This ultimate package of management training courses guaranteed to help you become a more effective manager of yourself, your projects and your team.
Great managers aren’t just born. The most effective managers invest in discovering and practicing the skills they need to become better managers.
And this Ultimate Management System has everything you need to motivate people, get results, and manage your team well.
With Ultimate Management System Training, you receive over 15 hours of video content, 10 skill specific student manual, full MP3s of all lectures and 100 quiz questions that check and reinforce your learning.
Based on our business training we deliver to managers and leaders worldwide, these management training videos deliver practical management skills that any manager can turn into action today.
Transform your effectiveness. Accelerate your skills. Become a better manager.
Full course modules in:
Effective Communication Skills
How To Motivate Employees
How To Negotiate
Project Management Skills
How To Resolve Conflict
Meeting Management Skills
How To Build High-Performing Teams
Confidence and Assertiveness
Coaching Skills and How To Coach Others
Module One: Getting Started
Welcome to the Communication Strategies workshop. For the better part of every day, we are communicating to and with others. Whether it’s the speech you deliver in the boardroom, the level of attention you give your spouse when they are talking to you, or the look that you give to the cat, it all means something. This communication skills workshop will help participants understand the different methods of communication and how to make the most of each of them.
Module Two: The Big Picture
When we say the word, “communication,” what do you think of? Many people will think of the spoken word. People who are hearing impaired, however, might think of sign language. People who are visually impaired might think of Braille as well as sounds.
In this module, we will explore the different ways in which we communicate.
What is Communication?
The dictionary defines communication as, “the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs.” (Random House Dictionary, 2009)
It is also defined as, “means of sending messages, orders, etc., including telephone, telegraph, radio, and television,” and in biology as an, “activity by one organism that changes or has the potential to change the behavior of other organisms.”
The effectiveness of your communication can have many different effects on your life, including your:
Level of stress
Relationships with others
Level of satisfaction with your life
Ability to meet your goals and achieve your dreams
Ability to solve problems
Module Four: Paraverbal Communication Skills
Have you ever heard the saying, “It’s not what you say, it’s how you say it”? It’s true!
Try saying these three sentences out loud, placing the emphasis on the underlined word.
“I didn’t say you were wrong.” (Implying it wasn’t me)
“I didn’t say you were wrong.” (Implying I communicated it in another way)
“I didn’t say you were wrong.” (Implying I said something else)
Now, let’s look at the three parts of paraverbal communication.
Module Five: Non-Verbal Communication
When you are communicating, your body is sending a message that is as powerful as your words.
Think about these scenarios for a moment. What non-verbal messages might you receive in each scenario? How might these non-verbal messages affect the verbal message?
Your boss asks you to come into his office to discuss a new project. He looks stern and his arms are crossed.
A team member tells you they have bad news, but they are smiling as they say it.
You tell a co-worker that you cannot help them with a project. They say that it’s OK, but they slam your office door on their way out.
Module Six: Speaking Like a STAR
Now that we have explored all the quasi-verbal elements of communication, let’s look at the actual message you are sending. You can ensure any message is clear, complete, correct, and concise, with the STAR acronym.
This module will explore the STAR acronym in conjunction with the six roots of open questions (Who? What? When? Where? Why? How?), which will be explored in more detail later on in the workshop.
Module Seven: Listening Skills
So far, we have discussed all the components of sending a message: non-verbal, para-verbal, and verbal. Now, let’s turn the tables and look at how to effectively receive messages.
Module Nine: Appreciative Inquiry
Traditional communication often focuses on what is wrong and how we can fix it. Think back to your last performance review, visit to the doctor, or your latest disagreement with a friend or spouse.
Appreciative inquiry does the opposite: it focuses on what is right and how we can make it better. Many organizations have found it to be a refreshing, energizing way of approaching problems and revitalizing their people.
Although we could spend a whole day talking about appreciative inquiry, this module will give you a brief taste of what AI is all about.
Module Ten: Mastering the Art of Conversation
Engaging in interesting, memorable small talk is a daunting task for most people. How do you know what to share and when to share it? How do you know what topics to avoid? How do you become an engaging converser?
Most experts propose a simple three-level framework that you can use to master the art of conversation. Identifying where you are and where you should be is not always easy, but having an objective outline can help you stay out of sticky situations. We will also share some handy networking tips that will help you get conversations started.
Module Eleven: Advanced Communication Skills
During this workshop, we have learned a lot about communication. We would like to wrap things up with a brief discussion on a few advanced communication topics. Adding these skills to your toolbox and using them regularly will make you a more efficient, effective, communicator.
Module Twelve: Wrapping Up
Although this workshop is coming to a close, we hope that your journey to improve your communication skills is just beginning. Please take a moment to review and update your action plan. This will be a key tool to guide your progress in the days, weeks, months, and years to come. We wish you the best of luck on the rest of your travels!
Welcome to the Assertiveness and Self-Confidence workshop. Assertiveness and self-confidence are comprised of important interpersonal communications skills and traits that can be learned and practiced. This workshop will provide you with many tips, techniques, and opportunities to try out your own skills.
An assertive person is confident and direct in dealing with others. Assertive communications promote fairness and equality in human interactions, based on a positive sense of respect for self and others. It is the direct communication of a person’s needs, wants, and opinions without punishing, threatening, or putting down another person.
Assertive behavior includes the ability to stand up for a person’s legitimate rights – without violating the rights of others or being overly fearful in the process. A skill that can be learned, assertive behavior is situationally specific; meaning different types of assertive behavior can be used in different situations.
Assertive behavior involves three categories of skills; self-affirmation, expressing positive feelings, and expressing negative feelings. Each will be explored during this course.
Negative thinking is the process of thinking negative rather than positive thoughts. Seemingly, positive thinking requires effort while negative thinking is uninvited and happens easily.
A person who has been brought up in a happy and positive atmosphere, where people value success and self-improvement will have a much easier time thinking positively. One who was brought up in a poor or difficult situation will probably continue to expect difficulties and failure.
Strong communication skills are essential for assertive interaction with others.
A strong self-concept depends both upon what you do -- and make -- and your idea of yourself. Goal setting is the process that allows you to analyze and determine what you do. Goal setting helps you feel strong -- and in control.
Worth is defined as “sufficiently good, important or interesting to justify a specified action. People with a sense of self worth exude confidence in themselves. They feel in charge of their own destiny, and are happy. To create a picture of your self-worth, take a self-concept inventory, by analyzing multiple attributes in your life such as Physical appearance, How you relate to others, Personality, How other people see you, Performance at work or school, Performance of the daily tasks of life, Mental functioning.
A person who has a strong sense of personal worth makes a confident, positive appearance.
Feeling and looking the part would not be complete without voice. Given that we know that 38% of communication effectiveness is governed by voice quality, improving your overall voice message delivery is worthwhile.
Presentations made by assertive, self-confident people can achieve a desired outcome.
An assertive, self-confident person uses a variety of coping techniques to deal with the challenges of interpersonal communication. Many of these techniques come from the school of neuro-linguistic programming. NL began in California in the mid-1970s, when graduate Richard Bandler joined a group at the University of Santa Cruz headed by linguistics professor John Grinder. NLP is defined as models and techniques to help understand and improve communication -- and to enhance influencing behavior.
Each of us can probably think of at least one difficult personality with whom we have had to deal, either at work -- or in our personal lives. With a strategy, it is possible to learn what the person does to annoy you, and what you might be doing to aggravate the situation.
Although this workshop is coming to a close, we hope that your journey to improve your assertiveness skills is just beginning. Please take a moment to review and update your action plan. This will be a key tool to guide your progress in the days, weeks, months, and years to come. We wish you the best of luck on the rest of your travels!
Welcome to the Meeting Management workshop. You are on your first project and you have to organize and manage the project kick-off meeting. What do you do first? Do you create the agenda or the invitation list? How do you run a meeting? What preparation do you need? All of these are valid and real questions you, as the meeting manager, must address. There is no doubt about it. Meetings require skill and technique in order for the meeting to achieve its purpose. Disorganized and poorly managed meetings waste time and hurt your credibility as a meeting manager. Consistently leaving a poor impression with the attendees will haunt you if left unchecked.
This training course is designed to give you the basic tools you need to initiate and manage your meetings. You will learn planning and leading techniques that will give you the confidence to run a meeting that will engage your attendees and leave a positive and lasting impression. This is a hands-on workshop and your participation will help make it a valuable experience. Use this time to begin the process of developing your skills along with other participants who share the same desire to improve their meeting management skills.
The first step in making your meeting effective begins with your planning and preparation activity. Determining the purpose of your meeting, the people who should attend, and the place of the meeting, forms the foundation on which you will build your agenda, decide what materials you need and identify the roles each attendee hold in the meeting. In addition, planning and preparing for your meeting helps to reduce the stress that may result from managing a meeting, because you will avoid unexpected incidents and issues that could derail your meeting.
This module is part one of your planning session, which focuses on important factors that could affect the success of your meeting. These factors are the people, place, and purpose of the meeting. Let us take a closer look to see how we can organize this to your success.
The last module dealt with the participant planning aspect of your meeting. In this module, you will learn how to gather the things you need to help facilitate the meeting more effectively. In addition, you will learn how to structure your invitation so you can communicate your meeting in a way that is consistent and sets expectations. Finally, you will understand the importance of making the logistical arrangements in advance, avoiding any last minute mishaps.
Let us begin first by learning what materials you will need in order to facilitate your meeting.
You are now ready to set up the meeting space. There are many things to consider that will determine what needs to be included in your set up. In the last module, you planned for the things you need. In this module, you are going to put it all together. Although this may seem like a trivial step, you should not take it for granted. The difference from an okay meeting to an awesome meeting could be the small details. Let us begin with the basics.
Advancements in technology have made meetings more effective by providing ways of communicating and storing meeting information. Although many new tools are available to help give your meeting that cutting-edge-feel, there are many things to consider when determining electronic options. It is not always imperative to use new technology at your meetings, but having an understanding in advance helps to expand your choices. In this module, you will learn about the latest meeting tools available to you, things to consider and reaching a decision.
Establishing clear roles and responsibilities in your meeting helps to manage the meeting effectively. When roles are established, the participants have a clear understanding of what is taking place because the person in a specific role has a job to fulfill. Assigning roles also alleviates the task you have to manage. This way you can focus on the role you are to mange within the meeting time. Remember that you do not have to do it all. Get others involved.
In this module, you will learn the role of the Chairperson, Minute Taker, and the Attendees. Finally, you will learn how to vary the roles for large and small meetings. Let us begin first by identifying the role of the Chairperson.
Chairing the meeting is a leadership role. You must be ready and able to stand up and kick off the
meeting without sounding nervous or uncomfortable. Your ability to communicate early in the meeting sets the tone of the meeting. Chairing a meeting effectively takes time to develop and requires practice.
This module is part one of two modules that teaches how to effectively chair a meeting. The first part, will teach how to start your meeting on the right foot. Next, we will discuss the role of the agenda and finally, we will discuss how to use the parking lot. All these techniques are designed to make you a more effective chairperson. In fact, you will get an opportunity to practice commencing a meeting. Do not worry. This is a safe learning environment where you will not be forced to do something you are not comfortable doing. However, remember to use your action plan if you need more practice chairing a meeting. Let us start this module from the top, which is getting off on the right foot.
In the last module, we focused on starting the meeting on the right foot. Chairing the meeting for the remainder of the time requires diligence and discipline. It is almost like being a referee. You will have to make calls and manage the game and watch for violations. However, unlike a game, the meeting room presents many challenges, because the rules tend to change from meeting to meeting. At least this is from the attendees’ perspective. Your goal is to break that trend by chairing your meeting with purpose and a goal in mind.
In this module, you will learn techniques on how to keep your meeting on track, deal with overtime and holing participants accountable. Doing all this requires focus and a sense of doing what is right for the sake of all your attendees. Neglecting this could affect the meeting experience for many who will sit there and silently criticize your meeting management skills. Worse yet, they may get up and walk out, because they feel they are wasting their time. Let us begin by learning how to keep the meeting on track.
Disruptions in the meeting are bound to happen. Personal technology keeps participants constantly connected to the outside world. Frequent disruptions could impede the effectiveness of your meeting and become distracting to those who are focused on the meeting. Furthermore, poorly managing disruptions will reflect on the chairperson or meeting organizer. The key to mitigating disruptions is to plan for them and setting expectations.
In this module, you will learn how to deal with participants constantly running in and out of your meeting, cell phones, of topic discussions and conflicts. The goal is to reduce the affect. It is very difficult to avoid these distractions. It is human nature. Let us begin the module with a lesson on how to deal with participants constantly leaving the meeting.
Earlier in this course, we discussed the important of the minute taker. In this module, you are going to learn the details of how to take meeting minutes. First, we are going to discuss the purpose of the meeting minutes. Second, we are going to discuss what to record throughout the meeting and finally, we are going to review a template that will help facilitate the minute taking process.
Module One: Getting Started
Welcome to the Negotiation Skills workshop. Although people often think of boardrooms, suits, and million dollar deals when they hear the word “negotiation,” the truth is that we negotiate all the time.
For example, have you ever…
Decided where to eat with a group of friends?
Decided on chore assignments with your family?
Asked your boss for a raise?
These are all situations that involve negotiating! This workshop will give participants an understanding of the phases of negotiation, tools to use during a negotiation, and ways to build win-win solutions for all those involved.
Module Two: Understanding Negotiation
Before we get started, let’s take a look at two basic types of negotiation. We’ll consider the three phases of negotiation and the skills you need to become an effective negotiator.
Module Three: Getting Prepared
Like any challenging task, negotiation requires preparation. Before you begin a negotiation, you need to define what you hope to get out of it, what you will settle for, and what you consider unacceptable. You also need to prepare yourself personally. The key to personal preparation is to approach the negotiation with self-confidence and a positive attitude.
Module Four: Laying the Groundwork
In the previous module, we looked at the importance of establishing your bargaining position. In this module we consider other aspects of preparation: setting the time and place, establishing common ground, and creating a negotiating framework. Even at this early stage it is important to have certain principles in place. If you allow them to be compromised, then you will already have put yourself in a position where you can be considered as prey for hostile negotiators. Getting the groundwork in place may seem like a formality, but it is the first stage of negotiations, and therefore as much a part of the arrangements as any other.
Module Five: Phase One — Exchanging Information
The first phase in a negotiation involves an exchange of information. Both sides state their positions on the issues being addressed in a non-confrontational way. The tricky part of this phase is deciding what to reveal and what to hold back. The “poker” metaphor for negotiating is a very good one, because it describes exactly the way that negotiating parties will want to “allow” each other to think. The information you share with your negotiating counterpart will allow them to read a certain amount about your position. You cannot negotiate blindly, after all.
Module Six: Phase Two — Bargaining
Now we have reached the heart of the negotiation process. This phase — bargaining — is what most people mean when they talk about negotiation. This module explains what to expect when you begin to bargain and what to do if you run into an impasse. It also describes some common bargaining techniques used by experienced negotiators.
Module Seven: About Mutual Gain
In their classic book Getting to Yes, Roger Fisher and William Ury argue that most negotiations are not as efficient or as successful as they might be because people tend to argue about positions rather than interests. Once the parties in a negotiation commit themselves to a position, they feel that changing their position represents failure. Instead, Fisher and Ury suggest that the parties in a negotiation focus on their interests. What can we get out of the negotiation that will further our interests? That is the question that should guide a negotiation toward achieving mutual gain.
Module Eight: Phase Three — Closing
The final phase of a negotiation is a time for reaching consensus and building an agreement. A little hard work in this phase can ensure that the negotiation achieves it desired results.
Closing a negotiation can mean two different things: First it may be a question of how to bring different ideas to a mutually agreed conclusion. A second possibility view of ‘closing’ is what means negotiating parties can use to acknowledge or formalize the idea that agreement has been reached.
Recognizing that parties have reached agreement can be quite simple. One can ask the other(s), “Then, have we reached agreement?” The parties can shake hands, make a public announcement, or sign a document. The real issue is that each has to make it clear to other negotiators that a mutually agreed conclusion has indeed been reached.
Module 9: Dealing With Difficult Issues
Most people are willing to negotiate in good faith. They don’t resort to tricks or intimidation. Every once in a while, though, you might encounter someone who takes a less principled approach. You need to be prepared to deal with people who don’t play fair. It is not cynicism to prepare for the possibility that someone will try to bend the rules, especially when those rules are unwritten. It is simply good preparation, and realism. Some people are unscrupulous, but if you know how to handle them it need not be the end of the world.
Module 10: Negotiating Outside The Boardroom
Negotiating isn’t just something that takes place in conference rooms with powerful forces aligned on either side of a table. People have informal negotiations every day — with their coworkers, merchants, even family members.
Module Eleven: Negotiating on Behalf of Someone Else
Negotiating on behalf of someone else presents some special challenges. When you begin such a negotiation, you need to have a clear idea of your Walk Away Price (WAP) and the concessions you have permission to make. You also need to be sure you understand the issues well enough to respond to tough questions that may come up in the negotiation.
If you are assembling a team to assist in the negotiation, you need to select people who have the expertise and the temperament to move the negotiation forward. It is not unlike selecting an army unit, in some ways. When going into battle, you want to have people nearby who will ensure that your interests are protected. It is said that a chain is only as strong as its weakest link, and this is a good principle to take with you into negotiations.
Welcome to the Project Management workshop. In the past few decades, organizations have discovered something incredible: the principles that have been used to create enormous successes in large projects can be applied to projects of any size to create amazing success. As a result, many employees are expected to understand project management techniques and how to apply them to projects of any size.
This workshop will give participants an overview of the entire project management process, as well as key project management tools that they can use every day.
Before we get started, let’s make sure we all understand just what we mean by a project and by project management. We’ll also look at what a project manager’s role is.
Now that we understand what we mean by projects, project management, and project managers, let’s look at some of the other concepts related to projects. This module will look at the Project Management Institute, a global project management group that publishes and promotes project management standards, and its core ideas.
The first phase of project management is initiation. This is where the project starts to take shape. Stakeholders and team members work together to identify wants and needs, and then the project team creates a plan to accomplish the objectives with the time and budget available. This module will explore the first part of that process: identifying what success will look like for your particular project.
Once you have an idea of who your stakeholders are and what the project will achieve, it’s time to put it all in writing. This module will look at four key project documents: the statement of work, the project requirements document, the project planning worksheet, and the project charter.
Congratulations! With the completion of the SOW, planning worksheet, and project charter, the initiation phase is complete. Now it’s time to plan the nuts and bolts of your project.
When building your plan, remember:
·Everything in the plan is a prediction.
·The only fact that you know for certain is that your plan is definitely not 100% right.
·Contingency needs to be built in to cope with the uncertainty.
The next part of the planning phase is to bring together the nuts and bolts information that we have gathered (the tasks to be performed, plus the time, resources, and costs required for each) and to create an actual plan for executing the project.
In the last module, we looked at how to build a schedule in table format. This format will work well for small projects. However, for more complex projects, you will need additional tools. This module will explore four of the most popular tools, including graphical methods and Microsoft Project.
We have spent a lot of time talking about what the project will do and making plans for how to do it. Finally, it is time to get to work and put our plans into action.
You’ve reached the point where all the tasks in your project plan have been checked off: the widget is built, the advertisements are on TV, and boxes are being shipped to customers. Before you consider the project complete, however, there are a few more things to be done.
For most of us, teamwork is a part of everyday life. Whether it’s at home, in the community, or at work, we are often expected to be a functional part of a performing team. This teamwork training will encourage you to explore the different aspects of a team, as well as ways that they can become a top-notch team performer.
A team is a group of people formed to achieve a goal. Teams can be temporary, or indefinite. With individuals sharing responsibility, the group as a whole can take advantage of all of the collective talent, knowledge, and experience of each team member.
Team building is an organized effort to improve team effectiveness.
The Merriam Webster Dictionary defines a team as a number of persons associated together in work or activity. Teams are formed for many purposes. Examples include project teams, ad-hoc teams, quality improvement teams, and task forces. Sometimes the team is formed to work on a goal as an adjunct to a traditional hierarchy in an organization. At other times, the team is designed to replace the hierarchy.
When a new team forms, it concerns itself with becoming oriented. It does this through testing. It tests to discover the boundaries of interpersonal and task behaviour At the same time, the members are establishing dependency relationships with leaders, fellow team members, or any standards that existed when the group formed. The behaviours of orientation, testing and dependence become the process called Forming.
Members behave independently when the team forms. While there may be good will towards fellow members, unconditional trust is not yet possible.
In the Storming phase, the team starts to address the objective(s), suggesting ideas. It empowers itself to share leadership. Different ideas may compete for consideration, and if badly managed, this phase can be very destructive for the team. Egos emerge and turf wars occur. In extreme cases, the team can become stuck in this phase.
If a team is too focused on consensus, they may decide on a plan which is less effective to complete the task for the sake of the team. This carries its own set of challenges. It is essential that a team has strong facilitative leadership during this phase.
Once teams move from Norming to Performing, they are identified by high levels of independence, motivation, knowledge and competence. Decision making is collaborative and dissent is expected and encouraged as there will be a high level of respect in the communication between team members.
Teambuilding is an organized effort to improve team effectiveness. All members of the team must be committed to the idea in order for the effort to be effective. Teambuilding is indicated for regular teams -- or for a work team” in trouble”. Teambuilding implies hard work that continues on after the initial training session.
Giving thought to time and place considerations for a team meeting can go a long way toward producing a more effective meeting outcome. Below are some elements to think about.
In 1999, Dr. Edward de Bono published a book entitled Six Thinking Hats. He theorizes that the human brain thinks in a number of distinct ways -- or states -- which can be identified, deliberately accessed and therefore planned for use in a structured way, allowing team members to develop strategies for thinking about particular issues.
Six Thinking Hats is a powerful technique that helps teams look at important decisions from a number of different perspectives. It helps them make better decisions by pushing members to move outside their habitual ways of thinking. It helps them understand the full complexity of a decision, and identify issues and opportunities which they might not otherwise notice.
In order to make it easier to clearly identify and work with these states, colored hats are used as metaphors for them. The act of putting on a colored hat allows individuals to symbolically think in terms of the state, either actually or imaginatively.
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