Crucial skills for getting the best out of others
Refine your communication skills by learning to harness your emotional intelligence with one of the UK's most acclaimed management training courses.
What gets in the way of developing and holding on to new communication skills are old habits of thinking and speaking. Even if the advice is very good the reason why it rarely sticks are the mental habits people inevitably revert to, especially under pressure.
Unlearning those old habits and internalising a more effective and lasting approach to communication needs more than a short course of lectures on how to do it.
What makes this training stand out is the exceptional support through one-to-one coaching sessions and continuous feedback. Changing behaviour is not an easy task as old habits are hard to break.
With a 40-year track record we can help you cultivate practical skills, and build your confidence to so you can successfully navigate real-world challenges, ensuring lasting behavioural improvements.
Join thousands of participants getting results
"What I love about this course is that I didn't just learn about the topic, this course is about ME. I'm confident I can reliably use my new skills, even when under pressure".
A Project Manager At A Tech Company
"A lesson for life! The power of effective communication is incredible when one masters the skills "listening with empathy" and "speaking assertively"
A Project Quality Engineer
Well-known companies who have used this course again and again, over many years
The "Skills with People" training course is for any manager under pressure who needs to earn respect and cooperation, and avoid getting into arguments with difficult people. If you want to succeed at getting the best out of people, then this is relevant for you.
Many managers under pressure believe that people are only persuaded by reason. Most managers assume that all it takes to persuade people to your point of view when they resist you is reason, and that the best way to win arguments is to deliver a perfectly scripted piece of irrefutable logic. But nothing could be further from the truth.
If you're a manager who needs the cooperation of other people, then THIS training is exactly what you're looking for. On the "Skills with People" training course you'll learn how to overcome other people's resistance without triggering conflict.
This course makes it easier for you to;-
... and so much more!
You will learn a set of powerful emotional intelligence communication techniques so that you can manage difficult conversations, handle challenging situations, build relationships and set firm boundaries.
The goal of this training is to equip you with the tools they need to build strong, lasting relationships in your professional life, although because these skills are so transferable many clients report vast improvements in their personal relationships as well.
This is a skills development rather than just a theoretical programme, so the emphasis throughout will be on you taking turn after turn, practising your skills, while receiving feedback and coaching about your effect on others.
In your coaching sessions you will be helped to practise dealing with the kinds of situation you find challenging, again and again, until you are confident you can do it successfully.
We'll combine practical, hands-on experience with video replay and analysis and discussion of the principles involved to help you gain both skills and understanding. Special attention is paid to your individual training needs, so you can practise your skills in real-life situations that you have to handle at work.
That's why as well as your place in a small group, this training includes a generous amount of private and confidential one-to-one coaching sessions online, spread over several months, ensuring an exceptional level of support. This will ensure the changes you make are sustained over a longer period of time and any obstacles are overcome. Choose between online training available worldwide, or in-person face-to-face courses in the UK.
For a list of upcoming course dates (for online coaching and face-to-face training), the locations of the next 3-day public courses in the UK and pricing Click here.
This initial coaching session serves as an introduction to the "Skills with People" course, allowing you to understand the course's relevance and effectiveness for your specific needs before committing to it.
For more than 40 years the "Skills with People" training course has proven to be one of the most highly acclaimed. Over the years we've had thousands of managers and professionals through our hands. Many have said it's one of the best communication skills training courses they ever attended. We have helped our clients develop their skills so they can communicate more effectively, and succeed in both their personal and professional lives.
But how do you know if a management training course is actually any good? The most important way to determine if a training is effective is to look at its results. What makes the "Skills with People" training course so effective?
Benefit of this course
Develop Emotional Intelligence
Improve communication by expressing thoughts, feelings, and ideas clearly; actively listen, ask relevant questions, and swiftly tune into the other person's wavelength.
Provide Constructive Feedback
Learn the most effective ways to give feedback as a manager.
Handle Difficult Conversations
Acquire skills necessary to resolve conflicts, address complaints, and maintain team morale.
Manage Team Dynamics
Understand how different personalities interact and create a positive working environment.
Support and Coaching
Receive one-to-one coaching over video calls and participate in a small group, either face-to-face or online (depending on location and ease of travel to the UK).
You'll learn how to develop your emotional intelligence so you can communicate more effectively. It is essential for any manager to be able to communicate effectively with their team. This includes being able to express your own thoughts feelings and ideas clearly, as well as being able to tune in on the other person's mind. You'll learn to listen actively, and ask relevant questions, and to swiftly tune into the other person's wave-length.
You'll learn how to provide feedback in a constructive manner. Giving feedback is an essential part of a manager's role, so you should be well-equipped to do it in the most effective way.
You'll learn how to handle difficult conversations. These skills are essential in order to resolve conflicts, address complaints, and keep team morale high.
You'll learn how to manage team dynamics more skilfully. This involves understanding how different personalities can interact and how to create a positive working environment.
You'll receive a generous amount of support, both one-to-one coaching over video calls, as well as taking part in a small group either face-to-face, or online (depending on your location and how easy it is for you to travel to the UK).
Might your need to improve your people skills be met by this London UK management training course and leadership coaching programme?
Learn how to put people in a more receptive frame of mind
Here we describe the experiences of two people who've been through the "Skills with People" course. These examples illustrate how the course can help you replace the old habits that hinder performance with new skills that enhance it.
He was a senior manager who was better at solving problems than anyone else in his team, but the more he solved the longer was the queue at his door. His director was getting worried because the manager was working very long hours, and beginning to show signs of strain. He was missing some of his deadlines. And he was finding it necessary, when managerial vacancies occurred in his department, to recruit from outside rather than to promote from within because there was no-one ready in the department to fill the vacancies.
Although he started out showing great promise it was beginning to look as though he might not be able to go as far in his career as both he and others had hoped. The director had told him he needed to change his style of management to delegate more and to concentrate on developing his team - but although he tried, and in spite of his good intentions, he did not seem able to keep it up.
He was very good at solving problems, and it was this that made him so successful in the early days. So much so that it had become a habit. As soon as someone brought him a problem he would mentally take it over and solve it. Unfortunately the effect this habit had on others was to prevent them from developing their own ability to solve problems. It resulted in them lacking confidence in their ability to think for themselves and in them becoming increasingly dependent on him. This in turn caused him to lose confidence in them, and so things went from bad to worse.
The irony was that by being so good at solving problems he was digging a pit from which it was becoming harder and harder to escape. His compulsive problem-solving had become a habit that was threatening his career, and although the habit was a hard one to break he was going to have to change.
For this manager there were two main mental obstacles to change, and both would have to be overcome if the change was to be genuine and lasting. The first was his strong but deep seated conviction that if he couldn't produce the answer himself he would be seen to be failing in his job. The second was the pace at which he worked - his permanent sense of time pressure.
He always felt he didn't have time to coach others - that it would be much quicker to sort the problem out himself. So no change would be possible or permanent unless he was able to give up the need to be seen to be the one providing the answer, and unless he was able to slow down his responses when faced with a problem.
He first needed to be made clearly aware of the specific habits that were causing him the problem, and of the specific mental obstacles he would have to overcome. He needed to realise and accept that although it started out as a strength, it had, in effect, become an obstacle to progress, that changing a habit is not easy, but that his career depended on it.
Then he needed to learn how to shift the focus of his attention when someone brought him a difficulty from tackling itÂ himselfÂ to finding out what was stoppingÂ themÂ tackle it. This was an entirely different way of listening. He had never listened like this before, and at first he felt strange and uncomfortable doing it. But with specific coaching, encouragement, practice and persistence he learned how to slow down, set aside his own thoughts about how to solve a problem, and pay attention instead to other peopleâ€™s thoughts.
In this way he was able to start coaching people, win back control over his working day, change his style of management, and rescue his career.
Are you sick and tired of biting your lip to stop you speaking your mind?
As a project leader she was a competent and thorough organiser, and successful enough with people who were highly motivated, understood what she wanted and were willing to co-operate. But she was less successful with those who were not. She didn't like having to be firm with people or critical of them. She would back off and accept defeat rather than confront disagreements.
Sometimes when competing for resources she lost out to other project leaders who were more persistent in pushing for what they needed. She often felt discouraged and said very little in meetings with senior managers when they were more noisy and aggressive than her because she felt they were not taking her seriously. Her boss, who knew how ambitious and capable she was, was concerned that she was in danger of being seen by senior managers as ineffective and that this would damage her career. She was becoming discouraged.
She was a clever, clear and lucid thinker and speaker who always supported her points with reason, fact and logic. She was very sensitive to people's feelings and quick to notice from facial expression and tone of voice when they were resisting her point. When this happened she would try again to debate and reason with them. If this failed she would secretly feel impatient, frustrated and defeated, because she assumed that since the other person was being emotional there was nothing she could do about it.
Her one method of persuasion, relying solely on fact and logic, was unsuccessful at dealing with emotional responses. In spite of, rather pehaps because of her sensitivity to emotions she had never learned to deal with them and always did her best to avoid them.
Her approach was governed by an assumption she had held deep down for as long as she could remember, that it's safer not to reveal how you feel. She also thought that it was unprofessional. She was not aware of the underlying assumptions, although she did admit them when asked. Nevertheless they often governed her approach to people, especially when she sensed she was in danger of getting into conflict. So she kept her feelings hidden in order to avoid conflict, but by doing so not only failed to get what she needed but often courted the very danger she was trying to avoid.
First she needed help to become aware that restricting herself to fact and logic was a self-defeating handicap when dealing with people who were in a resistant frame of mind. She had to learn a different method of persuasion, one that helped them open their minds by letting off steam about their reservations. Second she needed her underlying assumption - that it's safer not to reveal how you feel - challenged and replaced by a quite different idea, that you can prevent misunderstandings and are more likely to achieve what you want if you talk frankly about your own feelings and show respect and understanding of the other person's.
Then she needed to learn and practise the two crucial skills, speaking assertively and listening with empathy. Finally she needed help to practise these skills in the kinds of meetings and conversations she'd been finding so difficult. This was a challenging learning experience for her because of her initial fear of revealing how she felt. But she knew she had a lot at stake and so with determination and practice over several months she was able both to be, and be seen to be, a much more effective influencer.