New Bitesize Short Courses  – Up To 3 Hour Duration

If you haven’t got the time to send either yourself or your staff on a  day long course but you still want the same impact then try our Inspire Sessions. Only of up to 3 hours duration but with a significant impact given the opportunity for a follow up. These can be breakfast sessions, half day or twilight sessions so can be fitted around your working day. Also the subject matter is different in that they are unusual subjects but ones which have day to day relevance to the workplace but are often overlooked with more traditional development programmes.

The list includes:-

  • Gravitas
  • Social Implications of Change
  • Who Cares Wins
  • Conflict as a Management Tool
  • Moving From Novice to Expert

1. Gravitas

This session is designed to introduce the group to the concept of Gravitas. Leaders and managers in organisations must accept that they are constantly ‘on show’ to their staff.

Their body language, personal presentation, presence and behaviour should reflect their standing in the organisation. Every leader and manger has a responsibility for the well being of their team in the workplace, the way they are perceived by their team is informed by their behaviour and demeanour during the working day and also at work related activities that are outside of the workplace. The session includes an analysis of how Gravitas can be negatively affected by an individual’s actions and how to build gravitas.

There is also the aspect of Gravitas amongst peer groups, for many new managers ( and some more experienced) there is a struggle to be accepted by the management team within an organisation. The session will encourage the group to reflect upon their own behaviours and will question individual attitudes towards gravitas. We will end by reviewing the previous sessions and looking at EC, Gravitas and change in the practical context.

Gravitas is a nebulous concept but we use practical examples from the business world and beyond to make the topic relevant and useful for the group.

Already delivered to :

• Welsh Government staff in Aberystwyth, Cardiff, Merthyr & Llandudno Junction.
• Legal & General
• Arriva Trains Wales
• Companies House
• Panasonic

Applying leadership skills

2. Social Implications of Change

There are a great number of change management programmes available that seem to focus on large scale organisational change management. This short session looks at the impact of change decisions upon those most affected (the staff) and to accept that many of the change decisions that are made are not large scale interventions, they are quite small and may only affect one or two people but they have to be undertaken with care and precision to avoid disruption and upset to those most centrally involved.

The session starts with a review of Emotional Intelligence and how this enhanced practical expertise can support leaders and managers in their workplace tasks.

We will look at the organisational history and culture surrounding change management and implementation. The group will have the opportunity to analyse failed change.

Look at the concepts of ‘Flow” and ‘Sigmoid curve’ and ‘Force Filed Analysis’ as change facilitators.

Discuss cause and effect of decisions made during change management. How often do managers consider the personal impacts of their decisions, and how the decisions are communicated, upon their staff.

Already delivered to :

• Legal & General
• Arriva Trains Wales

New staff employed by Call of the Wild

3. Who Cares Wins

In the 21st c. meeting customer expectations is not enough, we have to exceed them EVERY time.

The session starts by examining the traditional concepts of customer care and internal / external customers. The focus then shifts to internal customers and how they are treated. Are ‘internal’ customers treated in the same way as external customers? Session moves on to looks at how managers / leaders perceive their teams. Are they seen as internal customers?

Staff Motivation Training

4. Conflict as a Management Tool

This session looks at how conflict is a force for positive, affirmative action in the workplace. Without conflict creativity, innovation and change are stifled. The session will look at how to manage conflict and how to decide which conflict has the potential for workplace disaster if left unresolved. Using Transactional Analysis & Emotional Intelligence

Cable & Wireless Team development

Cable & Wireless Team Development

5. The Move From Novice to Expert

The session centres on the acquisition of wisdom & intuitive behaviour as opposed to gaining a qualification and becoming an expert. The central discussion is about combining taught knowledge with wisdom in the practical, workplace based world that leaders and managers inhabit.


Short course – £750 + VAT (Attendees number unlimited)
Short course plus follow-up – £1,250 + VAT (Up to 12 attendees)

N.B. – Costs exclude venue hire

New One Day Course For 2018

1. Good with People

This day is designed to explore the notion that the most successful leaders have a common characteristic. During the last 7 years we found that the consensus is that they are all ‘good with people’. During this programme we will look at the practical implications of several theories and will combine them to enable leaders to become more effective in the workplace by being ‘good with people’.

Why would anyone want to work for you is a question posed at the beginning of the day as it is central to allowing teams to perform at an optimum level and there is a discussion around how people react to poor leadership and how effective leadership is key to the retention of talent.

Who was the best leader you ever experienced? Have they influenced your own leadership performance? Do you consciously avoid the traits of the worst leader you experienced?

The group are asked to consider the effect of perception upon their working
(and personal) lives. How quickly do we make up our minds about someone’s character and how ready are we to change that perception?
The importance of good communication skills and the different types of communication mechanisms are analysed with a constant referral back to practice in the workplace.

Already delivered to:

• Babcock
• New Directions
• British Gas