The specialist in highly technical, market-driven banking and … · 2019. 11. 26. ·...

The specialist in highly technical, market-driven banking and corporate finance training

Business Valuation Courses

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

The specialist in highly technical, market-driven soft skills training

Soft Skills Courses

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

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Advanced Negotiation Issues in M&ADate:

Location: London Standard Price: £*** + VAT Membership Price: £*** + VAT

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PUBLIC COURSES

• Effective Business Writing for Corporate Finance• Negotiation Skills Course for Fniance & Other Professionals• Negotiation Skills in M&A Transactions• Persuasion, Negotiation & Presentation Skills - A 3 Day

Interactive Workshop• Presentation Skills Course for Finance & Other

Professionals• Report Writing• The Art and Skill of Persuasion - A Workshop for Finance

Professionals• Winning Corporate Finance Business

IN-HOUSE COURSES

• Business Development Planning• Change Management• Coaching Skills• Communicating and Influencing - For Team Members• Facilitation Skills• Handling Conflict with Confidence• Handling Written and Telephone Complaints Training • Interviewing Skills• Management and Team Development - Option 1• Management and Team Development - Option 2• Negotiation Skills for Lawyers - Issues at the Core of Legal

Negotiation

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IN-HOUSE COURSES

• People and Team Management• Person Efficiency & Managing Meetings• Risk Management Strategies for Insurance Business in the

new Regulatory Environment of Solvency II• Sales and Presentation Skills Training• Strategic Development: Thinking, Planning, Management

and Leadership Skills Workshop• Strategic Management• Stress Management• Time Management Skills for Finance Professionals - Time

and Tide Wait for None• Understanding Your Brand And Your Business


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.

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


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Effective Business Writing for Corporate FinanceDate: 06 Mar 2018, 19 Sep 2018

Location: London Standard Price: £625 + VAT Membership Price: £500 + VAT

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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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Effective Business Writing for Corporate FinanceContinued...

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• 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.


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Negotiation Skills for Finance & Other 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 Ne-

gotiator 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 in-

terests 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

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

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

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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


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


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Course Overview

Course DescriptionThis course has been developed to provide mid-level and senior professionals involved in M&A transactions (advisors, lawyers, accountants, financing professionals, corporate development professionals, integration managers etc) 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 MethodologyThe 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

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Negotiation Skills in M&A TransactionsContinued...

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• Unless you have a plan B, your anxiety may reach dangerous levels

• 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 competitive process and has received non-binding 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 struc-

tures• The potential adjustments to working cap-

ital and capex • The representation & warranties and re-

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


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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.

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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

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




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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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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

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 language 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 Knowing the pros and cons of different

visual aids

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.

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.

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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



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


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Report WritingDate: 01 Mar 2018, 01 Nov 2018


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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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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


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The Art & Skill of PersuasionDate: 13 Mar 2018, 10 Sep 2018


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Course Overview

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 - lis-

tening and questioning Perception – how you perceive situations

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 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 others Hone your listening skills and overcome barri-

ers 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

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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 ob-

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


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Winning Corporate Finance BusinessDate: 16 May 2018

Location: London Standard Price: £725 + VATMembership Price: £580 + VAT

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Why is pitching important? M&A is a competitive and crowded industry. Many advisers may be credible for any particular transaction: there is a real challenge for candidate advisers to differentiate themselves. Whether the client making the selection is inexperienced (such as an owner-manager) or a frequent buyer/ seller (such as a private equity firm), it can be hard for the client to identify the ‘right’ firm to execute the deal for them.

M&A, whilst challenging to execute, is popularly seen as lucrative, bringing high fees – but winning an M&A mandate is an intense process which can call for just as much effort as the transaction itself. Pitching is highly competitive and, done well, requires for a considerable amount of bespoke preparation.

In all areas of business, there are good pitches and bad pitches. What makes the difference? Learn about how what happens ahead of a pitch shapes the pitch meeting itself and can have a major impact on the outcome. Focus on areas to highlight in the pitch document, and the conduct of the pitch meeting itself. In addition to relevant expertise, success calls for considerable time and effort, astute judgement, strong relationship building and great teamwork.

Participants will:

Study the whole process from first contact with a potential client to winning the mandate Focus on how to initiate and develop dialogue with a potential M&A client Gain an understanding of all the tools which can be used to build the client relationship Appreciate the best way to position and leverage your M&A expertise, ahead of a pitch meeting Get to grips with the minutiae of preparing a pitch document Explore what a good pitch document looks like Develop ideas on the conduct of the beauty parade itself Discuss what may influence decision making on the part of the acquiror/ vendor Come away with a broader appreciation of how to position for and win corporate financial advisory

work

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Course Content

Part one – before the pitch

Appointing an M&A adviser: the beauty parade as the tip of the iceberg

Who is or may be a seller? Is this transac-tion good business for our firm?

How to identify and qualify the opportunity Understand the client: Why are they selling (and why now/ soon) Consider what they will most need from

their M&A adviser It’s not just about the pitch; what can be

done ahead of time? Focus on stakeholders. Who may influence

the decision?

Relationship building and positioning: how to develop this

Do your own research - a key potential differentiator:

Developing insight and understanding of the client

Gathering relevant information Proprietary analysis What is our firm’s relevant sector and

transactional expertise? Ways of advancing your client relationships Why are we the best M&A adviser? Building

competitive advantage: where can you aim to get to, pre-pitch?

Pitching started yesterday: anticipating the formal invitation


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Winning Corporate Finance BusinessContinued...

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Part two – the pitch document

A good start is vital: Identify your project team – bring together

M&A and any other relevant disciplines Brainstorming the content of the document Ensure you are fully aligned to the ITT and

any process rules Agree a clear roadmap from the outset: Format and style of the document Agreeing the fundamental messages A detailed timetable What areas are normally addressed in an

M&A pitch document? Key areas to cover – allocating responsibil-

ities and ownership Balance and perspective: It’s not just about your firm, it’s about the

client’s business and deal A customised document - no sausage ma-

chines! What other advice may the client need? Ensure you have all relevant areas of ex-

pertise covered The importance of understanding how the

document may be used – and how this shapes content and presentation

Examples of smart content Don’t undersell- presenting the wider team

and the whole firm’s relevant capability Logistics - should never be overlooked!

Part three – the beauty parade

Who should attend? What is the optimal mix of attendees?

Ensuring correct expectations for all parties Know the rules (timing, format) and cli-

ent’s expectations as to how you will en-gage and the ground to be covered – work to them

Use of the pitch document vs. stand-alone session• Visual aids?

What constitutes effective preparation?• Dry runs, full rehearsals, independent

challenge The rules of good presenting

• A delivery which helps the client keep track and reinforces messages

• Personal conduct• Team behaviour in the meeting – how to

work together

Engaging with the client’s side – how to encourage dialogue

Key areas of focus• Be clear what you want to achieve

from the meeting, and what key mes-sages you want to convey ….

• …. but retain flexibility to adapt how you get your message across

Key messages to conclude: What is the optimal number?

Never leave the room without feeling you have given everything you wanted to share

Conclusion

What may happen next? An understanding of client decision-mak-

ing The fee negotiation Exercise: preparing a pitch for two differ-

ent clients

Exercise

You will be presented with two very different types of client and asked to suggest what, in your view, should be emphasised in your approach to them as a potential client – both beforehand and in the pitch itself.

Followed by discussion of these suggestions, broad-ranging questions on the session, and concluding remarks.



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Business Development PlanningIn-House

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Course Overview

This one or two day workshop style course offers up the secrets to success in business development. The course presents the latest trends and techniques in understanding the sales process, developing a new business funnel, marketing your brand, collecting competitive intelligence and strategizing for a capture win. It is designed to improve how you do business and expand your business capture.

The 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 profitable long term relationship with clients rather than a short transaction based encounter.

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

Case Study/Exercise to Suit

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 objections. 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


Closing and Post Development Activity What constitutes a “sale” How can we achieve a “sale” Psychology of closing. Recognition of the seven stages in the pro-

cess. Putting customers first. Activity to identify the best practices in main-

taining long-term relationships.Case Study/Exercise to Suit

END


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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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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

Course Duration The course duration can be set to meet the client’s needs

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.

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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


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?

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

inter-personal relationships?

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

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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

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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



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


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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Handling Written & Telephone ComplaintsIn-House

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Course Overview

This course will provide participants with the key skills, abilities and confidence required to improve their handling of customer complaints, both verbal and written, with the goal of reaching a satisfactory solution that increases customer retention and loyalty.

The emphasis will be on practical issues with plenty of examples during the course. Delegates will encouraged to take part to get as much from the workshop as possible

Brief refresher on Handling Complaints Understanding the customers perspective Your experience as a complainer The first reaction How to listen Sounding confident, caring & helpful Building rapport Active listening Gathering & recording information

Example/Exercise

Key skills – Handling complaints The FSA Rules Treating Customers Fairly Model/system for handling complaints Escalation procedures Time limits Diary systems Why do people complain Why it is important to handle complaints

effectivelyExample/Exercise

Preparing for the Call Make clear at the outset you are glad the

client is bringing a shortcoming to your attention

Be apologetic and be clear that you want to resolve the complaint amicably and quickly

Establish as many of the facts as you can The importance of body language, tone and

manner Be clear about the root complaint. Have in mind a likely outcome but be flexi-

ble Let the client talk and talk. Getting clear responses Avoid “techno babble” and “legal speak” at

all costs

Managing the conversation without making it obvious

Deciding “what happens next” Putting things back on a positive track

Example/Exercise

Dealing with a written complaint - First contact Identifying the issues Understanding who you are writing to and

what they need from you How to avoid long replies How to write an effective “holding” reply Setting a clear objective Explaining clearly what happens next and

when Keep it brief but cover all the issues Communication style – always formal? Manage customer expectations

Example/Exercise

Managing the Complaint Own the process Drive the responses, clarification and infor-

mation processes Keep the client informed Keep an efficient diary system Refer for guidance/second opinion when

necessary Always consult colleagues about complex

issues Set deadlines and manage them, keeping

the client informedExample/Exercise

Responding by letter Get the basics right – address, contact de-

tails, salutation Choosing the correct structure, tone and

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style Standard letters – should we ever use

them Make it look good – layout and content Keep it brief but deal with all the issues

Example/Exercise

Dealing with anger We are all uncomfortable making com-

plaints Anger is a safety valve – it is not directed

at you personally Defusing a difficult situation Gaining the customers respect Gaining the customers understanding Identifying common ground

Example/Exercise

Identifying the best response Techniques to set a clear objective Responding to complaints when you are at

fault Negotiation, assertiveness and empathy –

a challenging mix. Making concessions and/or when to stand

firm Tact, diplomacy – useful phrases Avoiding lengthy responses to questions

which repeat the complaint How to give bad news – up front and with

empathyExample/Exercise

Identifying the best response Techniques to set a clear objective Responding to complaints when you are at

fault Negotiation, assertiveness and empathy –

a challenging mix. Making concessions and/or when to stand

firm Tact, diplomacy – useful phrases Always apologise – if only for the fact that

the client felt the need to complain When you are not at fault, apologise ,

don’t admit fault but avoid point scoring Choosing the right words The right level of formality Use clear, simple and concise explanations Test you reply on a colleague first if in

doubt Be clear about your authority/power Making commitments and honouring

promises

How to deliver bad news in the least damag-ing way

Closing the fileExample/Exercise

Creating real satisfaction Agreeing a remedy Explaining what can or will be done Improving understanding Anticipating future requirements

The role of the team Responsibilities, escalation and referral pro-

cedures Always “four eyes”? Review each others work if applicable Support each other Seek a win/win outcome every time Try to identify trends. Refer common causes

to management Keep a detailed record of all complaints han-

dled Regards complaints as customer feedback


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Interviewing Skills

In-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



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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-

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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

Negotiation Skills for Lawyers In-House

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Course Overview

Lawyers negotiate all day, regardless of whether they are involved in a formal negotiation. In fact, we all negotiate in both our professional and personal lives: that is the nature of social interaction.

However, legal negotiation is a unique creature. Lawyers act as agents not principals in negotiations, requiring a specific skill set. Both law firms and in-house counsel can’t afford not to impress their clients with their negotiating expertise. Understanding the skills required for a legal negotiation requires an in-depth understanding of our role in the process.

What is our role as lawyers? Clients don’t just want us to ‘translate’ an agreed commercial position into legal documentation… our legal expertise is a given. In addition, they expect us to understand their underlying motives, their business environment, the short and long-term consequences of any one deal, their relationships with the other parties, when to revert to them (and when not to)… the list goes on and provides the backdrop to how negotiations should be conducted.

Legal negotiations also differ in that they are contentious or non-contentious. In contentious negotiations, the outcome is not completely within the negotiating parties’ control as the lawyers must bear in mind the court process and the court’s likely attitude to how negotiations have been conducted. In transactional matters, there is more potential for the parties to have shared interests. There is also greater scope in non-contentious discussions to change the negotiating party. The seller of a business could, in theory, find another purchaser.

Due to the multiple business stakeholders involved in a transaction, it is also often a challenge to discover who is really driving the transaction terms. Does the board of directors have a different perception to the one director you receive instructions from on a daily basis? Is the procurement department adversely affecting this negotiation in the interests of consistency? A lawyer’s role involves mediating between these stakeholders and assessing the nuanced motives of the other side’s stakeholders. Clients expect lawyers to be holistic and cognisant of the need to bring other stakeholders along in the process.

This one day course, run by an ex-corporate finance solicitor, directly addresses the issues at the core of legal negotiation by asking delegates to consider 3 central questions:

Who are the people involved? What are the problems (and how do we solve them)? How do I effectively prepare?

Part 1 (Understanding People/ Human Dynamics)

This focuses on understanding your own effectiveness as a negotiator, assessing your client’s needs and trying to get to the heart of your opponent’s motivations.Participants will consider: the myriad of stakeholders’ interests (for

example: commercial lead, procurement, IT, line management, board of directors,

other workstreams…) the specific challenges for internal and ex-

ternal counsel how to manage internal conflicts:

• who is the ‘true’ client? • do you need to facilitate clearer internal

agreement? the role of lawyer as project manager the role that Procurement have to play:

• recognition that they may have their own agenda (and have their own performance metrics)

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• recognition that the procurement agen-da might not be entirely aligned with your other client stakeholders

the importance of a communication strat-egy:• how are you going to communicate the

right amount of detail to the right peo-ple at the right time, through appropri-ate channels

• striking a balance between lengthy de-bate and alienating stakeholders.

In terms of individual skills, it is well recognised within the learning and development industry and social science that skills are learnt through practice and self-evaluation.

To that end, participants will: evaluate their own and others’ negotiating

experiences analyse attitudes, styles and personalities

within negotiation consider essential verbal and non-verbal

communication skills practice listening and questioning tech-

niques consider the differences between and

challenges inherent in different types of negotiation setting:• telephone • email• face-to-face

assess how and why tactics and gambits are being employed by opponents

consider how to deal with difficulties, such as:• difficult people• emotive subject matter• deadlock

Part 2 (Solving Problems).

Recognising that the issues to be decided upon should be separated from the personalities involved is the first step. Next comes working out possible solutions to the issues at hand and being prepared to adapt to changes and new information.

Participants will: discuss positional and principled nego-

tiation theories (Fisher & Ury’s Getting To Yes and Getting Past No, the Harvard Negotiation Project and Dr C Karass, amongst others)

explore how to find mutually satisfactory

solutions, or, if this is not possible, explore how to create persuasive arguments which will influence stakeholders

develop lateral thinking skills

Part 3 (Preparing to Negotiate).

Abraham Lincoln once said “if I had eight hours to chop down a tree, I’d spend six sharpening my axe”. Part 3 emphasises the importance of effective preparation for effective negotiation.

In teams, participants will: consider the importance of factoring in time

to develop strategies with the client(s) recognise that decisions often need to be

made in real time in negotiations: what are you empowered to agree?

prepare for a negotiation using a detailed legal scenario and preparation grid

Identify:• ZoPAs• BATNAs• walkaways• underlying interests

develop legal and negotiation strategies practice negotiation reflect on the effectiveness of the strategies

employed


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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

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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

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Risk Management Strategies for Insurance Businesses in the NewRegulatory Environment of Solvency II

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Course Overview

Solvency IISolvency II is a legislative programme that has introduced harmonised insurance regulatory regimes in Europe and has two key objectives. Firstly, improved consumer protection by introducing a uniform and enhanced level of policyholder protection. It is envisaged that this will give policyholders greater confidence in the products of insurers. Secondly, modernised supervision by shifting supervisors’ focus from compliance monitoring and capital, to evaluating insurers’ risk profiles and the quality of their risk management and governance systems.

Solvency II has imposed the same three pillars on the insurance market that already apply to the banking industry. Pillar 1 covers Financial Requirements, Pillar 2 Governance & Supervision, Pillar 3, Reporting & Disclosure

Delivery StyleThis two day workshop style course will explore and explain the main principles of the new procedures which came into force from January 2016 across Europe. It considers the implications of the enhanced prudential regulation of insurers and the greater and more granular application of risk based capital management.

Who Should AttendInsurance professionals, analysts, risk managers, regulators, bankers, and auditors, but is also appropriate for a broader audience who wish to gain insight into changing solvency rules for insurance companies. The course is targeted at an intermediate level and assumes a basic understanding of insurance business lines and risks as well as accounting.

Learning Objectives Understand what Solvency II is and the implications for insurance companies of this new Euro-

pean Commission legislation Understand the key terminology used Understand the regulatory expectations and objectives Describe the component parts - the building blocks of Solvency II Explain the key terminology - the language of Solvency II Explore the key role of the capital model - the Use Test Understand how risk control and governance interacts with capital requirements


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Session 1 Introduction – understanding the risks Why the need for Solvency II Why has it taken so long to implement What are the business risks of both life and

non-life insurers Non life: short-tail vs. long-tail lines; per-

sonal vs. commercial insurance; proportional vs. non-proportional reinsurance

Life products paying on death, survival or ill health; lump sum vs. income benefits

Investment bases for life contracts: unit-linked, with profits, guaranteed, inter-est-sensitive.

Financial risk: poor quality and quantity of capital and liquidity risk

Total financial resources: expected vs. unex-pected losses

Internal vs external factors & Contagion riskCase Study/Exercise

Session 2 Signs of Distress Common themes Troubled insurance companies Growth challenges Over concentration Volatile markets Asset and liability mismatches Excessive investment risk How does Solvency II address these?

Case Study/Exercise

Session 3: Solvency II Existing solvency regulation Pillars 1,2 & 3 Technical provisions Key liabilities, Discounting liabilities, Uncer-

tainty, “Matching adsustment” Investment guarantees & discretionary benefits in life contracts Market consistent liabilities & risk margin, hedgeable versus non hedgeable risks

Eligible capitalCase Study/Exercise

Session 4: Solvency II Structure Role of the 3 Pillars MCR – Minimum Capital Requirements SCR - Solvency Capital Requirement Differences between MCR & SCR Internal models Factor based approach Correlated and non-correlated risks Confidence levels and time horizon Proportionality

Case Study/Exercise

Session 5: Solvency II - Capital Eligible capital Types of capital: shareholder, regulatory and

economic Quality of capital: financial leverage; double

leverage; intangible vs. tangible net worth; dependence on hybrid capital; fundability of capital

SCR Solvency Capital Requirement Basic Own Funds Ancillary Own Funds

Case Study/Exercise

Session 6: Solvency II – Liquidity Risk Sources of liquidity Impacts on liquidity – potential drains Liquidity management Product design and liquidity Liquidity and financial transactions Life policy persistency

Case Study/Exercise

Session 7: Solvency II – Underwriting and Reserving Risks Data challenges Competitive pressures Economic factors, disasters and catastrophes,

Catastrophe Bonds & ISPV’s Ceded re-insurance - Litigation risks

Case Study/Exercise

Session 8: Solvency II - Investment risk - market, credit and interest rate risk Key challenges with assets and liabilities Emerging market difficulties – appropriate as-

sets may be scarce or illiquid Investment performance versus contractual

obligations Policies with options Issuer and sector exposure risks Market risk measurement – asset valuation

challenges Investment and counterparty risks under :Pillar

1 Loss absorbancy Derivatives in risk mitigation

Case Study/Exercise

Session 9: Operational risk Failures in people, processes, systems and ex-

ternal events Impact and frequency Op risk heat map Key insurance op risks Factor-based operational risk charges under

Pillar 1.Case Study/Exercise

Session 10: Risk Management Improving corporate governance& internal risk

management The concept of group supervision Combatting contagion risk




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Risk responsibilities and processes for man-aging investment, underwriting and counter-party risks

ERM Strategy & Ownership The “tone from the top” & The three lines of defence model Warning signs of weak management The importance of integrity – especially the

lack of itCase Study/Exercise

Session11: Pillar 2 Requirements Own Risk Solvency Assessment Risk Appetite Risk identification and assessment Risk measurement Risk reporting Risk and business strategy Stress testing Governance structure Supervisory reviews Capital add ons

Case Study/Exercise

Session 12: Group Issues Supervision of groups Treatment of non EU operations as a guide Contagion risk Correlation of ancillary businesses Group supervisor Group support regime Solvency II equivalence

Case Study/Exercise

Session 13: Pillar 3 Disclosure Public disclosure Solvency & Financial Condition report Disclosure to regulator Report to supervisors

Course Conclusion & Wrap Up

Open forum




Course Content

Selling Skills for Financial ServicesIn-house

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Course Overview

This is a 1 or 2-day intensive interactive training programme focusing on the sales and business development aspects of the client relationship. The guiding principal is the notion that to have a great relationship with a client, you want to achieve a position of trust. This has to be earned.

To achieve a position of trust you must excel in every aspect of customer care and stewardship and you must always put the interests of the customer at the heart of the business. You must never sell them products they don’t need and you must always be open and honest with them about your own limitations.

During this course we consider how to create meaningful and long term client relationships. We then progress into the sales process to ensure that you conduct yourself both professionally and ethically so that you can develop and then deliver a first class customer service. This is the only effective way to achieve and then be able to live up to, a reputation for outstanding customer service and satisfaction.

Above all it teaches delegates to be professional in their approach and demonstrates that by selling in a manner that helps the client fulfil their specific needs, the sale is more likely to succeed and the client relationship will be enhanced.

Understanding your 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

strategyExample/Case Study

The Seven Step Sales Process Setting objectives Appreciating customer requirements Presenting tailored solutions Handling objections Negotiating Win / Win deals Closing confidently Post call activity

Example/Case Study

Appreciating Customer Requirements Setting clear objectives on the scope of

selling you wish to embark on Techniques required understanding cus-

tomer’s needs Open, leading and closed questions The Funnel questioning technique

Example/Case Study

Features, Applications and Benefits (FAB) Identifying the FAB elements of products Using FAB to match the needs gathered

from customersExample/Case Study

Enhancing the Sales Presentations Presenting at the right stage Using the customer’s own words Preparation & Knowing the audience Gathering the content Delivering a presentation

Example/Case Study

Building Rapport Adopting the right attitude and building confi-

dence Relaxing prior to the presentation Non verbal communication Using gestures to enhance the message

Example/Case Study

Handling Objections Identifying frequently encountered objections The pre-emption of objections Developing appropriate responses Price objections

Example/Case Study

Win/Win Negotiations Identification of your bottom line Trading concessions

Closing the Sale Psychology of closing Recognition of the seven stage selling in the

closing process Why is this the hardest part of the process for

everybodyExample/Case Study

Post Call Activity Keeping the customer happy after the sale Activity to identify the best practices in main-

taining long-term relationships

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Strategic Development: Thinking, Planning, Management and Leadership Skills Workshop

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Course Overview

This 2 or 3 day workshop will help delegates develop their strategic thinking, planning and management skills including the tactical and operational requirements for successful implementation in a financial environment. The course will deal with the tough issues of conflict management, managing change, what makes a good leader and how to motivate a team. Using interactive case studies as well as sector examples, delegates will be encouraged to share experiences and challenges to help build practical and work focused solutions which they can take back and actually use.

The core objective of the programme is to equip the executives with the skills to scan the business environment to uncover profitable business opportunities as well as develop strategies for gaining competitive advantage in an increasingly competitive business environment. Amongst others, the programme will also provide insight on leadership best practices and behaviours that will strengthen the capacity of the executives to handle the complexities and uncertainties of managing a high performance financial institution.

Learning Objectives

After attending this course, delegates will be able to:

Describe the main problems that are faced by an institution; Explain the various approaches to organisational development planning; Analyse the current business environment and influences affecting the organisation; Analyse resources within and external to the organisation; Explain the various approaches to managing strategy and it place in the business plan; Evaluate the alternative development strategies so as to recommend the one(s) most suited to

the needs of the firm. Apply a deeper understanding of strategic development plans; Discuss objectively the risks, benefits and costs that accompany the implementation of the new

strategy including managing conflict in a team; Define approaches to managing the identified risks; Analyse the potential impacts on his or her firm (both positive and negative) that will result from

implementing the new strategy; Design policies, systems and processes to successfully implement the emergent strategic plans; Cover the key steps in change management

Methodology

The course consists of facilitated workshops, supplemented by case studies drawn from a combination of published real life examples and/or practical experience. There will also be opportunities for attendees to work in small groups to synthesise ideas and strategies and to apply the material in the context of their own organisations/departments. Open forum discussions will also be a key element.


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Strategic Development: Thinking, Planning, Management andLeadership Skills Workshop

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Session 1: Strategic Thinking The meaning of ‘Strategic’ Three Core areas of Corporate Strategy Process, Content Context Process linking the three core areas

Session 2: The Challenges of Leadership Management & leadership Leadership theories Expectations of leaders and their staff Identifying leadership traits What makes a good leader Inspiration, impact and charisma in leader-

ship versus the “loner” Transformational leadership

Case Study/Exercise

Session 3: Establishing a Vision ‘Mission’ Vs ‘Vision’ Why strategic plans fail and how to avoid

failure Agreeing a Robust Vision The Need for Clarity and Measurability Getting Buy-in to the Vision

Case Study/Exercise

Session 4: Becoming Strategic ‘Strategic planning & thinking Developing techniques to think strategically Communication Identifying critical skills needed to succeed

Case study/Exercise

Major Case Study Workshop : Delegates will be asked in small groups to agree a plan to launch a new strategy after carrying out analysis of Current Business Environment and Influences. The plan should assess resources Current Business Environment and Influences against the vision.

Session 5: Analysing the Current Business Environment and Influences External Environments The General Environment What are the Key Influences Impacting Business Product/Service Cycles Customer Analysis

Case Study/Exercise

Session 6: Analysis of Resources Analysing the Organisation The holistic approach Silo Issues Cross Organisational Assessment Assessment:

• Financial, Human Resources, Operations, Systems, Style

Case Study/Exercise

Session 7: Motivation & Change Management Motivational theory Practical motivation Money as a motivator Change agents Resistance to change The DREC curve Approaches to change management

Case Study/Exercise

Session 8: Establishing the Strategy Turning ‘Vision into Reality’ Creation of Strategic Movement Developing Strategic Options Strategy Implications

• Identifying the Stakeholders • Cross Organisational Buy-in• Potential conflict areas• Countering Objections

Case Study/Exercise

Session 9: The Implementation Process Resource allocation, strategic planning and

control Planning tools Objectives Tasks Communications Resource Allocation Resource characteristics Building the team Projects Vs ‘Business as Usual’

Case Study/Exercise

Session 10: Managing the Strategic Change including Conflict Management The need for conflict – is it healthy Conflict as a problem The causes of conflict Managing, mitigating and/or avoiding conflict The impact of the change and managing the

effects Selling the benefits of change to the organi-

sation Minimising the downside Keeping the plan on track

Case Study/Exercise

Session 11: Dealing With people Management styles


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Behavioural styles Bank cultural style Bank and management policy style Your personal style Meetings One to one encounters Overcoming resistance Dealing with your own bosses Selling issues and challenges to your team

Case Study/Exercise: Your boss wants you to re-allocate some responsibilities. Tthe staff concerned will not like it – they are nervous of change. How will you handle this?

Session 12: Communication Skills Different styles Corporate/Management style Oral, written, electronic Encouraging two way communication Encouraging esprit de corps Using “Top down” directives Dealing with resistance

Case Study/Exercise: Your predecessor held weekly team meetings but chose not to chair them, selecting a senior employee instead. Do you agree with this? Would you change it? If so, how?

Session 13: The Role of a Manager The move from Team member to Supervisor The role in ensuring my Team achieves

Team goals Ensuring the Team continuously improves Managing the whole role – time manage-

ment & effective goal setting Leadership ‘Presence’ – looking like the

Leader The Influence of Supervisor Behaviour – on

the Team, on each Team Member The focus of the effective Supervisor

Case Study: You have been promoted ahead of a colleague and friend who is obviously disappointed. How should you handle this?

Session 14: Managing Problems Dealing informally, semi formally and for-

mally Methods of problem solving Enlisting help and guidance Resolution Referral

Case Study/Exercise: Your staff are not performing because there is too much work. Your boss disagrees and tells you to manage. How do you handle this

seemingly impossible brief?

Session 15: Motivation Basic motivating factors Creating the right environment Carrot/stick approach Nurturing Patronage

Case Study/Exercise: How would you persuade your team to work on a weekend without extra reward?

Session 16: Delegation The art of delegation When to delegate Supervising Avoiding overkill Monitoring What is trade finance

Case Study: You have asked your deputy to prepare the preliminary budget for your department. How do you monitor the process without treading on toes? At what point would you take over and how would you handle this?

Review of the course / Evaluation


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Strategic Management

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By the end of the course, delegates will be able to: Define issues underpinning successful strategic leadership and the link to a strong organisa-

tional climate Describe a range of strategic business models and their potential implications for their own

business Define the critical concepts underpinning building high performing teams and managing

change Define and use key financial measures of strategic success

Who is the course for? Senior Managers who need an insight into the issues of Strategic Management and its appli-

cation

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

Module 1: What is Strategic Management? What are the Vision, values, mission

statement for your organisation? Role Clarity: what can you contribute? A fresh look at Strategy and Competitive

Advantage

Module 2: Strategic Tools and a Strategic Planning Framework A SWOT analysis for your company / de-

partment

Module 3: Financial Performance Understanding Key Financial Statements

Module 4: Management Styles v Organisational Climate Management v Leadership 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 in-stilled?

How to merge Management Styles with Organisational Climate

Module 5: Successful Change Management Understanding and using the key

Change Management Principles

Module 6: Creating High-Performing Teams The crucial importance of the stag-

es of Team Development in creating High-Performing Teams

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Stress ManagementIn 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 peo-

ple


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


Managing Stress in the Workplace

Moving from reactive to proactive Working to priorities when everything is

urgent Managing conflicting demands from more

than one person


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 anxiety

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

control Self-motivation – maintaining your motivation


Dealing With Your Own Stress

Self-motivation – maintaining your motivation Cultivating resilience Relaxation techniques Managing conflicting needs more effectively Developing a personal action plan Work / life balance Diet, exercise, relationships, leisure


END


https://redcliffetraining.com/training/soft-skills-training-courses/stress-management/


Course Content

Time Management Skills for Finance Profefessionals Inhouse

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Course Overview

Time management skills are vital in business life as there are always more issues to deal with than time available. How many people allow their in-trays to manage them? Do they also fail completely to prioritise? What is Time Management?

Time Management refers to managing time effectively so that the right time is allocated to the right activity.

Effective time management allows individuals to assign specific time slots to activities as per their importance.

Time Management refers to making the best use of time as time is always limited.

This one day interactive course will help delegates to become masters at the art of time management. At the conclusion of the course, delegates will know how to be certain that scarce resources are always allocated to where they will generate the best dividend. This includes the allocation of time.

The course is highly interactive and will contain numerous case studies and examples

Effective Planning Plan the day well in advance. Prepare a To Do List or a “TASK PLAN”. Jot down the important activities that need

to be done Ensure High Priority work is top of your list Complete pending tasks one by one. Do not begin fresh work unless previous

tasks are complete Finish the tasks within the stipulated time

frame.Case Study/Discussion Point

Setting Goals and Objectives The importance of targeting Set realistic goals & targets Prioritise these Decide who to disappoint Who can you afford to upset least Set realistic targets Ensure you achieve them Review missed objectives

Case Study/Discussion Point

Delegation of Responsibilities Learn to say “NO” at workplace. Don’t do everything on your own. Don’t accept a difficult task without resourc-

es Seek assistance/support from colleagues Evaluate the options


Prioritising Tasks Define importance and urgency Frantic, desperate or just plain urgent Distinguish the genuinely important and the

genuinely urgent. What can be done in your day/week/time. Set deadlines for the urgent and important

Manage expectations Make proposals Give & Receive concessions


Right Time on Right Activity Develop the habit of doing the right thing at

the right time. Work done at the wrong time is not of much

use. Don’t waste a complete day on something

which can be done in an hour Allocate “you” space. Beware playpen projects Don’t butterfly


Putting it All Together Always be Organized – No untidy desk, file

documents away. Don’t misuse time – too much Be Focussed as often as possible Develop the habit of using planners, organ-

izers, table top calendars Set reminders on phones or personal com-

puters. Manage yourself, your work, your in-tray. Manage all expectations, including your own.

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/time-management-skills-for-finance-professionals-time-and-tide-wait-for-none/

http://redcliffetraining.com/training/soft-skills-training-courses-for-finance-professionals/time-management-skills-for-finance-professionals-time-and-tide-wait-for-none/


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/

The specialist in highly technical, market-driven banking and corporate finance training

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

The specialist in highly technical, market-driven banking and … · 2019. 11. 26. ·...

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