The traditional lines of management that many of us grew up with are gradually disappearing. Additionally, people now have different expectations at work. For many the 'Boss/Subordiante' relationship is a thing of the past. Work is about partnerships and getting things done through others without direct control. The title 'manager' is no longer a guarantee that people will what is asked of them. Therefore, a manager's ability to effectively use their personal skills is of great importance. In these areas Chris has the following experience:INTERPERSONAL SKILLS.
An assortment of theory, eg. assertiveness and transactional analysis, and role plays to allow participants to explore their personal strengths and weaknesses. Practical tips and advice for developing skills. Chris has also used tools such as FIRO-B and the Strength Deployment Inventory within these programmes.
INFLUENCING SKILLS.
Chris has developed an Influencing Skills programme that has proved very successful. It runs (ideally) for three days, but can be adapted to a two version, but with less role play.
Broadly the programme covers:
Day One - Self- assessment and feedback on personal Influencing styles.
Day Two - Influencing models.
Day Three - Practice, relating the models to real life situations.
