The objective of the training is to

• Make participants aware of:
  their actual behaviour and the consequences of it.
  the difference between natural and effective behaviour.

• enable the participants to learn effective behaviour towards attaining formulated goals, through insight into examining their personal strengths and weaknesses.
• exercise and put into practice all possible situations in the day-to-day practical role of a manager.
• by means of role-play, reflection and feedback assist the participants in identifying how their own behaviour can influence their environment. The acquired knowledge is put into practice and embedded in behaviour.

 

Timetable:

 

 

 

Programme First Day:

Focus on the following behaviour:

• Which demands are asked from managers by the actual market and how you deal with them.
• How can the manager influence his team’s motivation?
• Manager behaviour that provides the employees with the certainty they are looking for?

 

Conducting the following exercises:

• Setting concrete goals.
• Determining the effectiveness of actual behaviour in relation to the formulated goals.
• Developing the employees and proactively setting them to work towards the goals.
• Learning how to recognise opportunities and how to act upon them.
• Presenting in an inspirational manner.

 

‘Knowledge into action‘ by:

Converting the learning points into concrete actions and exercising these in the practice period in preparation for the second training day.

 

 

Programme Second Day: 

Begin with measurement of results:

The participants report back on the changes they have applied in their behaviour during the previous session and the results they have achieved with this.

 

Focus on the following behaviour:

• What is the relationship between the goals and the means?
• What are the advantages and disadvantages of fixed patterns?
• When are you prepared to adapt your behaviour?
• Which behaviour draws most attention?

 

Conducting the following exercises:

• Experiencing the effects of creativity.
• Leading discussions.
• Complimenting consciously.
• Presenting.

 

‘Knowledge into action‘ by:

Converting the learning points into concrete actions and performing these in the practice period in preparation for the third training day.

 

 

Programme Third  Day:

Start with Measurement of results:

The participants report back on the changes they have applied in their behaviour during the previous session and the results they have achieved with this.

 

Focus on the following behaviour:

• When do you have to take a decision as a manager, and how do you do that?
• How do you deal with a decision that later appeared to be the wrong one?
• Which internal behaviour increases the effectiveness of a manager?

 

Conducting the following exercises:

• Communicating the decisions made and dealing with possible reactions.
• Acknowledging mistakes.
• Motivating your manager for change.
• Leading meetings with a motivating approach.

 

‘Knowledge into action’ by:

Converting the learning points into concrete actions and performing these in the practice period in preparation for the fourth training day.

 

 

Programme Fourth Day:

Start with Measurement of results:

The participants report back on the changes they have applied in their behaviour during the previous session and the results they have achieved with this.

 

Focus on the following behaviour:

• Which behaviour leads to an effective network?
• What are specific behavioural features in negotiations?
• What shows you are proud of your company?

 

Conducting the following exercises:

• Professional negotiating strategies.
• Motivating others to open their network.
• Presenting your company externally.
• Supporting your arguments by means of visualisation.

 

‘Knowledge into action ‘by:

Converting the learning points into concrete actions and performing these in the practice period in preparation for the fifth training day.

 

Programma Fifth Day:

Start with measurement of results:

The participants report back on the changes they have applied in their behaviour during the previous session and the results they have achieved with this.

 

Focus on the following behaviour:

• Which behaviour shows that a manager takes his responsibility seriously?
• How are values and norms of the company reflected in the example behaviour set by the manager?
• When does control lead to motivation?
• Which behaviour stimulates genuine interest from others?

 

Conducting the following exercises:

• Controlling by means of a motivational approach.
• Know your employee.
• Five elementary phases in selecting new employees.
• The job interview in different market situations.
• Target- and human-focused written communication.

 

‘Knowledge into action‘  by:

Converting the learning points into concrete actions and performing these in the practice period in preparation for the sixth training day.

 

 

Programme Sixth Day: 

Start with measurement of results:

The participants report back on the changes they have applied in their behaviour during the previous session and the results they have achieved with this.

 

Focus on the following behaviour:

• What are the causes of deviant behaviour and how do you deal with this?
• Why and when do you have to set your boundaries as a manager?
• How do I make sure that I continue to use my newly-learned behaviour?

 

Conducting the following exercises:

• Reframing sessions, when and how?
• Exit interviews and preserving the relationship.
• Saying ‘No’ as a means to achieving your goal.

 

Conclusion of the training course:

The participants present:

1. Their most important learning discoveries.
2. The results they have achieved with these.
3. An action plan for the coming six months.

 

Awarding the certificates.