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         Communicating and Influencing For Team Members培訓(xùn)

Understanding Ourselves and Others
What makes us behave the way we do?
How can we understand which parts of this behaviour is acceptable – is required by our role in the business – and which parts are not acceptable?
Feedback: how do others see and relate to us?
Communication
How do we communicate with others?
What are the advantages / disadvantages of the various communications media?
What do we mean by Effective Communication and how do we achieve it?
Our respective thinking and learning styles and how they can be applied to our day-to-day work
Emotional Intelligence
Emotions and their consequences
The importance of understanding our “EQ” (as opposed to the more-standard IQ)
The five stages of Goleman’s Emotional Intelligence model:
Self-Awareness
Self-Management
Motivation
Empathy
Social Skills
Transactional Analysis
Why do we act / react in a certain way to colleagues and customers?
How can we build rapport with colleagues and customers?
What are the benefits of “True Rapport” in our inter-personal relationships?
Stakeholder Management
Satisfying Stakeholders
Stakeholder Analysis: internal and external stakeholders
Dealing with Change
The 9 key change principles
The emotional reactions to change
Resistance to change – and the benefits of resistance

Consideration of all the factors required in:
Turning vision into reality
Delivering measurable outcomes
Making effective decisions
Managing the change
Introducing the House of Change: understanding the need sometimes to make things worse before they can get better
Becoming a successful Coach
How does a Coach behave?
What does a Coach do?
Understanding the need to remain separate – aloof? – from the detail and only contribute individual comments / suggestions at appropriate times
Coaching performance from individuals whose day-to-day work we don’t understand
The link with Performance Management
Objective setting – understanding what is required
Managing against these objectives – understanding what success / shortfall looks like
Recognising (and rectifying) under-performance; particularly recognising the causes of under- performance (which may be nothing to do with the individual’s workload)
Coaching and Feedback: links and differences
Coaching in Practice
Facilitated sessions of Coaching – initially in a group environment to allow targeted feedback; then in coaching pairs – to put into practice the models which have already been discussed.