Managing with StyleThe choice of appropriate management style forms the basis of almost every management action. Whether it be communicating, interviewing, appraising, supervising, negotiating, motivating, chairing meetings and so on, success will depend a great deal upon the selection of the right style for the manager, the occasion and the people involved. This training course will stimulate your thinking about your individual style of management in various situations and the extent to which these styles are appropriate within the climate and culture of the organisation.
Minute Taking EssentialsMake minute taking a complete breeze. Using a few simple yet brilliantly effective techniques, you can be in total control, get to the heart of the meeting and have the confidence to know that you’ve got everything covered. A minute taker has a key role in ensuring meetings are productive. You want to be confident and competent in this role. Throughout the course, the trainer will take you through a step-by-step approach to producing effective minutes – giving templates to help you produce structured agendas and take notes effectively. Practical exercises will help you build confidence and put ideas into practice.
This course is designed for those who need the confidence and skills to produce accurate minutes.
Performance Matters: CriticismEncourage. Motivate. Mentor. Support. Praise. Coach. Train. Develop. These are all words which describe good modern managers’ responsibilities towards members of their teams and, because they all sound like positive, uplifting activities, there is little difficulty persuading most managers that they are, in principle at least, ‘a good thing’.
‘Criticise’, on the other hand, is a word with precisely the opposite ring to it. Nobody likes being criticised and very many managers, perhaps because of their experiences of being on the receiving end, avoid criticising their staff when they can and do it badly when they cannot.
And yet, how are people to learn from their mistakes if someone does not point them out and help them to improve? It is not as if errors disappear and performance gets better by magic. On the contrary, when managers see a problem, look the other way and hope for the best, the chances are the next mistake will be bigger than the last. It is a little like ignoring the first signs of toothache.
Criticism is an essential part of every manager’s job and we do those who work for us a disservice if we avoid it. Of course, once we recognise that giving constructive criticism helps people to improve, we need techniques to make sure we do it properly. This express learning session will provide these.