"SUCCESS MANTRA" # 115

TOPIC: TRAINING NEEDS ANALYSIS

THE TRAINING NEEDS INVESTIGATION

INVESTIGATE

•  I:  Identify key priorities
• N:  New performance goals
• V:   Visualize what will help and hinder
• E:  Eliminate obstacles
• S:  Search for alternative solutions other than training
• T:  Training solutions
•  I:   Indicators of success
• G:  Gaps in people’s competence
• A:  Assure relevance of content
• T:  Transfer of learning
• E:  Evaluation of training

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"SUCCESS MANTRA" # 112

TOPIC: FACILITATION SKILLS

Do you Aspire to Inspire your audience?

"DIRECTO VOYAGE" always believe in providing unique platform with all latest update to our members, as a part of Journey & roadmap we have organized a 1 day Workshop on "Facilitation Skills"

The big question is Why to Attend????

Start conveying your message in an effective & impactful manner. Get the best course material incorporated “Harvard University” updates. A complete paradigm change in context to training delivery, supervisor & managers of all domains to influence your message in a powerful way. It is always your style which grab the attention followed by your message (Substance)

Date: 21st November 2015 (Saturday)

Venue: Hotel Country INN (Chattarpur)

What Next????

Attend 2nd Phase of program “Absolutely Free” at same location to practice the learning in a teach back mode with expert coaching, because We believe every learning can only be converted in to a habit if we do lot of Practice, Practice & Practice.

What Next????

Get Certified on Facilitation Skill (Free of Cost) & start earning between Rs 2000 to Rs 10000 for conducting each session on Saturday or Sunday. "DV" will give a platform & do all arrangements

We believe it will be always fun when Learning & Earning goes hand in hand. That means you get paid for new learning.

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"SUCCESS MANTRA" # 114

TOPIC: TRAINING EVALUATION

MANAGING TRAINING TRANSFER

THE 8PS

1. Performance improvement plan for all employees.

2. Participation of line management in design and delivery of training courses.

3. Pre-course briefings between participants and their bosses.

4. Preparation of a learning log by all course participants to track their progress.

5. Program support from bosses before, during and after the training program.

6. Post-course briefings between participants and their bosses.

7. Peer and team support to help implement the learning back on the job.

8. Prizes and sanctions for applying the learning to the work.

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"SUCCESS MANTRA" # 113

TOPIC: NEGOTIATION SKILLS

FUNDAMENTALS OF NEGOTIATION

FOUR ESSENTIAL RULES

1. AIM HIGH

Aim for the best deal. You can always trade down but it is more difficult to trade up.

Now in your mind divide the variables into:

·       

• Musts: what you feel you must take from the table if the deal is going to be acceptable to you
• Ideals: what you prefer to achieve to make the ‘ideal’ deal
• Loss leaders: those things you are prepared to trade in order to close a deal (even if you would prefer to keep them)

Be realistic. Negotiating is about trading concessions, so you MUST have items in all three categories.

2. GET THE OTHER PERSON'S ‘SHOPPING LIST’

The more you know about the other side the better you will do.

 How much can you intelligently infer or anticipate about the views of the other

Side?

 To find out and keep both sides of the discussion in mind, use:

•  Preparation
•  Prior knowledge
• Experience
• Questioning skills

3. KEEP THE WHOLE PACKAGE IN MIND

• Do not underestimate the complexity of negotiating.
• It is the interrelationship between all the elements that makes negotiation work. You need to keep all the elements in mind all the time.

4. KEEP SEARCHING FOR VARIABLES

•  Remain flexible.
•  Do not wear your plan or initial intentions like a strait-jacket.
•  Everything is negotiable and a few more things besides. Good negotiators are  quick on their feet.

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"SUCCESS MANTRA" # 111

TOPIC: CONFLICT MANAGEMENT

INDIVIDUAL NEEDS AND CONFLICT

Ignoring people’s basic behavioral needs/processes can cause problems. The examples below are obvious but often overlooked as sources of conflict by management/employees.

•         When faced with change, people usually say no before they say maybe before they say yes; the harder the change, the longer the no period


•         Individuals do things they think are sensible - for their reasons, not yours


•         If you attack someone’s logic you offend their ego


•         Individuals will work towards goals if they have helped set them


•         Forced compliance only changes behaviour, not the heart or mind


•         If you use your formal authority to get a response, it will be just that - formal


•         Individuals are motivated by self-interest and respond better to being asked, not told


•         Positive rewards bring more lasting compliance/change than do threats of punishment


•         To influence an individual start from where they are, not where you are


•         In changed behaviour there is always a tendency to slip back to the old ways


•         Most people prefer to remember only the good things in the past


•         People can only accept information that is within their own frame of reference


•          Perception alters reality with respect to what people want to see, hear or believe
• 
  

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"SUCCESS MANTRA" # 110

TOPIC: TIME MANAGEMENT

How to Organize Yourself

● Create a weekly plan to give yourself:

§  sufficient lead-in time for major tasks

§  an overall picture, in case you need to change what you do (in response to those days when you achieve nothing!)

● Translate this into a daily ‘To Do’ list - categorise tasks into ‘urgent’ and ‘important’ and then priorities them

● Be realistic - you can only do so much in a day

● Review your list throughout the day

● Ask ‘Why me? Could someone else do it?’

● Group related activities together to concentrate your efforts

● Work on key tasks every day - focus on pay-off instead of urgency

Get into the habit of doing a ‘To Do’ list for the following day before you leave work (you’ve prepared yourself mentally).

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"SUCCESS MANTRA" # 109

TOPIC: EMOTIONAL INTELLEGENCE

WHY EMOTIONAL INTELLIGENCE NOW?

·        Changing nature of work: flatter structures, fewer tiers of management, greater responsibility
·        Increasing complexity: impact of technology and reshaping of jobs
·        Rise in competition: shorter product life-cycles and more demanding customers
·        Globalisation of markets: organisations now need to think global, yet act local
·        Rapid pace of change: change is now a constant feature of organisational life
·        Rising stress levels: The World Health Organisation predicts that depression will be the second         highest cause of death in the next 10 years (stress is a mild form of depression)
·        Emergence of the self-managed career: no more jobs for life
·        Recognition of the need to maximise individual performance: not just know how and the ability to       do, but know how you feel about what you know and do
·        Research evidence: IQ + EQ = Success

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"SUCCESS MANTRA" # 108

TOPIC: COMPETENCIES

DIFFERENT TYPES OF COMPETENCY

Depending on its purpose and preferences, an organisation may create a set of

competencies (collectively known as a competency framework) using a number of

different types of competency. Typically it might contain:

Core competencies

Those that support the declared mission and values, and are usually applicable to all

jobs in the organisation.

Common competencies

Those other (non-core) competencies with a common definition, for use in certain jobs

across the whole organisation (eg, influencing, strategic awareness, leadership).

Technical or job-specific competencies

Those that are applicable to a particular group or ‘family’ of jobs (eg, territory planning,

software programming).

Some organisations only use core competencies, others use core and common,

and yet others use all three types.

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"SUCCESS MANTRA" # 107

TOPIC :COACHING

NECESSARY SKILLS

You don’t have to be an expert. It helps your credibility, though, to know what you’re
talking about.
Being a good performer doesn’t necessarily make you a good coach; top sports men
and women don’t always make successful coaches.
What you need above all else is the ability to encourage others to go beyond their
current level of performance.
To do this you must:
- want to share what you know and your experiences with others
- be willing to invest time for the sake of others, and the organisation
- believe that people are capable of higher performance
- not expect to take credit for improvements in others
- enjoy working with people

NECESSARY SKILLS 

As a coach you need to be able to:
● Demonstrate excellent inter-personal skills in the areas of:
- building rapport
- asking questions/gaining information
- giving and receiving feedback
- listening
- persuading, influencing and encouraging others
● Observe and correctly interpret what’s happening; before, during and after
● Help others learn, and continue to learn yourself
● Think on your feet and tackle situations creatively

● Help others paint a picture of a higher level of performance

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"SUCCESS MANTRA" # 106

TOPIC :CREATIVE MANAGER

HOW CREATIVE ARE YOU?

PREPARING FOR CREATIVITY

ACTION PLAN

Creative people are usually sense-itive people who use information from all five senses to ‘bisociate’. Most of us, however, tend to favor one or other of the senses (usually vision) and neglect the others. Here are some suggested exercises to help develop your under-utilized senses.

LOOK          ● Next time you’re in a garden or park, pick out 15 kinds of green

 ● Try writing a description of one of your favourite beauty spots

LISTEN       ● Listen to a well-known piece of music and pick out every      instrument - then try it with an unknown piece

 ● From time to time stop and distinguish 10 separate sounds from the ‘cacophony’ around you

TOUCH       ● Every so often, close your eyes; reach out like a blind person and touch objects around you - how will you remember what they feel like?

TASTE        ● Can you distinguish a Bordeaux wine from a Beaujolais - blindfolded?

● Give yourself some other ‘taste tests’ and try to describe the tastes to someone else

 ● Let tastes take you back in time!

SMELL        ● Regularly conjure up pleasant smells in your mind (perfume, wood smoke, sea air)

and see/feel/hear where they transport you!

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