
In this lecture you work on the moment that decides whether you are a partner or a service desk: a leader arrives with a ready solution instead of a problem, and you have three ways to answer.
This course is built from five disciplines: the partner role itself, persuasion, project management, internal client care and internal communications.
The map of the course
A dictionary for reading lectures recorded for people partners and project managers as work on your own function
Three questions to ask after every lecture
A short self-diagnostic that shows which sections to watch first
Download the Partner Reply Card and fill it in before you answer your next request.
Tools in this lecture
Files to download (1)
Workforce planning as a partnering activity rather than a form
Building the profile of who a team actually needs
Taking part in interviews and what you contribute there
Where the partner adds something the manager cannot
Tools in this lecture
Ready to use on the slides (12)
Models and methods explained (4)
Preparing before the first day
The first day itself
The first month
Closing a probation period honestly
Tools in this lecture
Ready to use on the slides (20)
How to run these conversations
What the partner's role in them is, as distinct from the manager's
Giving feedback to the manager afterwards
Reporting, and monitoring the risk of someone leaving
Tools in this lecture
Ready to use on the slides (4)
Models and methods explained (2)
The Gallup Q12 questionnaire
What to do with the results rather than what to present
Raising engagement in a specific team
What employee experience is made of, and how to survey it
Tools in this lecture
Ready to use on the slides (5)
The basics of burnout as distinct from stress
Diagnosing it
The causes, which are usually structural
The ways it actually gets resolved
Tools in this lecture
Files to download (1)
Ready to use on the slides (6)
Models and methods explained (1)
The basics of coaching and the GROW model
Unlocking potential rather than assigning development
Working with someone's talent
When coaching is the wrong instrument
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (2)
The basics of developing someone
Hard and soft skills, and why the split matters here
Creating the plan
Getting it actually implemented rather than filed
Tools in this lecture
Ready to use on the slides (7)
Services and apps shown in this lecture (4)
Models and methods explained (4)
Preparing for it
The questionnaire
Conducting it so the answers are honest
Feedback, analytics and the action plan that follows
Tools in this lecture
Ready to use on the slides (6)
Services and apps shown in this lecture (1)
Taking part in the goal-setting process
Setting goals with a manager rather than for them
Giving feedback inside the cycle
Running the appraisal itself
Tools in this lecture
Ready to use on the slides (12)
Services and apps shown in this lecture (5)
Models and methods explained (1)
The angry one and the toxic one, which are not the same
People resisting a change
Chronic lateness and chronic complaining
The conflicted person, and where the partner's mandate ends
Tools in this lecture
Ready to use on the slides (15)
Services and apps shown in this lecture (1)
The stages of persuasion, and AIDA and SPIN inside them
Understanding motive rather than stated requirement
FAB, and building a value proposition for an internal idea
Building trust, and using evidence from elsewhere
Tools in this lecture
Ready to use on the slides (11)
Models and methods explained (3)
The channels available inside an organisation
Building a picture of the person you need to convince
BANT applied to an internal proposal
The five-touch method, and the elevator pitch
Tools in this lecture
Ready to use on the slides (9)
Models and methods explained (10)
The ladder of persuasion
Active listening and open questions
Presenting through story rather than specification
Objections via LAER and Feel-Felt-Found, and two ways to close
Tools in this lecture
Ready to use on the slides (11)
Models and methods explained (7)
What a project actually is, and its four stages
What project management is as a way of producing a result
The role of whoever runs it, and the main difficulties
The PMBOK 7 principles and performance domains
Tools in this lecture
Ready to use on the slides (3)
Models and methods explained (3)
Collecting the ideas
Building the business case
Developing the charter, and the cost-benefit analysis
Choosing which initiative to actually run
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (3)
Who your stakeholders actually are
Compiling and prioritising the list
Ways of engaging each of them
Assessing influence and interest, and planning engagement
Tools in this lecture
Ready to use on the slides (5)
Models and methods explained (3)
Establishing that the work is needed at all
Defining the start and end points
Defining the boundaries
Documenting assumptions, which is where partnering usually fails
Tools in this lecture
Ready to use on the slides (2)
Models and methods explained (6)
Breaking the work into parts
Describing the plan as a diagram
Identifying risks early
Time planning, and the network diagram
Tools in this lecture
Ready to use on the slides (6)
Models and methods explained (3)
Methods for planning time
Determining how long things take
The Gantt chart and other displays
Identifying participants, and the responsibility matrix
Tools in this lecture
Ready to use on the slides (5)
Services and apps shown in this lecture (8)
Models and methods explained (3)
Cost and budget, and the types of cost
The three stages of a budget
Identifying and assessing risk
Managing it rather than listing it
Tools in this lecture
Ready to use on the slides (8)
Models and methods explained (2)
Building the structure for the work
Operating in a matrix, which is where a partner usually sits
Defining roles and allocating tasks
Starting the team properly
Tools in this lecture
Ready to use on the slides (4)
Models and methods explained (8)
What control actually means
Reporting progress, and monitoring spend
Handling deviation from the plan
Running meetings, and the communications plan
Tools in this lecture
Ready to use on the slides (10)
Models and methods explained (4)
Planning the closure rather than drifting into it
Handling the administrative side
Surveying the result
What a proper closure does for the next request you make
Tools in this lecture
Ready to use on the slides (4)
Models and methods explained (8)
This course contains the use of artificial intelligence.
You are competent, fast and helpful. And you still learn about decisions after they are made. Here are 396 tools to change that: 247 ready-to-use templates, question lists, procedures, checklists and matrices, 117 models and methods, 30 services and apps shown on screen, and 2 downloadable tool files.
Open a lecture, take the tool, use it in your next conversation with a business leader.
How a good specialist becomes a service desk
Nobody decides it. You say yes to every request, so requests are what you get. You answer quickly, so people stop thinking before they ask. You never push back, so nobody expects an opinion from you. One day you notice that the planning meeting happened without you, again. People come to a service desk with a task. They come to a partner with a problem. The difference is in a few habits, and each of them can be learned.
What changes after this course
You answer a request with a question about the problem behind it. Your one-to-ones bring a problem to the surface before it becomes a resignation. You bring a business leader a case with numbers and hold it under objections. You deliver what you promised as a project. You measure your own function and know how it is described when you are not in the room.
What is inside: 396 tools, counted lecture by lecture
You do not have to take this number on trust. Open any lecture and read its description: every tool inside is listed there by name.
Where the tools are
What this course is not
It is not a certification programme. You receive the Udemy Certificate of Completion and a working toolkit.
Who is teaching
I am Mike, the #1 HR instructor on Udemy, with 1,800,000+ course enrollments from 170,000 students, and the author of about 200 books on Amazon. I built the people system at Preply as it became a unicorn and worked at Wargaming, iDeals and Alfa-Bank across 20 years in HR. I hold PHRi, SHRM-CP and HCI sHRBP certifications and represent HRCI in Eastern Europe.
I was a business partner myself. When I joined Wargaming, one of my goals for the probation period was to understand exactly how the company earns money on games it gives away for free. A partner starts from that. And when I was becoming a person who behaves as a business partner, I felt I could do more for the company with more responsibility, so I asked my chief executive for it. He answered: you do not ask for responsibility, you take it.
How to use the course
Start with the first lecture and its partner reply card: one question that turns a request into a problem. Watch the sections on the role in order. Then open the block for what you lack: persuasion, delivery, the internal client or communication. Section and lecture titles show how many tools are inside, and each lecture description lists them by name.
What is included
Where to start
Take the last request you received from a business leader. Open the first lecture and answer it with the question from the partner reply card. See what comes back: a task or a problem. Enrol now and start your first lesson today.