How many times have you heard “another meeting?”? And yet meetings provide a fantastic opportunity to mobilize teams and groups and get things in gear. If this is not the result of most of your meetings, this workshop is for you. Meetingitis is mostly due to poor quality rather than quantity of the meetings. Good meetings do not happen by chance; they are carefully planned and skillfully facilitated.
Most workplaces have at least one person who is perceived as difficult. Difficult behaviour can manifest itself as pervasive negativity, rudeness, impatience, recurring drama, even open anger and aggression. Like all negative forces, difficult attitudes and behaviour tend to be contagious. They drain collective energy, foster misperceptions, bring out the worst in others and spark conflict.
Facilitation is the process of enabling a group to establish boundaries within which individuals can maximize their freedom to participate and contribute. A facilitator can greatly enhance productivity and performance by helping the group members better manage their decision-making process and resolve issues in an effective and timely manner.
Also known as ‘organizational’ or ‘corporate’ communications, this workshop will supply you with tactics you can use to support your employer and ensure all employees can easily access the information and tools they need to do their jobs well. You will learn to consistently communicate the vision, mission and values behind everything your organization does and see how doing so will inspire a positive workplace culture.
Client services are actions designed to enhance the level of client satisfaction – that is, the feeling that a product or service has met their expectations.
How do I ensure that the ideas, comments and suggestions I offer are not viewed as ‘unwelcome information’ by those who receive them? The potential for negative impact on our relationships with colleagues and coworkers is one of the major reasons we choose not to deliver constructive feedback. The challenge in choosing to encourage others to think or act differently is twofold: first, your willingness to provide — and the willingness of the other to receive — constructive feedback; second, your ability to do so without damaging the relationship with a coworker.
How do I ensure that the ideas, comments and suggestions I offer are not viewed as ‘unwelcome information’ by those who receive them? The potential for negative impact on our relationships with colleagues and coworkers is one of the major reasons we choose not to deliver constructive feedback. The challenge in choosing to encourage others to think or act differently is twofold: first, your willingness to provide — and the willingness of the other to receive — constructive feedback; second, your ability to do so without damaging the relationship with a coworker.
Interpersonal communication forms the basis for the success of our professional relationships with our supervisors, colleagues, teammates and other stakeholders. Yet, do we always know what our own communication style is and how it affects these relationships? Have we not experienced a situation where our words or gestures were misinterpreted? Effective communication is about mastering the fundamental dynamics of verbal and non-verbal communication and the skill of listening; it is about bridging differences in the perception of the message.
Interpersonal communication forms the basis for the success of our professional relationships with our supervisors, colleagues, teammates and other stakeholders. Yet, do we always know what our own communication style is and how it affects these relationships? Have we not experienced a situation where our words or gestures were misinterpreted? Effective communication is about mastering the fundamental dynamics of verbal and non-verbal communication and the skill of listening; it is about bridging differences in the perception of the message.
