skill development workshops

π Peter Ibbs ACIB, CeFA, CeMAP Training and Business Consultant - Dubai Technology & Media Free Zone Authority Permit No 16267

SKILL DEVELOPMENTWORKSHOPS

Extraordinary Outcomes from Ordinary People

(Precise Timings Depending on Client Needs)

Video analysis is an option for all activities depending on venue facilities.

P O Box 214153 Dubai UAE, + 971 (0)50 5524734, Fax + 971 (0)4 3944080, [email protected], www.learning-linx.com

http://www.learning-linx.com/

mailto:[email protected]


About Us

Motivating staff to achieve corporate goals, convincing customers to buy from you.Creating new ways of thinking; learning is a constant, and never ending!

Effective learning is innovative, fun, exciting!

We are specialists offering consultancy services covering Human Resources, Training and Skill Building programmes, Business Development, and Strategy Setting. We offer high quality solutions using our own resources as well as those of affiliated business partners.

Our main business objective is to be a leader in training and consulting. Providing, professional services and creating long-term partnerships with clients. We believe our tailor made approach is to your advantage. We deliver a range of learning solutions, combining coaching and consulting expertise, ensuring these deliver bottom line results that create lasting change.

Our strengths:

Ongoing exposure in skills development through international seminars, events, and certification processes.

All associates believe in continuous learning and adhere to international standards.

Merging technical know-how to the market and culture creating a unique offering matching client needs.

We analyze trends, and approaches, test, and fine-tune before applying in workshops. Wes are guided by the corporate objectives, challenges, and client needs

We ensure the investment pays through enhanced results. This requires a clear understanding of their needs and thus enhanced ability to meet these needs.

Innovative, interactive workshops related to changing business needs.

Below we provide additional details of our workshops all of which can be customized to client needs. Other workshops can be developed and tailor made to client needs, such as, Branch Manager Development, Interpersonal Skills, Change Management, Consumer Credit, Financial Awareness, Problem Solving, Time Management, Creativity and Innovation and Performance Management





Sales & Service Differentiation

What does good look like?

Are the staff target driven or customer driven?

Do they consistently achieve the performance level required by the business?

Do they meet the general service standards you advertise?

What is success and what causes it to happen”

If Best Practice is to have any meaning then it cannot be a vague intangible concept. We must define specifically what it means and then ensure that all staff have the right attitude and apply the skills and knowledge.

What value does the customer perceive that we add beyond the product/service offering?

Our workshops ensure that the above questions are answered and that delegates:

Understand the importance of providing a quality service and the factors that affect the delivery process.

Differentiate between “Transactional Banking” and “Relationship Banking” and understand how this affects the sales process.

Understand the importance of KYC and how valuable it is in the Sales process

Develop professional telephone behaviour Are able to handle difficult customer situations Be competent in identifying the various features and BENEFITS/USPs of

services provided by the bank. Develop the skills in selling additional bank services

Workshop Content:

Customer Service – “Putting our Customers First”

Aims & ObjectivesDesired OutcomesA vision of our CompanyCustomer Perceptions





Commercial Video “If it weren’t for customers” (if appropriate)Creating a WOW experience, Raving fans – face to face, and on the telephone.Questioning / Listening Skills exercisesOpen and closed questions - practiceListening exercises and practiceRole Changes and Life StagesDifficult SituationsService Recovery SituationsPractice role-playsAction Planning

Our workshops use a variety of methods including syndicate exercises, discussions, and role plays.Additionally we have activities similar to those below that can be used to draw out additional learning points.

We can modularize our workshops to meet specific client needs

Delegates will:

• Prepare more effectively• Have greater confidence in using Needs Based Selling• Understand modern concepts and practices to maximize sales opportunities• Practice dealing with difficult situations and more demanding clients

They will become- TOP PERFORMERS by• Planning Questions• Sell strategically• Develop different strategies• Get down to business• Use questions that have impact• Hold back from “solutions”• Find out and discusses important capabilities• Agrees next steps

They will understand how to use the “Elevator Pitch”The McKay 66Develop the Golden Chain of Referrals

The Role Plays will be bank related and we will use the coaching methodology outlined on our Coaching Observation form.

Action Plans can be agreed and follow up coaching is an option

“Everything Counts” - Sales Skills Training –





Two days/three days with optional one day follow up approximately 6 – 8 Weeks after the workshop

The sessions will lead to clear understanding of:

Let’s Listen, Understand and Deliver and Exceed Our Customers’ Expectations Let’s Build Long-Term Relationships and Keep a Customer for Life and make the customer experience memorable.

The workshop will be built around the following model:

Follow Up KYC & Build Rapport

CommitTo Action Identify Needs

Build Acceptance Offer Solutions

Syndicate exercises, Group discussions and Role plays will be used to develop skills and knowledge.Suggested timing two day or three day workshop with one day coaching follow up approximately six/eight weeks after initial workshop. Ideally group size should be limited to twelve to ensure each participant can practice

Staff will learn how to create a “WOW” experience to enable customers to become “Raving Fans”.

We will include communication exercises, verbal and non-verbal, questioning and listening skills. Staff will be introduced to “Magic Words and Phrases” in English.

Behavioural ObjectivesBy the end of this module delegates will be able to:

Identify three characteristics that demonstrate a positive attitude Explain why trust and rapport are keys to success in any sales situation Distinguish between product features, advantages and benefits Develop three methods to pull the customer and influence them to buy Ask qualifying questions as part of the sales process and differentiate

between open, closed and probing questions Understand the three key non verbal behaviours to enhance listening skills Deal with price enquiries by emphasizing value Distinguish between an advancement and a continuation in concluding a sale Identify a method to obtain referral business


Questioning&

Listening




Explain the lifetime value of a customer and at least three key life stages Explain the importance of using “Magic Words and Phrases” in face to face or

telephone interactions with customersPossible Case Studies and Activities

Get to Know You, This and That, My Right Foot The Value of a Smile Push v/s Pull Crossing the Line Sales Competencies and sales process, six easy steps Understanding Role Changes and Life Stages Questioning strategies Magic Words and Phrases Creating Raving Fans Communication – Architect /Builder Exercise Open, Closed and Probing Questions Listening Exercises – The Robbery, Eight Simple Questions, Three minute

stories, Word at a Time story It’s not my Fault/Job The Commandments of Success & Winning attitudes Is 99.9% good enough?

Role Play practice to observeLISTENING:

Gives customers undivided attention

Asks thoughtful questions of customers

Identifies verbal and non verbal buying signals

Is interested in and identifies customers’ needs

Shows concern for customers and that he/she will act in their best interests

UNDERSTANDING: Knows the customer and what s/he really wants

Is aware of what the bank can offer customers

Takes careful note of customer feedback and uses this information to govern actions

Can be approached easily by customers

Considers issues from the customer’s perspective

DELIVERING: Delivers the correct customer-driven solution

Speaks to other business units to solve customer issues

Makes decisions to better serve customers

Thinks of imaginative ways to exceed customers’ needs





Pure sales techniques excluding any product knowledge, which we understand will be handled separately.

Sales skills training should focus around the product and service areas where the organization generates most profits and the identification of opportunities to cross-sell additional services and up-sell as appropriate.

Improvement in sales will come from increased Product Knowledge and Skills. Sales managers will have responsibility for ensuring agreed mandatory standards are maintained. Innovative product knowledge training sessions will be held on set days monthly, thereby ensuring staff are up to date with any changes. Alignment of product promotion teams and customer contact staff is a critical success factor. This will lead to:

• engrained sales behaviour

• understanding the customer needs, profit and lifetime potential

• high level of repeat business

• strong brand image

Deliverables (in English)

Exercises, paired and group activities; workbooks and handouts; booklet “Magic Words and Phrases”; and PowerPoint presentation

Target AudienceGroup Size: 12 maximum, those who might be in sales or service positions on behalf of their organization





NEGOTIATING SKILLS

Remember, in business you get what you negotiate, not necessarily what you deserve,

Aims: To enhance the negotiating ability of delegates and to understand the general principles of resolving disputes and win: win negotiatingObjectives:By the end of the workshop delegates will:

Increase their confidence and competence in negotiations by being conscious of their actions.

Enhance both the relationship with clients and profitability of deals by trading concessions

Understand key questioning and listening skills Understand key motivation triggers and ask specific questions to

uncover such triggers Use a six point planning format to prepare for future business and

personal negotiations Deal with more complex negotiating situations professionally and

profitablyOutlineThe programme is built around a number of negotiation simulations, with a strong emphasis placed on negotiation practice through role-play simulations. The programme is highly interactive with the role-plays recorded on video and then reviewed by the facilitators and all delegates. Supplier/Customer negotiations are included as skill levels develop. The course looks at how to conduct and close negotiations, avoid premature concessions, optimize trading, handle common negotiation ploys, and break deadlocks to agreement. Delegates benefit from a unique opportunity to test critical negotiating skills in a challenging yet relaxed environment. This programme is designed for delegates who have a commercial background. MethodologyMixture of Trainer input, syndicate exercises and Role Play simulation activitiesDelegates (individually/ in teams) undertake negotiations in a series of simulation exercises (from)Ugli Orange, Bid, Car, House, Apartment, Conference Deal, Bob the Builder, Fancy Furniture, and Paint Corporate Discounts. And/or as appropriate, a business related negotiation simulation.The complexity of these simulations increases, during the workshop.These will be recorded and reviewed by delegates and the facilitator. Negotiating theory is incorporated into these reviewsDeliverablesPre-course reading workbook, pre-course questionnaire to be returned ten working days before workshop, workshop handouts, DVDsTarget Audience





Group Size: 12 maximum, those who might undertake any negotiations on behalf of their organization Negotiating Workshop Content to cover:

Definitions of negotiating, skills, qualities attributes of effective negotiators

Identifying personal strengths and development areas, Designing successful outcomes – attitude is everything Verbal and Non Verbal Communication, Indentifying non-verbal signals, Questioning and listening skills, Negotiating and resolving disputes Planning negotiations, Phases and stages, making proposals, creativity

and inventing options for mutual gain, Trading concessions, closing strategies

Rules for team negotiating Motivations and Identifying needs Influencing strategies, Understanding common and conflicting interests Dealing with conflicting interests in a multi cultural environment Summary - Video film “The Art of Negotiating”

Outline Agenda (normally 2 or 3 days depending on daily timings) to be provided once dates and delegate numbers are confirmed





Team Orientation Skills – Team Work for Results

A mixture of activity based training exercises together with input on team theories including John Adair, Tuckman’s four stage forming, storming, norming, performing

model, P-D-C- A (Plan, Do, Act, Check), personality profiles, communicating in teams, creative problem solving.

To develop capabilities of staff who work in teams so that they contribute to the profitable achievement of organizational goals, in line with the Mission, Values, Principles and Philosophy of SIB

Key Themes: Open Communication and sharing knowledge. Team Dynamics - Understanding self and others Communicating and Influencing Others, Team goals and motivation. Planning and Creative Problem Solving. Managing time to achieve results

Workshop Aims: To stimulate team spirit and team working within groups To gain acknowledgement of the need to plan and organize group

problem solving To enhance creative thinking of the group To ensure first class communication among the group To practice both a systematic and creative approach in seeking

solutions to problems

Objectives: By the end of the workshop delegates will be able to:

Enhance the quality of their communication with their teams. More effectively build and maintain trust and rapport Assess different personality profiles; identify strengths and value these

strengths. Understand techniques for influencing others to achieve team goals

and agree SMART goals to improve performance. Understand creative problem solving techniques and link these to

process improvements within their working environment. Understand general principles of managing time effectively Receive constructive feedback on a project to implement in their own

department





Methodology: A small amount of pre-course work is necessary to be sent seven days before planned workshop.Pre-course work:Delegates to decide on a “project” which he/she believes will serve as a way of generating tangible improvements for the client. This will help them to explore the meaning of teamwork in a “real work” setting. The “project” can relate to the department/area where the delegate works in or it can be cross-functional.

During the final day of the workshop, delegates will work in small groups to finalize how he/she can present this to his/her departmental team back in the workplace. The project strategy is then included in their action plan and they will feedback the outcome of the project to their delegate team.

Interactive programme with activities, case studies, syndicate exercises, culminating with delegate team project and action planning:

Example 2 day workshop (can be customised to client needs)

Day One Day TwoOpening aims and objectives Selenia - Communicating in ExerciseDelegate Introductions Big Bang ExerciseDracula has Risen Project FeedbackGhor El Safi Force Field AnalysisConsensus Decision Making Action PlanningCreative Thinking - PerceptionsTeam Dynamics and Personalities

Group Size – 12/15 (for larger groups syndicate of separate working areas will be needed)(Some of the exercises maybe adapted or changed depending final confirmation of numbers)





Supervisory Skills

A mixture of activity based training exercises together with input on management theories including John Adair, Tuckman’s four stage forming, storming, norming,

performing model and the Situational Leadership Model of Ken Blanchard and Paul Hersey.

Aim: To develop capabilities of staff who lead small groups in a way that contributes to the profitable achievement of organizational goals, in line with the Mission, Values, Principles and Philosophy of the clientKey Themes:

Sharing Knowledge, Open Communication. Inspiring Trust Teamwork Managing Self & Influencing Others, Staff motivation. Problem Solving and Decision Making. Planning & Organizing Time management to achieve results Coaching, Staff Development. Situational Leadership

Objectives: By the end of the workshop delegates will be able to: Enhance the quality of their communication with their teams. More effectively build and maintain trust and rapport Assess different leadership styles and identify individuals for which style is

appropriate. Understand techniques for influencing others to achieve team goals and agree

SMART goals to improve performance. Understand basic problem solving techniques and link these to process

improvements within their working environment. Understand general principle of managing time effectively Enhance coaching ability and provide constructive feedback





Methodology:Interactive programme with activities, case studies, syndicate exercises, culminating with a video recorded dramatic enactment to assist with action planning.

Example 3 days workshop

Day One Day Two Day ThreeOpening aims and objectives Mrs. Mason Exercise Situational LeadershipDesert Island Staff Motivation Coaching principlesWalk in the Dark Cross the line Time of your lifeRole of the team leader A Cracking adventure Team effectivenessAdding Value Creative Thinking Something Fishy fun at workPush v Pull Perceptions Windows 4ULearning Styles Questionnaire Bridge Contract Dramatic enactmentSituational Leaders Questionnaire Action PlansGroup Size – 12





Sales Team Leader Skills

Aim:

To develop capabilities of staff who lead small groups in a way that contributes to the profitable achievement of organizational goals, in line with the Mission, Values, Principles and Philosophy of the Group.

Key Themes: Sharing Knowledge, Open Communication. Inspiring Trust Teamwork Managing Self & Influencing Others, Staff motivation. Problem Solving and Decision Making. Planning & Organizing Time management to achieve results Coaching, Staff Development. Situational Leadership

Objectives:

By the end of the workshop delegates will be able to:

Enhance the quality of their communication with their teams. More effectively build and maintain trust and rapport Assess different leadership styles and identify individuals for which style is

appropriate. Understand techniques for influencing others to achieve team goals and

agree SMART goals to improve performance. Understand basic problem solving techniques and link these to process

improvements within their working environment. Understand general principle of managing time effectively Enhance coaching ability and provide constructive feedback

Methodology:

Interactive programme with activities, case studies, syndicate exercises, culminating with a video recorded dramatic enactment to assist with action planning.

Target AudienceGroup Size: 12 maximum, those who might have sales leader or managers roles on behalf of their organization




π Peter Ibbs ACIB, CeFA, CeMAP

Sales Team Leader SkillsExample timetable

Day One Day Two Day Three

Opening aims and objectives Mrs. Mason Exercise Situational LeadershipDesert Island Staff Motivation Coaching principlesWalk in the Dark Cross the line Time of your lifeRole of the team leader A Cracking adventure Team effectivenessAdding Value Creative Thinking Something Fishy fun at workPush v Pull Perceptions Windows 4ULearning Styles Questionnaire Bridge Contract Dramatic enactmentSituational Leaders Questionnaire Action Plans





Advanced Leadership Skills – 2 Days

Advanced Leadership is: understanding the importance of every individual’s contribution to business

success (i.e. being a good leader) maximizing potential and inspiring others demonstrating a framework of values and behaviours that act as guidance

(i.e. being a leader for good) including ideas within the basic principles that define the organization

People learn how to motivate from the people who motivate them, they learn how to appraise, from the people who appraise them, they learn direction from the people who direct them, and they learn leadership from the people who lead them.

An advanced leader is not only a good leader but a leader for good and:

Is passionate about the business Able to embrace and stimulate change Sets and clarifies direction Communicates to inspire others Shares ownership Achieves through people Is a Visible Role Model

They actively demonstrate the corporate values and ensure delivery of Brand Promises advertised by client. They are leaders who, through personal examples, positive attitude and individual drive, inspire their people to achieve success.

They understand strategic, operational and team leadership

Each delegate will bring along a project they believe will enhance in some way the business of the client. Delegates then select two projects from those brought to the program. Two groups will then work on strategies on how to implement the projects within the business. On day two afternoon, they will discuss leadership and present their project to one or more senior executives of SIB

As agreed with Training Team, this workshop might include 360 degree feedback on delegates prior to the workshop and opportunities to obtain feedback from colleagues who attend the workshop.

Aims:P O Box 214153 Dubai UAE, + 971 (0)50 5524734, Fax + 971 (0)4 3944080, [email protected], www.learning-linx.com




Enhance the leadership behaviours of management (leading to)Enhanced value driven behaviour from their staff, (leading to)An improved customer experience, (leading to)Broader and deeper customer relationships (leading to)Enhanced profitability

The “projects” provide the backbone to explore leadership in a real work setting to generate a feeling of success on completion. They may also generate tangible business improvements.

Review sessions will explore how the teams are working and discussion sessions will explore individual challenges to seek assistance from colleagues of a similar level. Delegates can explore

Transactional vs. Transformational Leadership

According to James McGregor Burns:

Transactional Leaders use rewards to motivate and focus on routine performance agreed by manager and subordinate; management is generally by exception (i.e., when people deviate from expectation).

Transformational leadership is where leaders broaden and elevate the interests of their followers, generate awareness and acceptance of the purposes and mission of the group or stir followers to look beyond their own self-interest for the good of others. These leaders use charisma, vision, courage, inspiration, intellectual stimulation, and concern for individual. These leaders cope with complexity, ambiguity and uncertainty

The emphasis will be on leadership and applying the skills qualities and attributes of successful leadership in a relaxed yet challenging environment.

Group Size – 12





Sales & Relationship Management

What makes a good relationship Manager?

We have researched this question in designing the Relationship Management suite of courses. Particular reference is made to banker / customer relationships, but in similar ways many of these principles apply to other types of relationship management.

A combination of factors creates the framework for success.

People Skills Ensuring activities add value Understanding Business activities Entrepreneurial skills Sales and Negotiating Skills

Relationship Activity is wider than Credit

In the Bank we tend to think of relationship management most allied to credit functions but the issue is much wider than that. It is this realisation in the recent past that has concentrated current attention on the critical nature of relationship activity in exceeding targets and increasing bottom line. This is particularly true in the Commercial sector of our business but equally so in the Personal and Corporate markets. Relationship activity applies to credit balance customers, as does the impression created by counsellors at an account-opening interview.

People outside the Bank have asked for whose benefit does the relationship manager (RMs) exist. Is it the Bank or the customer? In the ideal world it is for both – a mutual relationship developed for the benefit of both parties.

Relationship activities are wider than winning the sales, obtaining the highest share of the client's spend should be the target for the competent relationship manager. Exceeding targets and increasing revenues from clients.

Who benefits?

In an ideal World both client and the business - a mutual relationship is developed for the benefit of both parties. The seller truly understands client needs and then satisfies these needs.

People Skills:P O Box 214153 Dubai UAE, + 971 (0)50 5524734, Fax + 971 (0)4 3944080, [email protected], www.learning-linx.com




What is the impact I have on others? Why do some people like me more than others? To what extent do my clients trust me? Why do they deal with my competitors? How do I influence them? To what extent do I really listen to their needs? To what extent do they really listen to my advice?

This relationship with the person is both the key word and key issue. RMs need to understand themselves before they can understand other people. There are a number of instruments that can help in this area. What effect do we have on others? Why do we like some people more than others? Do people like dealing with me? Why do my non-customers bank with or buy from my competitors?

Relating to People

RMs will talk confidently and be well informed – this requires effort, preparation and some practice. It builds with experience. RMs must act with integrity and will command respect. They are trusted and keep their word. They do not make promises they cannot or do not keep. Their customers enjoy their service. They can talk about matters other than business. They put themselves out. They listen actively, act sensitively, and show respect. They respect confidentiality. They notice what is going on. They deliver and are reliable.

Adding Value:

Where do I really add value to their business? Which of the services do they require and which will be revenue generators? To what extent am I desk bound? Which activities add most value? How do we sales manage the process?

Applying the Activity to Value

There is an active discipline involved in applying these skills profitably. Time cannot just be spent with customers we enjoy. Spending time with valuable potential customers, identifying these, and actually getting round to making contact are important. Activity management is the term we often use in the Bank to cover some of these points. Sales increase as a result of a professional sales management process.

RMs need to have some system and to be organised to achieve maximum benefit from their relationship activity. Working smarter not harder is an often used phrase that applies here.





Business activities:

How much do I understand about their activity? How much do I understand the big picture of my own company? How can I maintain and develop standards in the team? What happens to my clients when I am away on vacation?

Entrepreneurial Skills:

If this were my own business how would I approach it differently?Understanding the Business

This is the business we are about in banking. It aligns to our strategic objectives with which we must familiar. It is applying these strategic objectives wisely in our own area of responsibility. The principles of Managing for Value and Collective Management must be observed with proper regard for the Group’s Core Standards. This is how we do business. We must be familiar and able to talk confidently about these areas.

Just in the same way our customers can do this about their businesses. After all for some it is their life. Few will have the sophisticated written policies, standards and objectives to which we work. Although such formalities rarely exist in personal and small business areas, most customers enjoy talking about their businesses and often their personal objectives. It is this sort of contact and conversation that leads on to profitable outcomes. We become aware of needs and the requirements of our customers. Skilful listening and noting of these points in conversation can be developed into successful sales.

Sales and Negotiating Skills:

How sound is the relationship? What sort of questions do I ask? How do I plan to make a sale? How do I deal with the "price question"? What happen at the end of the meeting? How do I provide ongoing service?

Our research shows that few relationship managers have had much training in this area. It has been more concentrated on Branch Managers in the past. The benefits of realising and practising needs based selling skills result in much greater success and profitability.

The best relationship managers are good at selling. They achieve objectives. In many ways relationship management skills are in fact selling skills. Building and maintaining the relationship goes hand in hand with selling. Appropriate needs based selling builds the relationship and profitability. The virtuous (rather than vicious) circle thus continues.P O Box 214153 Dubai UAE, + 971 (0)50 5524734, Fax + 971 (0)4 3944080, [email protected], www.learning-linx.com




Target AudienceGroup Size: 12 maximum, those who have Relationship Management roles on behalf of their organization

Duration –three/five days depending on client need





Effective Communication Skills - 2 Days

“According to our (CIPD) 2007 Learning and development survey, the most popular name found in employer competency frameworks is……..Communication skills “

The purpose of the workshop is to enhance the skills of communicating in the workplace, thereby reducing misunderstanding, errors and minimizing conflict. Aims: To develop the communication capabilities of managers and staff so that they influence, inspire and persuade others to contribute to the profitable achievement of goals, in line with the Mission, Values, Principles and Philosophy of the organization.Outcomes:By the end of the workshop delegates will:

Increase success through effective persuasion, influencing and negotiating strategies

Understand a basic communications model and its relevance in practice Discriminate between different types and quality of information - facts,

opinions, their meaning and their importance Overcome barriers to effective communication by practising effective

questioning and listening skills Identify and understand non-verbal communication Understand different personality types Practise techniques for handling difficult situations and conflict Enhance coaching ability so they can provide constructive feedback

Content covers:

Explore a communications model Investigate the barriers to effective communication Practise questioning and listening skills Understanding personality types and the impact on communication Open Communication, building trust and rapport Influencing and persuasion skills Observing and identifying the impact non-verbal communications Handling Conflict Applying the skills in the work environment

Workshop Style and Outline:Each workshop will be comprised of a series of activities that will allow delegates to explore the ways they communicate in different works settings, in interviews, in meetings and team briefing and internal negotiations with other stakeholders. Coaching and supportive feedback will be from fellow delegates as well as the P O Box 214153 Dubai UAE, + 971 (0)50 5524734, Fax + 971 (0)4 3944080, [email protected], www.learning-linx.com




facilitator, so delegates develop a clear understanding of their own style and how to become a more effective communicator.

MethodologyFacilitated and experiential learning using tried and tested activities to develop understandingDeliverables:Training Hours: Max 12 hoursIn workshop questionnaire, soft copy workbook, workshop handouts, DVDsTarget AudienceAny and all executives who wish to excel in their communications at work - Group size 12 – 14





Advanced Communication Skills – 2 Days

Listen to the ocean (of words) as you converse, then swim with the tide to new communication horizons!

Words That Change Minds LAB Profile for Managers Workshop

Ever wondered why some people really motivate themselves by goals and targets? Others get into action when you talk to them about problems and challenges. For example someone may say “I go on holiday to relax and get a great tan!” someone else “I go on holiday to get away from routine and the heat!” the result is a holiday, the reasons different

Some people jump in, getting on with things straight away, others spend time planning and thinking carefully about things.

What will you say to each individual to create a sense of urgency so that these different people pull together in project teams?

These are two of fourteen, easy to learn key language patterns occurring every day at work. Analyze the behaviour and you know exactly how to respond to each person. To influence someone we must know the kind of language that really works for them. Which words hit the spot so that they take note of the message?

Language and Behaviour Profiling comes from the research of Rodger Bailey and by Shelle Rose Charvet. LAB Profile is a tool to better understand and influence people, allowing motivational preferences in everyday conversations to be revealed. You take a closer look at the filters of experience that underlie thought process.

Peter Ibbs, A LAB Profile, certified Consultant & Trainer can share the secrets the research uncovers.

You become aware of gems of information that transform into a treasure chest of knowledge. You are able to understand and even predict behaviour, developing strategies to influence others effectively. You can prevent and avoid communication problems and move decisively towards business objectives and personal goals. Delegates practice identifying motivational and working traits and become aware of language that works in any given context, such as sales, recruitment and appraisal interviews, development reviews and marketing meetings,





Acquire greater insights and abilities to communicate in business.

Delegates learn how to:

Correctly ask LAB Profile questions Accurately identify patterns from others Give feedback, so the interviewee understands the impact of their

language. Enhance listening and observation skills

Aim: To ensure a basic understanding of the use of the LAB Profile interview

To give participants an understanding of how the profile can be used in any given context

To help Managers use this in any communication situation

Objective:By the end of the workshop delegates will

understand LAB profile terminology ask appropriate questions to uncover motivational and working traits

Interactive workshop to discover Motivation & Working Traits

AgendaAims & Objectives.LAB Profile HistoryUnderstanding “Context”Self Esteem – Proactive / ReactiveEliciting CriteriaDirection of MotivationSources of MotivationReasons for ActionDecision Factors

Peter is the only UAE based accredited: “Words that Change Minds” LAB Profile Consultant and Trainer,

Group Size – 12/16





High Impact Presentation Skills - 2 Days

A presentation is your opportunity to shine in front of any audienceAims: The key business objective of the workshop is the generation of additional revenue streams for a business through improved skills in presenting a business case internally or to a potential client. Objectives:By the end of the workshop delegates will be able to:

- Structure high impact presentations and include appropriate stories- Set stage anchors.- Use a systematic approach to delivering their presentations- Conquer any nerves they may have and maximize on the non-verbal

elements of their communication style- Make effective use of any audio visual material they have

Outline:We build the workshop around delegate presentations and a strong emphasis on learning by doing. Highly interactive with all presentations recorded on video and reviewed by the facilitator and all delegates. We expect delegates to deliver at least two pre-prepared presentations relating to business activities. We base one of these on a Topic Summary sent to the delegates prior to the workshop. The workshop has specific sections covering: Manage yourself. Manage your presentation. Manage your audienceMethodology:A coaching style, to develop skills, with all presentations and feedback sessions recorded on video.Deliverables:Pre-course Executive Summaries on maximizing impact of presentations, pre-course soft copy workbook on Presentation Skills plus Workshop handouts and DVD of their presentations.Target AudienceThose who are expected to deliver presentations internally or externally for their organization. Group Size - 8





Advanced High Impact Presentation Skills - 2 Days

Our work is the presentation of our capabilities. Edward Gibbon

Aims: The key business objective of the workshop is the generation of additional revenue streams for a business through enhanced skills in presenting a business case internally or to a potential client. Objectives:By the end of the workshop delegates will be able to:

- Establish credibility and rapport with the audience- Structure high impact presentations and include appropriate metaphors

and quotations- Use the 4Mat system in preparing and delivering presentations- Create movement in the audience mind from problem to outcome.- Grabbing the audience’s attentions- Maximize on the key elements of their vocal communication style- Maximizing use audio visual material

Outline:We build the workshop around delegate presentations and a strong emphasis on learning by doing. Highly interactive with all presentations recorded on video and reviewed by the facilitator and all delegates. We expect delegates to deliver at least two pre-prepared presentations relating to business activities. We base these on topics advised to the delegates prior to the workshop. The workshop has specific sections covering: Credibility and Rapport, Metaphors, The 4MAT system and outcomes.Methodology:We will commence with a review and summary of skills discussed on High Impact Presentations Skills.A coaching style, to develop skills, with all presentations and feedback sessions recorded on video.Deliverables:Pre-course reading Executive Summaries on maximizing impact of presentation. Pre-course soft copy workbook on Presentation Skills plus Workshop handouts and DVD of their presentations.Target AudienceDelegates must have already attended High Impact Presentation Skills as the content will take delegates forward from the skills already developed on that workshopStaff expected to deliver presentations internally or externally for their organization - Group Size - 8





All programmes end with this: ACTION PLANNING

What will you do differently (on return to work) as a result of this workshop?“I will….” Behaviour Opportunities to demonstrate

Do more :

Do less :

Stop :


How can I eliminate waste and save money?

Can I speed up a process?

How can I use my time in better ways?

Where can I add more value?What teamwork improvements are possible?

Can I suggest some other improvements?

How can I increase revenue by serving customers better?

Can I see opportunitiesto improve productivity and profitability?




Start :

Continue :

“Build on Your Strengths”

www.learning-linx.comBanker by profession – trainer & business consultant by vocation and passion

Motivating staff to achieve corporate vision and goals, convincing customers to buy, cultivating new ways of thinking, change is a constant and never ending process!

Well known in many parts of the Middle East, having lived and worked here for eighteen years. A former employee of HSBC, he has worked in the Gulf countries, Lebanon, Jordan and Egypt. Other assignments took him to Cyprus, Hong Kong, Sri Lanka, India, Armenia, Azerbaijan, France, UK, Bermuda and more recently Afghanistan

His specialist areas cover all aspects of management, leadership, coaching and teamwork, performance management, business development skills, such as sales, negotiating, presentation skills, sales management and customer service. He has consulted with many HSBC entities and many of his ideas were incorporated by HSBC around the World. He inspires others to higher performance when working as a team leader or team member. He has successfully influenced a variety of nationalities and cultures at all organizational levels. He is known for his energy and enthusiasm and practical ideas. These can have immediate impact and quickly translate into bottom line results.

Strategy and planning to achieve business growth are vital in any organization. The focus of his energy is towards the achievement of strategic goals, corporate vision, mission and values, using performance management tools such as the Balanced Scorecard. To maximize on the investment in managing change it is essential for managers to augment these skills through coaching. He is adept at assisting managers to acquire such skills.

During his career he has worked for Barclays Bank PLC on both a full time and consultancy basis. Other U.K. clients have included British Aerospace, Military Aircraft Division, Cumbria County Council, Cumbria Training & Enterprise Council, and Bank Slaski, in Katowice, Poland, Prudential Assurance, engineering companies, solicitors’ practices, and a variety of both manufacturing and service industries.

Clients now include ABAMI, ADCB, ADNOC, Al-Aamal Institute (Jeddah) Al Jazeera Network, Amex KSA, Australian Studies & Management Consultants, Axiom Telecom, Bank Audi, Jordan, BAJ, Jeddah, Barclays Bank, BCR - Rwanda, DFCU - Uganda, The Chalhoub Group, Commercial Bank of Dubai, Dubai Bank, DUCAB, HSBC, NBAD, Noor Islamic Bank, Parkvale, QTEL, SABB, SABB Takaful, Sherwoods Property Consultants, and STME. His banking background and entrepreneurial skills ensure that businesses obtain the maximum value from his knowledge and expertise. He goes the extra mile to make sure he meets clients’ needs.






He is an Associate of the Chartered Institute of Bankers, a Certified Financial Planner and Mortgage Advisor, Insights and Myers Briggs accredited. Peter is also a: “Words that Change Minds” LAB Profile Consultant and Trainer, accredited by Shelle Rose Charvet, at www.successtrategies.com (follow this link for more information), and Celemi, Apples & Oranges accredited facilitator (http://www.celemi.com/)

The only sustainable competitive advantage is the ability to learn, adapt and apply faster than any competitor.




http://www.celemi.com/

http://www.successtrategies.com/

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