-Awareness• Self-Management• Motivation• Empathy• Social Skills

Module 7: 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 “True Rapport” in

our inter-personal relationships?

Module 8: Performance Management Goal and Objective setting – understanding

what is required from your staff Managing against these objectives – 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 individual’s 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 – 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 – and which

should I not use…? Recognising the other party’s Strategy –

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 customer’s buying signals Contacting customers – and dealing with

“gatekeepers” Upselling Skills: what else do my customers

need…? Closing the sale: what does agreement look

like…? Negotiating:

• Getting to the right answer• Walk-away positions (WAPs)• Inexpensive valuable concessions (IVCs)• 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



Kilmann’s Five Conflict-Handling Modes – and how to apply them:• Competing• Collaborating• Compromising• Avoiding• Accommodating

Bridging the Gap



Course Content

Management and Team Development – Option 2In House

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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 Development…?

Module 3: Performance Management Setting Objectives Managing Individuals’ 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 – and the benefits of

resistance

Module 5: Negotiating for Best Results Communication in Negotiation The importance of Effective Presentations Different Negotiating Strategies Comparing Strategies Building Rapport The 3-phase Negotiating Process




Kilmann’s Five Conflict-Handling Modes – and how to apply them

Bridging the Gap



Course Content

People and Team Management In House

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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 others’ 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:

• Themselves• Their colleagues (peers)• Their bosses• Their team members• Their internal and external customers and stakeholders

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




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


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

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

ing:• Verbal Communication• Vocal Communication• Visual Communication

Module 4: Emotional Intelligence Emotions and their consequences The importance of understanding our “EQ”

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

ligence model:• Self-Awarenes• Self-Management• Motivation

• Empathy• Social Skills

Module 5: 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 “True Rapport” in our


Module 6: Building a Successful Team What is a Team? The stages of Team Development

Module 7: Goal and Objective Setting Goal Setting – for the company Objective Setting – 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

Module 9: Delegation What is Delegation? The Stages of Delegation




Kilmann’s Five Conflict-Handling Modes – and how to apply them:• Competing• Collaborating• Compromising• Avoiding• Accommodating

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/people-team-management/


Course Content

Personal Efficiency/Managing Meetings

In House

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Course Overview

By the end of the course, delegates will be able to: Appreciate the need to manage meetings effectively – 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 harder…

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

• They are attending too many meetings• Their time is being “stolen” by other people• They cannot get to the bottom of their day’s work because of a lack of planning, foresight or

prioritisation

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


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 not…?

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 meetings:• Creating a meaningful agenda cover-

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

• Inviting only the right people – and nobody else

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

• Creating outputs: not necessarily de-tailed minutes but, at least, actions points

• 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 – personal and profession-

al – and keeping to them Work Prioritisation

• How do I decide what needs to be done?• How do I prioritise these activities?

Employee-Imposed Time: are my staff and colleagues working for me or am I working for them…?

Time Bandits: what else steals time away from me and what can I do about it?• E-mails• Telephone calls• Unplanned interruptions• Displacement activities: procrastination…• Other things…

Effective Delegation• Assertiveness: seeking a compromise;

learning to say “no” effectively

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/person-efficiency-managing-meetings/


Course Content

Facilitation Skills

In House

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Course Overview

Course Objectives

By the end of the course, delegates will be able to: Define “Facilitation” 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

“bought-in” 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

• For small groups of staff – perhaps in arbitration• For their teams • For clients• For other audiences internal to the company• For other audiences external to the company

Format:

A combination of: Facilitated Discussions Delegate sessions – with full feedback


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

sion on the delegate’s 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

N.B. 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:

• Facilitator-led• Group-led• Syndicated exercises – to cover more

than one aspect of the work in the same elapsed time

• 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 “devil’s advocate”

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

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

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

Dealing with difficult people: those who do not appear to be “bought-in”; those who are working to a different agenda; those who are being provocative (but in a negative way)

Module 5: Facilitation Skills – revisited Delivery of another Facilitation session (after

suitable preparation time).

N.B. This could be the same session as in Module 1 but revised following the detailed feedback

Full one-to-one and group feedback

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

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

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/facilitation-skills/


Course Content

Coaching SkillsIn House

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Course Overview

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

performance – 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

• To individual members of their own staff• To their teams• To individuals who are not directly connected to their own teams but who would value their

independent – and non-judgemental - input

Format:

A combination of: Facilitated Discussions Delegate Coaching sessions – with full feedback


Module 1: Define Coaching Ensure clarity on what exactly Coaching is

and how it is used Link “Coaching” 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 “commitment to action”

Module 2: Coaching models Introduction to the GROW model

• G = Goal: the purpose of the discussion or changes the individual / team wishes to make

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

• O = Options: what can be done to achieve that change; what else; is there anything else…?

• W = Will: is the desire there to see this through or will one of the other factors – GRO – prevent the achievement of the change; how will we measure progress?

Consideration of all the factors required in:• Turning vision into reality• Delivering measurable outcomes• Making effective decisions• 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

– aloof? – from the detail and only contrib-ute individual comments / suggestions at appropriate times

Coaching performance from individuals whose day-to-day work we don’t understand

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

required Managing against these objectives – 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 individual’s workload)

Coaching and Feedback: links and differenc-es

Module 5: Coaching in Practice Facilitated sessions of Coaching – initially in

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

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/coaching-skills/


Course Content

Change ManagementIn House

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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 attend:This 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 involve:• Planning to Attack: challenging the com-

petition• 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


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