Cursos Global Learning by Cegos ESP ENG 2016

Global Learning by Cegos ®

Soluciones de formación todo en uno para sus proyectos de formación internacionales.

PROYECTOS DE FORMACIÓN INTERNACIONAL

Formar dónde quiera, cuando quiera y cómo quiera.

Servicios de formación multimodal, presencial y on-line. Para acelerar el desarrollo de competencias, desplegar la formación con efectividad en casi cualquier parte del mundo y optimizar el coste de adquisición y el desarrollo de competencias y habilidades.

Los mejores contenidos: nuestros consultores colaboran con organizaciones punteras de alto rendimiento en todo el mundo y son conscientes de las mejores prácticas internacionales en cada campo.

Programas disponibles hasta en 11 idiomas.

Experiencia en ingeniería pedagógica, encarnada por el “Cegos Way of Learning®”.

Los programas de formación pueden desplegarse e impartirse localmente o

en un marco internacional, garantizando la homogeneidad y la misma calidad en cualquier parte del mundo.

26 programas de formación multimodal para las áreas estratégicas de la empresa.

Lo esencial de las mejores prácticas internacionales. Para todas las áreas de la empresa, en un formato práctico, intenso, eficaz y accesible a todas las organizaciones: - Management y liderazgo

- Ventas y negociación

- Eficacia profesional

- Marketing

- Comunicación

- Finanzas y gestión

- Desarrollo personal

- Compras

- Gestión de Proyectos

FORMACIÓN INTERNACIONAL 1A

Cursos de management para gestionar equipos y personas

Gestionar y dirigir con éxito - Nivel 1

Claves del management de personas y habilidades para adaptarse a cada situación Dirigido a Profesionales que acaban de asumir la responsabilidad de dirigir equipos de personas.

Personas que buscan una formación incial en management.

Objetivos Centrarse sobre el valor que añade como directivo.

Desarrollar su flexibilidad de mando.

Analizar cómo orientar sus acciones individuales y colectivas.

Orientarle en la resolución eficaz de sus problemas de dirección.

Desarrollar relaciones efectivas con su equipo y su línea directiva.

Mantener su equilibrio emocional en situaciones complejas.

Beneficios Beneficios para usted: - Desempeñar mejor su papel gracias a indicadores, instrumentos y métodos operacionales.

- Aumentar su flexibilidad para adoptar el comportamiento más adecuado a cada situación.

- Aumentar su eficacia comprendiendo mejor los retos, objetivos y problemas.

- Ganar en fluidez de habilidades relacionales y en equilibrio emocional.

- Mejorar su desempeño y acelerar su evolución.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

2 Dominar las técnicas de gestión y dirección Desarrollar comportamientos eficaces.

- Adaptar el estilo al nivel de automía del colaborador, situación y contexto.

- Definir un marco temporal común con reglas básicas eficaces.

Orientar la acción individual y colectiva.

- Dirigir la accíon del colaborador estableciendo y supervisando objetivos específicos.

- Presentar la evaluación del desempeño como una parte del plan de mejora contínua.

Movilizar energías individuales y colectivas.

- Generar compromiso.

- Delegar y atribuir responsabilidad a los colaboradores.

- Los niveles de percepción: objetivo, psicológico, interactivo y ético.

Identificar los límites del sistema e identificar las mejores “palancas”.

- Identificar las interacciones entre los elementos.

- Identificar las reglas explícitas e implícitas que sustentan su identidad.

a progresar y mostrarse positivo frente a sus motivaciones.

Gestionar las relaciones con su propio jefe.

- Establezca una comunicación eficaz con su propio jefe considerando su estilo de management y el nivel de autonomía.

- Ser proactivo.

4 Desarrollar las habilidades 5 Desarrollar sus competencias emocionales interpersonales Gestionar sus emociones.

Establecer un sistema de información-comunicación con - Identificar las emociones y sus desencadenantes, su equipo. comprenderlas y - Implementar un sistema de posteriormente saber información-comunicación expresarlas. que se adapte al equipo y Los cuatro pasos: observe a la actividad y escoger el su comportamiento, exprese medio apropiado para cada sus sentimientos, exprese situación. sus necesidades y solicite Preparar y animar una reunión un cambio específico de de equipo. comportamiento en el otro.

- Preparar y dirigir las Comprender los mecanismos reuniones del equipo de del estrés. modo que se conviertan en - Reconocer las señales un momento especial para de advertencia lo antes compartir y promover el 3 Desarrollar las habilidades posible para identificar las buen desempeño. de gestión situacional necesidades que se deben Gestionar las situaciones Comprender el sistema y satisfacer. delicadas. situarlo en su contexto.

- Dar retroalimentación para Entender las diferentes lecturas ayudar a los colaboradores de una situación.

Movilizar simultáneamente sus habilidades

INTERPERSONAL

EMOTIVA

1] Su contexto: comprenderlo y ser proactivo.

2] Sus técnicas: adquirir el “saber hacer”.

GESTIÓN SITUACIONAL

3] Sus relaciones: dominar las herramientas de comunicación.

I ON

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Los estilos de management.

2 Promover y mantener la motivación.

3 Habilidades situacionales como mando.

4 Habilidades relacionales como mando.

5 Habilidades emocionales como mando.

1 Gestionar y dirigir con éxito Componentes del modelo.

Definición y características.

G ES T R

A

Formación Internacional- Global Learning

Formación on-line opcional

Programa de la formación presencial

TÉCNICO

YD

IRI G

NEGOCIOS

4] Sus emociones: emplear su “saber estar”.

I R EQ U I P OS

El liderazgo situacional y relacional… > Es una actitud para aplicar, hoy y en el futuro, a lo largo de su desarrollo como manager. > Asegura la coherencia entre sus prácticas de management y su entorno. > Es clave para motivar a su equipo por medio de la autenticidad y el reconocimiento del equipo. > Asegura un equilibrio y una seguridad interna para hacer frente a los contratiempos y a los cambios.

2 DÍAS

Precio a medida para grupos

164

14 horas

Ref. 8502 Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL

Gestionar y dirigir con éxito - Nivel 2 Dirigir y animar su equipo de personas

Dirigido a Personas que hayan seguido la formación de nivel 1.

Mandos o personas con cierta experiencia, que estén a cargo de un equipo y tengan las bases de la gestión y dirección de personas.

Objetivos Desarrollar su flexibilidad como manager o mando.

Adquirir Una dimensión de managercoach.

Desarrollar la cohesión de su equipo.

Revisar las prioridades en función de los cambios.

Desarrollar sus habilidades de negociación y comunicación.

Gestionar la dimensión emocional en su equipo.

Resolver los conflictos.

Beneficios Destacar en su papel de manager con puntos de referencia, herramientas y métodos.

Desarrollar la madurez de sus colaboradores.

Potenciar el desarrollo de las sinergias.

Comprender mejor los dilemas y las situaciones problemáticas para actuar mejor.

Reafirmar sus habilidades de negociación y de comunicación.

Integrar las dimensiones emocionales en su management.

Programa de la formación presencial 1 Gestionar y dirigir con éxito ■ Componentes del modelo.

■ Definición y características.

3 Desarrollar una visión - Preparar una presentación. estratégica - Practicar la introducción de ■ Comprender e intervenir en los una presentación. diferentes niveles de conflicto.

- Dominar los nervios y ■ Tomar decisiones eficaces que establecer un nivel apropiado 2 Guiar al equipo a un tengan en cuenta la sostenibilidad de presencia. desempeño sostenible del sistema.

■ Ser un manager asertivo para 5 Incorporar la dimensión - Fijar un rumbo para el futuro. conservar la flexibilidad. emocional en la gestión Anticipar las consecuencias de ■ Orientar la acción individual y ■ Gestionar las emociones las decisiones. colectiva. individuales.

4 Desarrollar su impacto e - El rol del manager frente a las - Definir un proyecto para el influencia emociones. equipo.

■ Desarrollar la capacidad de - Comprender como se sienten - Cambiar direcciones y negociar y convencer a las los colaboradores. objetivos. personas.

Practicar la gestión de - Gestionar prioridades - Preparar estrategias y tácticas. emociones individuales. contradictorias.

■ Gestionar las emociones Definir e implementar ■ Convertirse en un líder-coach. estrategias ganadoras. colectivas.

- Adoptar el rol de un líder-coach. ■ Construir su red de relaciones.

- Respaldar la estructura - Adoptar las buenas prácticas emocional del equipo.

- Analizar su red. de un líder coach.

- Guiar al equipo a través del - Ampliar y mantener su red.

■ Construcción de un proyecto ■ Desarrollar sus habilidades de cambio. para el equipo. comunicación.

A destacar

Movilizar simultáneamente sus habilidades

Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

EMOTIVA

1] Su contexto: comprenderlo y ser proactivo.

2] Sus técnicas: adquirir el “saber hacer”.

GESTIÓN SITUACIONAL

3] Sus relaciones: dominar las herramientas de comunicación.

I ON

R

A

3 DÍAS

INTERPERSONAL

G ES T

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Comportamiento flexible del manager.

2 Establecer relaciones mutuamente beneficiosas con el equipo.

3 El manager comunicador.

4 Orientar la acción individual y colectiva.

5 El líder coach.

6 Decidir eficazmente.

7 Gestionar las emociones en el seno de su equipo.

Formación Internacional- Global Learning

Formación on-line opcional

TÉCNICO

YD

NEGOCIOS

IRI G

4] Sus emociones: emplear su “saber estar”.

I R EQ U I P OS

El liderazgo situacional y relacional… > Es una actitud para aplicar, hoy y en el futuro, a lo largo de su desarrollo como manager. > Asegura la coherencia entre sus prácticas de management y su entorno. > Es clave para motivar a su equipo por medio de la autenticidad y el reconocimiento del equipo. > Asegura un equilibrio y una seguridad interna para hacer frente a los contratiempos y a los cambios.

Precio a medida para grupos

20 horas

165

Ref. 8503

© Cegos 2016

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|

Madrid 91

270 50 00

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Barcelona 93

520 17 00

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inscripciones@cegos.es

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www.cegos.es

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FORMACIÓN INTERNACIONAL 1A

Cursos de management para gestionar equipos y personas

Management transversal

Dirigir y movilizar personas sin responsabilidad jerárquica Dirigido a Gestores de procesos o sistemas transversales, funcionales u operativos.

Jefes de proyecto y consultores.

Mandos con responsabilidad funcional sobre equipos.

Objetivos Ser conciente y asumir el papel de experto en el área de intervención.

Colocarse en el papel de gestor transversal y definir la estrategia de intervención.

Desarrollar la influencia propia sin usar la autoridad jerárquica.

Mantener la coordinación de una actividad funcional.

Desarrollar comportamientos colaborativos.

Beneficios Adoptar un posicionamiento adaptado a la dirección transversal.

Disponer de buenos puntos de referencia sobre la complejidad de la organización con el fin de ejercer eficazmente los roles esperados.

Actuar en consecuencia con otros modos de dirección.

Movilizar a los interlocutores hacia objetivos e intereses comunes.

Mejorar la gestión de situaciones y relaciones ligadas a la relación funcional.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 El rol del manager transversal 2 Las redes de influencia del manager transversal 3 Garantizar la coordinación transversal 4 Las claves de la comunicación en la dirección transversal 5 El liderazgo de la dirección transversal

2 DÍAS

1 El Estratega Comprender por qué las organizaciones emplean misiones transversales.

Los intereses de la transversalidad en las organizaciones.

- Nuevos desafíos para el manager transversal.

Situar su rol de manager transversal.

- El lugar del management transversal en las organizaciones.

- El management transversal entre las otras formas de management.

Posicionar en su rol de manager transversal.

- Sus actividades.

- Adoptar una visión global y sistémica de su rol.

2 El Líder Ejercer su influencia sobre interlocutores con referentes diversos.

- El cuadro de los mundos comunes.

- Las formas de influencia del manager transversal.

- Utilizar las palancas de influencia pertinentes.

- Suscitar la adhesión de los actores gracias a un razonamiento de las compensaciones.

- Utilizar las herramientas específicas para cada mecanismo de coordinación.

- Compartir y capitalizar las experiencias profesionales - La circulación de la información.

4 El Comunicador Favorecer la cooperación transversal.

3 El Manager - Identificar las condiciones que permiten la cooperación Identificar los diversos de los actores. mecanismos de coordinación en la organización.

- Implementar un sistema de relaciones que favorezca la - Los seis mecanismos de cooperación de los actores. coordinación.

El management transversal y los Gestionar la resistencia de los mecanismos de coordinación. actores.

- La adaptación mutua: - Comprender las resistencias un metamecanismo de relacionadas con el referente. coordinación.

- Regular las resistencias de los actores en 3 etapas.

- Regular el impacto de los mecanismos de coordinación sobre los actores.

Utilizar las herramientas de coordinación.

Cinco claves para dirigir sin responsabilidad jerárquica 1] Ser experto: Ser conciente y asumir el rol de experto en mi área de intervención.

2] Estratega: Identificar mi aportación de valor añadido y adaptar mi estrategia de intervención.

3] Liderazgo: utilizar las palancas para influenciar sin autoridad jerárquica.

4] Management: asegurar la coordinación de esfuerzos en una estructura matricial.

5] Comunicación: Crear las condiciones para promover conductas colaborativas.

Precio a medida para grupos

14 horas

Ref. 8513

166

Formación Internacional- Global Learning

Formación on-line opcional

Programa de la formación presencial

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL Cursos de habilidades, herramientas y técnicas para managers

1B

La entrevista de evaluación del desempeño

Las claves para realizar la entrevista de evaluación de desempeño a sus colaboradores Dirigido a

Programa de la formación presencial

Mandos o personas con responsabilidad de evaluar a colaboradores.

Toda persona que desee mejorar los resultados de la evaluación del desempeño que realiza con las personas a su cargo.

Objetivos Identificar las cuestiones a tratar en la evaluación y su importancia en la contribución a resultados.

Conducir la evaluación: conocer los aspectos fundamentales y hacer frente a situaciones difíciles.

Alinear los objetivos individuales a los objetivos y valores de la empresa.

Fortalecer la motivación y el compromiso de los equipos.

Beneficios Construir un equipo de mayor rendimiento con colaboradores más motivados y más independientes.

Favorecer la adquisición o mejora de competencias y el desarrollo de sus colaboradores.

Disponer de herramientas operativas que se adapten a la organización y que contribuyan a su capacidad de reacción y de flexibilidad.

- Evaluar con hechos 1 Vincular la entrevista de La entrevista de evaluación, significativos. evaluación y la evaluación una herramienta de del desempeño management ético.

3 Desarrollar las competencias El concepto de desempeño. individuales y colectivas - El papel de la evaluación en 5 Conducir la entrevista Desempeño y competencias. la gestión del desempeño. de evaluación: aspectos - Los 3 factores del - Orientar el desempeño de sus clave desempeño. colaboradores.

Las etapas y actitudes durante - Definición de competencia.

Beneficios de la evaluación. la entrevista.

Conocer los componentes de la - Beneficios para el colaborador.

- Las etapas de la entrevista. competencia.

- Beneficios para el manager.

- Las actitudes del manager - Saber, habilidad operativa y - Beneficios para la empresa. durante la entrevista de habilidad comportamental.

La evaluación y las políticas de evaluación.

- Los niveles de competencia.

RR.HH. - La recopilación de hechos Definir su mix-competencias y significativos.

2 Alinear y evaluar los objetivos sus necesidades.

Ficha de síntesis.

Traducir la estrategia.

Anticipar sus necesidades.

- Definir el contexto del Evaluar las competencias.

6 Manejar situaciones difíciles desempeño.

Construir un plan de desarrollo durante la entrevista de - Alinear los objetivos. individual y colectivo. evaluación Definir objetivos individuales.

El feedback positivo y negativo.

4 Gestionar los riesgos - ¿Que es un objetivo?

- El feedback. asociados a la entrevista - Formular eficazmente un Definir y resolver situaciones de evaluación objetivo SMART. difíciles.

Identificar los límites de la Evaluar la consecución de los - Las situaciones difíciles dirección por objetivos. objetivos. que tienen su origen en la Identificar su responsabilidad - El marco general de la organización. como manager. evaluación.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Los 3 aceleradores de la evaluación de desempeño

Formación on-line opcional Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Preparar y estructurar la entrevista anual de evaluación.

2 Tratar situaciones difíciles en la entrevista anual.

3 Alinear los objetivos con la estrategia y evaluarlos.

4 La evaluación del desempeño y el plan de desarrollo.

5 Evaluar con ética e integridad.

Formación Internacional- Global Learning

2 DÍAS

1] Alinear los objetivos.

2] Desarrollar las competencias.

3] Dominar los riesgos de la gestión de personas.

Precio a medida para grupos

14 horas por persona en abierto

167

Ref. 8512

© Cegos 2016

|

|

Madrid 91

270 50 00

|

Barcelona 93

520 17 00

|

inscripciones@cegos.es

|

www.cegos.es

|

FORMACIÓN INTERNACIONAL 1D

Cursos de organización, procesos y gestión del cambio

Liderar el cambio

Claves y estrategias para liderar el cambio en la organización Dirigido a Cargos con responsabilidad de dirigir equipos y personas.

Empresas y organizaciones que desean promover el cambio local y/o internacional de modo acelerado.

Empresas que viven una fusión, absorción o adquisición.

Objetivos Conocer su perfil de líder del cambio y saber identificar el de sus colaboradores.

Clarificar los objetivos del cambio y saber transmitirlos a sus equipos.

Acompañar a sus colaboradores en el cambio, haciéndolos pro-activos.

Crear una red social útil en un entorno cambiante.

Tener éxito en sus primeros pasos en el cambio.

Beneficios Adoptar una postura serena en su rol de líder del cambio.

Cuantificar y racionalizar los contratiempos para afrontar las dificultades.

Reforzar su influencia para construir una red de aliados.

Acelerar su evolución profesional desarrollando su habilidad de adaptación y su agilidad.

Programa de la formación presencial 1 Introducción a los cinco talentos Diferentes actitudes para personalizar el cambio.

El ritmo del cambio.

Los tres niveles de cambio en las organizaciones.

La estrategia de los objetivos.

Listado de propósitos.

Ser claro sobre las ventajas de - Estados deseados. no cambiar y las consecuencias - Preguntas desafiantes. negativas del éxito del cambio.

- Desatar la imaginación.

Siete criterios para un objetivo - Carisma del líder de cambio. de cambio alcanzable.

- Técnicas persuasivas que facilitan el cambio.

- 1. La atracción del objetivo.

- 2. La formulación del objetivo.

2 Primer talento: representar 5 Cuarto talento: su red de - 3. La precisión del objetivo. el cambio aliados - 4. La coherencia del objetivo Los cuatro estilos de líder de - Tres principios para construir con los valores corporativos cambio. la red de apoyo. importantes.

- Estilo Diseñador: centrado - ¿Qué propósito tienen las - 5. Responsabilidad en el en el pensamiento y en el redes? objetivo. proceso.

- Identificar aliados en el - 6. La aceptación de las equipo o grupo del proyecto.

- Estilo Estratega: centrado consecuencias de alcanzar en el pensamiento y en las - Tipos de redes. el objetivo. relaciones.

- ¿Qué red escoger?

- 7. El primer paso hacia el - Estilo Movilizador: centrado en - Ruta de asimilación del objetivo. la acción y en las relaciones. cambio por las personas.

4 Tercer talento: su capacidad - Estilo Metódico: centrado en 6 Quinto talento: sus primeros para crear el futuro la acción y en el proceso. pasos Metáforas que sustentan el 3 Segundo talento: lucidez para cambio.

Los mejores cambios comienzan elegir una estrategia con resultados inmediatos.

- La motivación implica aportar Cinco principios para lograr la Planificación del progreso: emoción al trabajo. claridad. cambios alcanzables - Ejemplos de metáforas. enmarcados temporalmente.

Gestionar el cambio.

- Tres consejos para utilizar las Ser resiliente, preparar el metáforas. cambio y crear el cambio.

- ¿Cuál es la variedad de metáforas?

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

5 talentos para tener éxito en el cambio 1] Usted: Asume y encarna los cambios.

2] Lucidez: Elegir una estrategia.

3] Diseñar el futuro: Anticipar y gestionar las reacciones

2

1

2 DÍAS

M BI O

5

LE A NT OS PARA EL C

TA

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Liderar el cambio: identificar su perfil.

2 Liderar el cambio: pasos y herramientas.

3 Liderar el cambio: visión de futuro.

4 Liderar el cambio: la estrategia de los aliados.

5 Generar el éxito del cambio.

O CINC

3

4] 5]

de sus colaboradores. Comunicar y persuadir.

Crear un capital social: Crear y movilizar sus redes de trabajo.

Acertar en los primeros pasos hacia el éxito.

4

En el contexto actual, sea líder del cambio. > Integre y encarne el cambio en las prácticas de management como componente inmutable. > Dejar de pensar en el cambio con la lógica clásica de “rechazo, dolor y resignación” a una lógica de oportunidad, empuje, acción”. > El cambio no le espera, sea más rápido: la conducción del cambio requiere acción inmediata y capacidad de reacción.

Precio a medida para grupos

14 horas

Ref. 8501

168

Formación Internacional- Global Learning

Formación on-line opcional

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL Cursos para Project Manager y la gestión del equipo

3A

Gestión de proyectos: Las mejores prácticas Project management fundamentals

Integrantes del equipo de un proyecto.

Nuevos jefes de proyectos o jefes de proyecto ocasionales.

Directores de colaboradores en proyectos.

Objetivos Descubrir los fundamentos del Project Management.

Integrar todos los componentes de la gestión de proyectos: ejecución, contenido, costes, plazos y riesgos.

Aprender a trabajar en equipo de proyecto.

Asegurar el control del proyecto.

Beneficios Identificar nuestro rol y nuestra aportación personal.

Interactuar de forma eficiente en un equipo de proyecto.

Integrar los múltiples riesgos a medida que avanza el proyecto.

Actuar con confianza para corregir las desviaciones en plazos o costes.

Referencia PMI Permite ganar 16 contact hours/ PDUs para obtener o mantener su certificación PMP® o CAPM®.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Formación on-line opcional Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Fundamentos de la gestión de proyectos.

2 El marco del proyecto.

3 La planificación del proyecto.

4 Establecer el presupuesto del proyecto.

5 Anticipar los riesgos de un proyecto.

Programa de la formación presencial 1 Los fundamentos de la gestión de proyectos Conceptos.

El ciclo de vida del proyecto.

- Fases y entregables.

- Hitos y puntos de control.

Roles y responsabilidades en la gestión de proyectos.

- Modificación de la red de tareas.

- Nivelado y equilibrado de recursos.

6 Trabajar en equipo en un proyecto Eficacia personal de los actores del proyecto.

- Colaboración multidisciplinar y colaboración transversal.

- Trabajar bajo una relación tridimensional.

- Las cinco habilidades de relación.

Eficacia colectiva del equipo de proyecto.

- Características de un equipo de proyecto.

- Las cuatro fases del desarrollo de un equipo de proyecto.

Reuniones de proyecto.

- Reuniones para mantener la dinámica del equipo.

- Descripción de las principales reuniones de proyecto.

4 Gestión de los costes ¿Qué es una estimación?

- Definición.

- Niveles de estimación.

- Diferentes métodos de 2 Gestión del alcance y del estimación. resultado del proyecto Acta de constitución del proyecto. El proceso de estimación.

- Estructurar el equipo en - Un proceso cíclico a través coherencia con los objetivos. del proyecto.

- Justificar la legitimidad del - Evaluar el trabajo que debe proyecto y defenderlo. llevarse a cabo.

Estructura de desglose del Presupuesto y control trabajo (EDT). presupuestario del proyecto.

- Crear la EDT e identificar los - ¿Cuál es el presupuesto del paquetes de trabajo. proyecto?

- Cambios en el presupuesto.

Gestión de los cambios.

- El control presupuestario.

- El proceso de control de 7 Dirigir el proyecto cambios.

5 Gestión de riesgos Evaluación del proyecto.

Control del proyecto.

Gestión de riesgos en los - ¿Por qué controlar? proyectos.

3 Gestión del tiempo - ¿Cómo controlar?

- Procesos de gestión de riesgos.

Construcción del cronograma.

Control del avance.

- Definición de la red de tareas.

Identificación y evaluación de - El concepto de avance físico.

- Identificación del camino los riesgos.

- Actualizar el plan del proyecto. crítico.

Preparación de las respuestas a Informes de proyecto.

- Cálculo de los márgenes los riesgos.

- Elaborar un informe eficaz. libres y totales.

- Estrategias de gestión de - Adaptar el informe a las - Preparación del diagrama de riesgos. partes interesadas.

Gantt.

- Documentación de la Cierre del proyecto. respuesta a los riesgos.

Optimización del cronograma.

- Reducción de la duración de Seguimiento y control de los las actividades. riesgos.

4 puntos cardinales de la dirección y gestión de proyecto Formación Internacional- Global Learning

Dirigido a

1] El rumbo: definir la dirección y el resultado final.

2] El tiempo: encontrar el ritmo y mantenerlo.

RUMBO

3] El equipo: transmitir los valores, movilizar a las personas.

PROCESO

AVENTURA

4] El proceso: ofrecer puntos de referencia

TIEMPO

para mantener el rumbo y el ritmo.

EQUIPO

2 DÍAS

Precio a medida para grupos

16 horas

169

Ref. 8505

© Cegos 2016

|

|

Madrid 91

270 50 00

|

Barcelona 93

520 17 00

|

inscripciones@cegos.es

|

www.cegos.es

|

FORMACIÓN INTERNACIONAL 3A

Cursos para Project Manager y la gestión del equipo

Jefe de proyecto experimentado: Las mejores prácticas Actitudes para aumentar la eficiencia Dirigido a Jefes de proyecto con experiencia o directores de proyecto.

Directores de operaciones encargados de proyectos o con jefes a su cargo.

Objetivos Dirigirse de manera específica a cada una de las partes interesadas del proyecto.

Desarrollar la sinergia entre cliente y proyecto.

Promover la adhesión de las partes.

Anticiparse y mostrarse pro-activo frente a los imprevistos.

Reaccionar ante los acontecimientos para aprovechar o abandonar las oportunidades y garantizar el éxito de los proyectos más complejos.

Beneficios Tomar conciencia de la importancia de su comportamiento en el éxito del proyecto.

Estar más cómodo a la hora de tomar decisiones, integrando el análisis de la exposición a los riesgos con el del aprovechamiento de las oportunidades.

Destacar en la dirección del proyecto en el día a día.

Referencia PMI Permite ganar 16 contact hours o PDUs para obtener o mantener su certificación PMP® o CAPM®.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Formación Internacional- Global Learning

Formación on-line opcional Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Detectar las expectativas del cliente para tener éxito en el proyecto.

2 Optimizar costes y plazos por el método del valor ganado.

3 Evaluar y controlar los riesgos del proyecto.

4 Valorar las oportunidades dentro del equipo del proyecto.

5 Gestionar los riesgos y limitar su impacto.

2 DÍAS

Programa de la formación presencial 1 Visión del jefe de proyecto Entrar en el universo del cliente del proyecto.

Escuchar el mercado y anticiparse en la relación con el cliente.

Escuchar activamente a todas las partes interesadas.

- Identificar las necesidades de las partes interesadas.

- Las 5 etapas del proceso de identificación de necesidades.

Formalizar con regularidad el resultado final esperado.

Ajustar la trayectoria del proyecto.

- Cómo utilizar el valor ganado - Permitir a todos ser coherentes con las actividades de con las posiciones del pasado. aprovisionamiento.

4 Adhesión de las partes - Calcular los indicadores de interesadas del proyecto rendimiento del proyecto.

Valorar las situaciones: diferentes - Recalcular el coste total necesario puntos de vista posibles. para terminar los trabajos.

- Compatibilizar dos lógicas - Precauciones que deben tenerse diferentes: la funcional y la de en cuenta al aplicar estos proyecto. indicadores.

- Hacer frente a las reticencias.

Tomar las decisiones en función de Equilibrar los intereses de las la exposición a los riesgos y a las partes interesadas. oportunidades.

- Escuchar los diferentes - Definir un proceso de decisión. puntos de vista.

- Definir niveles de escalado en - Administrar intereses situaciones de disconformidad.

2 Anticipación y proactividad del divergentes. jefe de proyecto Canalizar las energías, 3 Reactividad en el proyecto Detectar las señales débiles del movilizar a las personas. proyecto.

Aprovechar las oportunidades en el - Conseguir el compromiso de - El jefe de proyecto analiza y momento en que se presentan. cada parte. procesa toda la información que Analizar los impactos de las - Hacer que cada uno se implique afecta al proyecto. oportunidades. al máximo.

Ganar desenvoltura ante la Lanzar planes de acción sobre los Animar al equipo a afrontar lo incertidumbre y lo desconocido. riesgos constatados. desconocido.

Definir las provisiones en el proyecto. - Facilitar la expresión de las - Dirigir el proyecto frente a lo dificultades durante la ejecución.

- La provisión para poner bajo desconocido.

- Definir planes de acción eficaces. tensión el proyecto.

- Dirigir el equipo frente a lo - Integrar los planes de acción - Las provisiones de plazo (buffer), desconocido. dentro de la estructura de de coste, de resultados (alcance) y Definir reglas de funcionamiento desglose de tareas. el plan de convergencia. alineadas con los valores - Vigilar la puesta en marcha de las Calcular el valor ganado y los compartidos. acciones y su eficacia sobre las indicadores de rendimiento.

- Definir reglas de funcionamiento consecuencias de los riesgos.

- La vigilancia de los costes eficaces. reales y de la planificación, no Aceptar las críticas, abandonar las - Compartir los mismos valores. es suficiente. certezas.

- 10 ideas para motivar a los - Valorar el avance físico, - Identificar los replanteamientos miembros del equipo de para construir un indicador necesarios y evaluar su impacto. proyecto. pertinente.

- Convencer a las partes interesadas de la necesidad de los replanteamientos.

4 actitudes del jefe del proyecto 1] Visión 2] Reactividad 3] Adhesión 4] Proactividad

Precio a medida para grupos

16 horas

170

Ref. 8526

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL Cursos de comunicación y relaciones interpersonales

5A

Excelencia interpersonal y comunicación Desarrollar sus habilidades de comunicación interpersonal

Beneficios Influir y movilizar a terceros sin ejercer una autoridad jerárquica.

Mejorar las relaciones transversales desde proveedores a clientes internos o externos.

Desarrollar un liderazgo aún más eficaz.

Reforzar su capital de contactos y relaciones.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Formación on-line opcional

Los 3 pilares de la creación de relaciones Actores

Objetivos, puestos y proyectos

Comunicación abierta R UI CONSTR

Cooperación ganadora

LA

1] Construyo una estrategia de contactos.

RE ES TRATEGIA DE

O LL E AR S RELACIONE Gestión de la adversidad

AR CI POTEN

RR DESA

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Tres pilares de la excelencia interpersonal.

2 Desarrollo de una estrategia de comunicación interpersonal.

3 Conocerse mejor para comunicarse mejor.

4 3 caminos hacia la buena comunicación.

5 3 palancas esenciales para crear una colaboración ganadora.

Formación Internacional- Global Learning

Influenciar e involucrar a los demás sin hacer uso de la autoridad jerárquica.

Mejorar las relaciones transversales, incluyendo a los proveedores y a los clientes.

Conocer técnicas de asertividad, PNL y escucha, para abrir canales de comunicación.

Obtener satisfacción personal mediante relaciones profesionales más cooperativas y productivas.

1 Los tres pilares de la Especificar su nivel de influencia 4 Comunicarse de forma abierta y eficaz influencia interpersonal por actor.

- Determinar el nivel de acciones Influencia: el “alma máter” para la Sincronizar su comunicación a emprender con relación a excelencia. verbal y no verbal con PNL. estos grupos de actores.

- Contexto empresarial - Practicar la sincronización.

- Especificar su red de relaciones demandante y en continuo Hacerse entender al decir las objetivo. cambio. cosas como son con técnicas de - Distinguir entre poder, asertividad.

Elaborar su red estratégica de influencia y manipulación.

- Hablar sinceramente. relaciones.

- Hacer una crítica o feedback Potenciar sus cualidades Definir objetivos precisos. negativo. personales.

3 Conocerse mejor para - Comprender mediante la - Comprender su comunicar mejor escucha empática. comportamiento y actitudes.

Ser consciente de sus puntos - Volver a analizar sus valores y 5 Ganar mediante la fuertes y áreas de mejora. creencias. cooperación - Comprender su forma de - Construir confianza. actuar.

Desarrollar relaciones Desarrollar relaciones eficaces.

- Identificar sus actitudes equilibradas.

- Destacar en la comunicación eficaces e ineficaces.

- Cooperar más para ganar más. interpersonal.

Identificar las actitudes efectivas y - Principios y características de - Cooperar eficazmente . la cooperación. las inefectivas.

- Manejar la adversidad y la Limitar sus acciones ineficaces Elaborar una estrategia ganadora confrontación. bajo presión. de colaboración.

2 Clarificar su estrategia de - Soluciones para el - Satisfacer sus intereses . influencia interpersonal comportamiento ineficaz.

- Elaborar un plan B. - Buscar soluciones.

Elaborar el mapa de su red de Potenciar su sistema de valores. relaciones para el objetivo del - Examinar sus valores Gestionar el conflicto, la proyecto y de los actores. profesionales y personales. adversidad y la confrontación.

- Centrarse en los principales - Adoptar la actitud apropiada.

- Abrirse camino ante el conflicto. objetivos del proyecto.

- Afrontar la agresividad.

Inspirar confianza entre sus - Identificar a los actores clave compañeros. en nuestra red de relaciones.

- Activar las fuerzas impulsoras - Resaltar nuestra interacción de la confianza. con los actores clave.

- Valorar la diversidad personal - La superposición con el y cultural. organigrama.

Valores y creencias

2] Utilizo mis habilidades personales.

Confianza

RS ON ALES

Objetivos

Programa de la formación presencial

DE S

Managers, jefes de proyecto y responsables de equipo.

Profesionales que necesiten de la cooperación de mandos funcionales sobre los cuales no tienen autoridad.

Profesionales que deseen desarrollar su influencia para aumentar su eficacia.

FI CA CES

Dirigido a

E SU SC SP UALIDADE

3] Desarrollo relaciones eficaces.

Comportamientos y actitudes

Claves de la confianza y de la cooperación. > La noción de red de relaciones y de la estrategia interpersonal en su red. > Aspectos personales vinculados a las actitudes y posturas individuales. > Herramientas para construir relaciones interpersonales en un marco de búsqueda de cooperación.

2 DÍAS

Precio a medida para grupos

171

14 horas

Ref. 8500 © Cegos 2016

|

|

Madrid 91

270 50 00

|

Barcelona 93

520 17 00

|

inscripciones@cegos.es

|

www.cegos.es

|

FORMACIÓN INTERNACIONAL 5B

Cursos para influir y movilizar personas

Gestionar emociones y conflictos

Desactivar conflictos, gestionar tensiones y aprovechar el poder de las emociones Dirigido a Todas las personas de la empresa.

Objetivos Enriquecer sus relaciones por medio de emociones estimulantes o agradables.

Afrontar las emociones desagradables o no deseadas, tanto las propias como las de terceros.

Fortalecer su equilibrio emocional.

Gestionar correctamente tensiones y conflictos en las relaciones.

Beneficios Enriquecer la comunicación interpersonal mejorando la colaboración y fortaleciendo su motivación.

Desarrollar su comprensión de los demás para comunicarse con mayor eficacia.

Encontrar y reconocer los aspectos positivos de uno mismo y de los demás.

Prevenir mejor las tensiones y el estrés.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Formación on-line opcional

1 Emoción, conflicto y Reconocer el papel de las 5 Resolver las situaciones desempeño emociones. conflictivas Interesarse por las emociones y los - El sentido oculto de las Adquirir una metodología de conflictos. emociones. resolución de conflictos.

- El beneficio de las emociones.

- Adaptar nuestro comportamiento. - Dominar las emociones en situaciones de tensión.

- La expresión de las emociones.

3 Desarrollar el equilibrio - Resolver los conflictos.

- Comprender las posición del emocional otro.

El modelo del triángulo virtuoso.

Desarrollar su conciencia - Desarrollar el equilibrio - Encontrar soluciones con el otro. emocional. emocional.

Saber afrontar los conflictos.

- Identificar su perfil emocional.

- Desarrollar relaciones de - Reconocer la emoción.

Vivir las emociones. confianza.

- Hacer frente a las reacciones - Entrar en contacto con las incoherentes del otro.

- Dominar los conflictos. propias emociones.

- Hacer frente al enojo del otro.

2 Una nueva aproximación a las - Reconocer el poder de la Comportamientos que prevengan emociones emoción. el conflicto.

Comprender la relación entre Gestionar las reacciones - Dominar su estrés. emociones, estrés, conflicto y emocionales incoherentes.

- Comprender al otro. confianza en uno mismo.

- Comprender las incoherencias.

- Ser proactivo.

- Estrés miedo y emociones.

- Cambiar las reacciones.

6 Desarrollar la capacidad de - Confianza en uno mismo y Desarrollar la confianza en uno autocontrol emociones. mismo.

Descubrir el papel del cerebro.

- La autoestima.

Aprender a controlarse.

Identificar las emociones.

- Qué es posible controlar y 4 Utilizar las emociones para dominar.

- Las seis emociones básicas.

- Características de las emociones. establecer relaciones de - El control de la emoción. confianza - Desencadenantes de las - Pensar en positivo.

Comprender los beneficios de la emociones.

Controlar su enfado. confianza.

- Emociones primarias y - Origen de la ira.

- Los niveles de cooperación. secundarias.

- Modos de reacción.

- La confianza.

- Sentimientos y estados de - Expresión del enojo.

Pensar en positivo. ánimo.

Respetar al otro y sus emociones.

Expresar y compartir sus resentimientos emocionales.

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El triangulo virtuoso de la gestión de las emociones Equilibrio – Confianza – Gestión RE

Formación Internacional- Global Learning

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 El impacto de las emociones en el entorno profesional.

2 Desarrollar su conciencia emocional.

3 Comprender las disfunciones emocionales.

4 Comprender su cólera y expresarla de modo positivo.

5 Dominar sus emociones.

Programa de la formación presencial

PENSAR EN POSITIVO

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UN OM ISM O

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S

S

CONTROLARSE

S TO

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NS

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COMPRENDER SUS EMOCIONES DESARROLLAR SU EQUILIBRIO EMOCIONAL

2 DÍAS

Precio a medida para grupos

172

14 horas

Ref. 8520

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL Cursos para organizarse y ganar tiempo

6A

Gestión del tiempo Utilice todo su potencial

La gestion du temps

Personas que tengan margen para organizar su propia agenda.

Mandos y cargos con responsabilidad funcional o jerárquica.

Objetivos Controlar su tiempo en lugar de permitir que su tiempo le controle.

Trabajar con comodidad y eficiencia.

Gestionar su carrera sin sacrificar su vida privada.

Colaborar con otras personas que tienen una percepción diferente del tiempo (trabajos distintos, países, edades, formación académica, etc).

Beneficios Controlar su tiempo y disponer de una estrategia para organizarlo.

Ganar eficiencia en el trabajo y una mejor calidad de vida fuera de él.

Disfrutar de mayor comodidad, serenidad y reducción de estrés.

Encontrar un equilibrio satisfactorio entre la vida profesional y personal.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Programa de la formación presencial

Utilisez tout votre potentiel !

4 Organizarse y anticiparse con 1 Ser el estratega de su tiempo 3 Ser eficiente en un entorno las técnicas y herramientas profesional multicultural y Los peligros de un enfoque de comunicación e global cronólogico y cómo evitarlos.

Vouscon êtes : tienen Essentiel, priorités urgence,Cooperar información À l’issue de cette formation - FIFO, LIFO y por quéetninguno quienes n Manager hiérarchique ou transversal, cadre, comment devenir leaderdiferentes n Des résultats concrets pour vous : funciona. percepciones del Tres metacompetencias y cuatro et toute personne disposant d’une marge de manœuvre - Devenir de votre temps et stratège - Un sistema de métodos para cada unamaître de ellas. declasificación votre temps ?tiempo. sur son organisation temporelle. de votre organisation personnelle. n Travailleur nomade.presente y sensible y cambiante.

- Foco en pasado, Distancia.

- Développer une meilleure efficacité profess Comment plus à l’aise futuro.

- Presupestos de tiempo Elección de losêtre momentos et plus de bienfijo. être personnel. el tiempo y “a través” - Agrupamientos. apropiados. et plus efficace - “En” - Profiter de plus de confort, plus de sérénité Cette formation est pour vous - Resiliencia. de stress.

- Cuando llega la oportunidad. dans votre activité delcartiempo. vous souhaitez… un équilibre satisfaisant entre vie pr - Citas con Ud.- Trouver mismo.

- Optimización de las variables ? - Escalas de tiempo en el lugar professionnelle Arrêter de subir le temps. den trabajo. de tiempo.

Coherencia. et vie personnelle : work life balance. n Être plus à l’aise et plus efficace dans votre vie n Des résultats concrets pour votre en del tiempo.

- Signos de estrés.

Las ventajas de la mala Comment trouver ungestión équilibre - La estructuración professionnelle.

- Optimiser la gestion du temps des collabora - Lan medida de integración de Desaceleración. del tiempo y cómo liberarse de gérer votre trajectoire professionnelle sans sacrifier - Renforcer l’efficacité des collaborateurs : pl performant entre les différents las Mieux esferas de vida.

Decir no. ellas. votre vie personnelle. maitrisés et stress contrôlé. temps votre vie ?Cooperación Programar las interrupciones.

- La teoría es fácil;de el problema con concepciones n Savoir coopérer avec des personnes ayant-d’autres - Disposer de collaborateurs, en particulier le conceptions du temps : métiers, pays, âge,Relevancia. éducation… es ponerla en práctica. culturales diferentes. et chefs de projets plus pro actifs que réact - Garantir productivité, - Monocronía.

- Alinear objetivos a largo y anticipation et diminu - Policronía. corto plazo. - Plus d’efficacité collective, développement 2 Ser proactivo para ir a lo transversales, agilité organisationnelle.

- El menor de los desastres. esencial y tratar lo prioritario Trabajar eficientemente en modo - Clasificar y jerarquizar. asincrónico.

Centrase en lo esencial: la guía - Actualizar las jerarquías.

- Elección de las herramientas hacia el objetivo. adecuadas para el tipo de Optimizar la relación efecto/ asincronía. esfuerzo para mejorar la - Trabajo en cooperación y eficacia. colaboración en equipos - La ley de la palanca Lesun 3sanopostures du leadership du temps virtuales.

Lograr equilibrio fondatrices trabajo-vida.

- Esferas de vida.

Formación on-line opcional Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Tratar las causas de la pérdida de tiempo.

2 Ser el estratega de su tiempo.

3 Focalizar en lo esencial para tratar prioridades.

4 Aprovechar las diferentes percepciones del tiempo.

5 3 claves de eficiencia en un entorno acelerado.

1] Distance : prendre de la hauteur sur l’événement quel qu’il soit.

2] Cohérence : ne pas confondre vitesse et précipitation.

3] Pertinence : discerner l’essentiel, les priorités et les urgences.

La méthode ART Las 3 actitudes clave para gestionar el tiempo Optimizar las herramientas colaborativas

Distancia Coherencia Relevancia

Estar abierto a otras culturas sobre el tiempo

que sea la circunstancia dar un > Rpaso pour Réfl échiry observar atrás > Ttodo pour Transposer el conjunto. > A pour Agir

Action learning : les participants travaillent en temps réel

leurs problématiques Coherencia: no et objectifs réels. Décalage, provocatio 2]sur simulations, entraînements, les éclairent sur les progrès à entrep

confundir velocidad

Ser proactivo y focalizar en lo esencial

con precipitación.

Peer coaching : les échanges de bonnes pratiques et de piège entre les participants et les conseils personnalisés du consultant à trouver leurs propres solutions.

3] Relevancia: distinguir

Toutes les problématiques lo importante, lo de l’efficacité professionnelle en et même formation. prioritario y lo urgente.

Réf. 8521

2 DÍAS

Tratar el tiempo de forma diferente

s

pour redécouvrir la gestion du tem « action learning » cualquiera 1]enDistancia:

Formación Internacional- Global Learning

Dirigido a

Precio a medida para grupos

14 horas

173

Ref. 8521

© Cegos 2016

|

|

Madrid 91

270 50 00

|

Barcelona 93

520 17 00

|

inscripciones@cegos.es

|

www.cegos.es

|

FORMACIÓN INTERNACIONAL 6B

Cursos para hablar en público y comunicar con efectividad

Reforzar el impacto de sus presentaciones Dominar el arte de hablar en público Dirigido a Profesionales que deseen aumentar el impacto de sus presentaciones y desarrollar sus habilidades para hablar en público.

Objetivos Impactar en las presentaciones en público.

Estructurar un mensaje sintético y contundente.

Armonizar el discurso, los comportamientos y la imagen de la empresa.

Ser innovador a la hora de elegir los apoyos.

Beneficios Aumentar sus recursos como comunicador.

Ganar en autenticidad y manifestar su estilo natural.

Dar en el blanco.

Afirmar su liderazgo.

Perder el miedo escénico.

Programa de la formación presencial 1 Miedo a hablar en público Dominar el miedo a hablar en público.

Trucos para superar el miedo escénico: - La preparación física.

- La preparación mental.

2 Comunicar: ¡la importancia de la voz!

El proceso vocal.

- La voz es un notable embajador para quien sabe utilizarla.

- Impostar la voz.

Ampliar su registro vocal.

- Ejercicios para proyectar la voz.

Hacerse oir.

Impresionar y jugar con lo - Las reglas básicas. imprevisto.

- Ejercicios de locución.

- Dominar una perfecta dicción. 4 Estructurar presentaciones convincentes - Desarrollar la elocuencia vocal.

Definir su estrategia de comunicación.

3 Subir a escena - Analizar la situación: el Conectar con la audiencia. público, el contexto y el - Mediante la mirada. objetivo.

- Mediante el juego del silencio.

La posición del helicóptero.

- Mediante la ocupación del Estructurar su presentación. espacio: la presencia física.

Concebir sus soportes.

Representar lo que está - El soporte visual “inteligente”. diciendo.

- Método para concebir - La postura: el cuerpo habla a soportes convincentes. pesar de uno mismo.

La tarjeta inteligente.

- El deseo.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

El arte de presentar, hablar en público y comunicar 1] Las mejores prácticas en este área hacen referencia

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Identificar su estilo de comunicación.

2 Adaptar su mensaje con éxito.

3 Adoptar la expresión corporal correcta.

4 Cómo dar respuesta a las preguntas difíciles.

5 Dominar la comunicación en entornos virtuales.

2 DÍAS

a los grandes principios de la retórica: el arte de convicción y la estrategia de comunicación.

IMPACTO ORAL

2] Utilizar estos principios del arte de hablar en público

en combinación con los métodos teatrales sacados de la “Comedia del Arte” Italiana, del teatro Japonés “Noh” y de la escuela de actores Americana “Actor’s Studio”: Trabajar sobre la forma, descubrir su estilo de comunicación y ajustar su presentación.

EL MENSAJE

EL ORADOR

LOS APOYOS

3] Desarrollar su impacto personal para conseguir la

atención de su público y dejar una imagen única de su intervención.

Precio a medida para grupos

14 horas

Ref. 8522

174

Formación Internacional- Global Learning

Formación on-line opcional

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL Cursos para formar formadores

8B

Formar con talento

Técnicas para dinamizar la sesión de formación Dirigido a Formadores que quieran ampliar y mejorar las técnicas de dinamización en aula.

Mandos y expertos que desean reforzar el uso de un conjunto de claves a tener en cuenta durante la formación.

Objetivos Utilizar con eficacia las técnicas de hablar en público, de preguntarespuesta y animación.

Crear una correcta dinámica en el grupo que favorezca el deseo de aprender.

Manejar las técnicas de animación de grupos.

Adaptarse a los diferentes modos de aprendizaje de los participantes.

Utilizar soportes y material pedagógico.

Beneficios Usar las claves de formación con confianza y seguridad.

Hablar en público con soltura.

Poner en valor sus cursos por medio de secuencias de fuerte valor añadido.

Prevenir y manejar situaciones difíciles en procesos de formación.

Explotar sus competencias como formador, en el ejercicio de su trabajo como responsable de un equipo de personas.

Programa de la formación presencial 1 Cómo lograr un buen comienzo de la formación Cómo comenzar el curso de formación.

- Cómo organizar la sala de formación.

- Cómo prepararse para la sesión.

- Los 7 pasos iniciales.

Las 5 preguntas de los participantes.

Técnicas para presentación de los participantes.

2 Cómo crear una situación en la que los participantes puedan aprender ¿Cómo aprenden los adultos?

- El cerebro, una máquina maravillosa.

- La memoria, un mecanismo que incluye a toda la persona.

- Imágenes mentales.

- Conflicto socio-cognitivo.

- Estrategias de aprendizaje.

- No existe el aprendizaje sin planificación.

Los cuatro pilares del verdadero aprendizaje: the Cegos Way of Learning.

A destacar

4 Cómo dirigir una sesión de formación Cómo comenzar y finalizar una sesión de formación.

Preguntar, escuchar, reformular.

- Las actitudes de Porter.

- Características de las 6 actitudes de referencia.

- 13 principios para desarrollar la escucha activa.

- Indicadores de escucha favorable.

- Los distintos tipos de escucha.

- Reformulación.

Cómo manejar el tiempo durante la formación.

6 Cómo gestionar situaciones difíciles en el aula Cómo hallar la postura adecuada con respecto al grupo.

La regla DESC para construir buenas relaciones.

Cómo dinamizar sesiones en las que se traten contenidos que las personas no aprueban.

Cómo reaccionar correctamente ante el comportamiento individual de los participantes.

Cómo anticipar para prevenir situaciones difíciles.

- Un principio fundamental: la anticipación.

- Diagrama de predicción inductiva.

- El triángulo dramático de Karpman.

5 Cómo dirigir una formación mixta Conceptos básicos.

- Ejemplos de métodos de aprendizaje a distancia.

Consecuencias para el formador.

Aprender haciendo: las claves de una dinamización eficaz.

Aprender haciendo

Formación on-line opcional

Identifico las técnicas y comprendo las claves

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Adaptarse para formar mejor.

2 Manejo de situaciones difíciles.

3 Concebir y animar una presentación informática.

4 Métodos para el aprendizaje en adultos.

5 Evaluar lo que se ha aprendido durante la formación.

Tomo conciencia de lo que hago

> Los formadores experimentados, ya sean ocasionales o expertos, facilitan la comprensión y la memorización de sus participantes apoyándose en métodos probados, fruto de la investigación del funcionamiento del cerebro y de la memoria.

Formación Internacional- Global Learning

Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

2 DÍAS

3 Cómo adaptar las técnicas de formación 15 técnicas de aprendizaje.

Cómo escoger la técnica de formación adecuada.

Cómo utilizar ayudas pedagógicas y las TAC.

> Dominan las técnicas de la comunicación, de la gestión, dinámica de grupos y el arte de preguntar. > Poseen las claves de una pedagogía eficaz y rigurosa para formar con talento.

Precio a medida para grupos

14 horas

175

Ref. 8511

© Cegos 2016

|

|

Madrid 91

270 50 00

|

Barcelona 93

520 17 00

|

inscripciones@cegos.es

|

www.cegos.es

|

FORMACIÓN INTERNACIONAL 9A

Cursos de gestión financiera para no financieros

Finanzas para todos

Todos somos partícipes del resultado de la empresa Dirigido a Todas las personas de la empresa.

Objetivos Comprender el significado y alcance de los estados financieros.

Comprender el significado de los principales indicadores económicos y financieros.

Ubicar su propia contribución a los resultados de la empresa y a la generación de caja

Beneficios Comprensión del funcionamiento de la economía empresarial.

Claves para comprender el sentido de las decisiones que afectan a los resultados de la empresa.

Entender la función y contribución de cada colaborador en el plano económico.

Ayudas para progresar tanto en la gestión profesional como en la privada.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Formación on-line opcional

1 DÍA

1 Retos económicos de los distintos actores Las expectativas de “los asociados” financieros: accionistas y banqueros.

Las oportunidades y retos para los empleados.

Los asociados externos: clientes y proveedores.

3 Conocer las oportunidades y desafíos de los grandes equilibrios del balance y de la cuenta de resultados Los indicadores de los grandes equilibrios del balance: FM, NOF y Tesorería.

El análisis de la cuenta de resultados.

5 Situar la propia contribución en la creación de valor Situar la propia contribución en el árbol de la creación de valor.

Situar su contribución en el “largo y tranquilo río del “free cash flow”.

2 El contenido del balance y de 4 Comprender los principales la cuenta de resultados indicadores del rendimiento económico Como leer un balance de situación.

Sobre el resultado: EBITDA Comprender la cuenta de Sobre la creación de valor: resultados o cuenta de pérdidas “ROCE” y “WACC”. y ganancias.

Sobre la tesorería: “Operating Cash Flow” y “Free Cash-Flow”.

Situar la función que compete a los principales actores.

El puzzle de las finanzas: Usted está en el origen de los resultados de su empresa > Jack Welch, antiguo presidente del Grupo INTERESES ECONÓMICOS

GRANDES EQUILIBRIOS

INDICADORES DE RENDIMIENTO

> Este CEO legendario ha pasado más

¿Y YO?

BALANCE

General Electric declaró: «Getting every employee’s mind into the game is a huge part of what CEO job is all about… There’s nothing more important ».

CUENTA DE RESULTADOS

del 70% de su tiempo a ocuparse directamente de sus colaboradores, desplazándose de un lado a otro para escucharles, para motivarles y para formarlos.

> Cada persona tiene un impacto directo en los resultados de la organización.

Precio a medida para grupos

7 horas

Ref. 8524

176

Formación Internacional- Global Learning

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Entender el balance y la cuenta de resultados.

2 Análisis financiero y valorización de la empresa.

3 Situar su contribución en la creación de valor.

Programa de la formación presencial

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL Gestión comercial y dirección del equipo de ventas

10A

KAM: Key Account Manager Gestión de cuentas clave Dirigido a

Programa de la formación presencial

Objetivos Aclarar los campos de intervención del Key Account Manager.

Disponer de herramientas para dominar la función del Key Account Manager en todas sus dimensiones.

Resolver las principales dificultades que debe afrontar el Key Account Manager.

Utilizar un Plan de Actividad para gestionar con eficacia la cuenta.

Beneficios Conocer a fondo todas las facetas del proyecto.

Adoptar un enfoque completo y eficaz para dominar los papeles de su función.

Mejorar la seguridad y confianza en uno mismo para convertirse en el consejero estratégico de sus cuentas.

1 La función del Key Account 3 El Gestor de negocio Analizar la eficacia de las Manager relaciones para reajustar la El rol de contribuidor/desarrollador estrategia.

Necesidad de la gestión de cuentas de negocio. clave.

El plan de la cuenta en 6 etapas 5 El Gestor de equipos y Roles y responsabilidades del KAM Account planning: proceso de proyectos planificación de la cuenta.

Modelos de la gestión de cuentas Convertirse en "director de - Análisis y el diagnóstico clave: los cuatro niveles de orquesta": retos y dificultades.

- Propuesta de valor colaboración.

Comprender su rol como - Validación responsable de proyecto y del 2 El Gestor de información - Presentación plan de acción.

Convertirse en un experto: retos y - Ejecución riesgos.

Organizar la ejecución del plan de acción y liderar al equipo.

Conocer su cuenta: atractivo y 4 El Gestor de relaciones solidez.

El rol de "relaciones públicas" de Desarrollar la cooperación entre - Atractivo del cliente. su empresa. los miembros del equipo.

- La solidez del negocio.

Analizar la eficacia de las Guiar el progreso del plan de - La matriz multicriterio. relaciones acción.

- Identificar los contactos claves Recoger eficazmente información Mantener el dinamismo del y medir la eficacia de las útil: cuatro esferas y tres consejos. proyecto y evitar los conflictos. relaciones.

La etapa de análisis: las dos - Evaluar nuestra posición y decidir matrices DAFO qué progresos queremos hacer.

Los 4 roles del Key Account Manager

A destacar

1

Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Sea mi abogado (defensor)

EL

¿Cómo nos ponemos en marcha?

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Misión y retos del Key Account Manager.

2 Analizar correctamente las cuentas estratégicas.

3 Identificar los desafíos del plan de negocio (Account Business Plan).

4 Presentar su oferta con pasión 5 Eliminar los 5 obstáculos a su efectividad.

CL CI

OD

E COMPRA C LIE N

¿Cómo aprovechamos las oportunidades del mercado?

T E

Formación on-line opcional

2 DÍAS

1]

GESTIONAR INFORMACIÓN • Evaluar • Analizar • Sintetizar

LOS ROLES DEL KEY ACCOUNT MANAGER

GESTIONAR PROYECTOS Y EQUIPO • Dirigir • Motivar • Poner en marcha • Comunicar

GESTIONAR LAS RELACIONES • Identifi car a los actores clave

CONSEJERO ESTRATÉGICO PARA UNA COLABORACIÓN A LARGO PLAZO

4

2]

¿Cómo construir el negocio?

2

• Comprometer a los actores clave

Muéstreme lo importante que soy

3]

¿Qué apoyos aporta a mi organización?

Entiéndame GESTIONAR EL NEGOCIO • Mejorar la posición competitiva

¿Tendrá en cuenta a mi organización?

• Crear valor añadido y rentabilidad

3

• Construir un Plan de Cuenta (Account Plan)

4]

Gestor de la información: • Evaluar.

• Analizar.

• Sintetizar.

Gestor de negocio: • Mejorar la posición competitiva.

• Crear valor añadido y rentabilidad.

• Construir el plan de la cuenta.

Gestor de relaciones: • Identificar a los decisores y actores clave.

• Desarrollar y mantener relaciones.

Gestor de proyectos y de equipo: • Dirigir y comunicar.

• Motivar y movilizar.

Formación Internacional- Global Learning

Directores nacionales de grandes cuentas y directores internacionales de grandes cuentas.

Responsables de grandes cuentas, ingenieros comerciales, gestores de cuentas estratégicas.

Jefes de venta, responsables comerciales.

Precio a medida para grupos

14 horas

177

Ref. 8517

© Cegos 2016

|

|

Madrid 91

270 50 00

|

Barcelona 93

520 17 00

|

inscripciones@cegos.es

|

www.cegos.es

|

FORMACIÓN INTERNACIONAL 10A

Gestión comercial y dirección del equipo de ventas

Dirección del equipo comercial Desarrollo y habilidades para el manager comercial Dirigido a Directores y jefes de línea de todo el ámbito comercial.

Directores regionales, responsables de zona.

Directores y jefes de KAM. Directores de plataformas de televenta.

Objetivos Dirigir y llevar a sus equipos con pro-actividad hacia la consecución de los resultados comerciales.

Emplear con habilidad y destreza las herramientas de dirección y gestión comercial.

Movilizar y motivar a las personas del equipo comercial en torno a un objetivo.

Instaurar una cultura de dinamismo y agilidad con su equipo.

Beneficios Para su equipo, asumir con serenidad y confianza los cambios del mercado, de la empresa y la adaptación a las nuevas orientaciones estratégicas.

Reducir significativamente el nivel de estrés.

Alcanzar un equilibrio natural entre desempeño, nivel de estrés y gestión del tiempo.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Formación Internacional- Global Learning

Formación on-line opcional

Programa de la formación presencial 1 La misión del responsable de un equipo comercial La exposición del puesto.

El entorno del responsable comercial.

Modelo del rendimiento comercial en 6 pasos.

2 Reducir el impacto de los riesgos e imprevistos Medir el impacto de los eventos inesperados sobre el resultado y el equipo.

- Impacto directo e indirecto.

- Comprender lo que está en juego.

Flexibilidad para mantener el rendimiento comercial individual.

Aprovechar los imprevistos para impulsar el rendimiento del equipo.

3 Recuperarse después de un evento inesperado Detectar las oportunidades.

- Gestión proactiva.

- Recopilar informacion relevante.

Definir las prioridades a corto plazo.

- Una herramienta de análisis simple: DAFO.

5 Mantener la implicación - Formalizar nuevas individual direcciones: La estrategia ZIP. Implementar el P.A.C. con el Identificar las fuentes de equipo. motivación personal.

- Particicipación activa del - ¿Qué es la motivación? equipo.

- Los distintos tipos de - Rol del equipo en el motivación. diagnóstico y definición del - El premio máximo: plan. motivaciones arraigadas.

- Supervisar los planes de acción.

- La alternativa: actuar sobre la base de factores de 4 Motivar y dar vida al equipo motivación.

Use las reuniones comerciales Herramientas de Management para movilizar al equipo. de personas para fomentar la - Los principios de una reunión implicación y el desempeño. comercial eficaz.

- Habilitar los recursos.

- Preparar y estructurar una - Utilizar la motivación como reunión comercial. una herramienta.

- Garantizar la productividad de - Establecer un objetivo claro y los participantes en la reunión. contextualizarlo.

- Reunión telefónica y - Valorar las competencias del videoconferencia. colaborador.

Involucrar y movilizar al equipo - ¿Y los valores? en las nuevas prioridades.

Reforzar la implicación en cada - Proporcionar un contexto para reunión. la acción.

- Aprovechar cada oportunidad.

- Dirigir la respuesta del equipo.

- Fijar un nuevo objetivo.

- Fortalecer el compromiso - Centrarse nuevamente en de sus colaboradores el objetivo. comerciales.

- Celebrar el éxito.

Dirigir para alcanzar sus objetivos: transformar los imprevistos en oportunidades

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Rol y postura del director comercial 2 Triunfar en las reuniones comerciales 3 Mantener el compromiso de los comerciales 4 Dirigir al equipo comercial en momentos de incertidumbre y cambio 5 Motivar y movilizar a los comerciales

1] 2] 3] 4] 5] 6]

2 DÍAS

Permanecer alerta, a la escucha de su entorno y seguir los indicadores.

Tener en cuenta las emociones del comercial frente a los contingencias.

Hacer un diagnóstico del imprevisto.

Transformar el imprevisto en oportunidad: el plan de acción « ZIP ».

Conseguir la adhesión a las nuevas prioridades de acción.

Mantener la implicación individual.

Precio a medida para grupos

178

14 horas

Ref. 8506

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL Venta y negociación

10B

La venta de alto rendimiento Descubrir e interpretar los deseos del comprador Dirigido a Comerciales de todos los niveles, principiantes o experimentados.

Comerciales experimentados en búsqueda de nuevas técnicas de venta.

Pre-ventas o prescriptores de venta.

Objetivos Definir sus nuevos objetivos de venta según un proceso que integre la dimensión emocional.

Estructurar su proceso de venta para prepararse a las preguntas del cliente, a su entorno y a sus palancas de decisión.

Situarse en el plano de las emociones del comprador, para captar sus motivaciones profundas.

Definir su plan de acción y saber justificarlo de manera racional y emocional.

Beneficios A corto plazo, abordar la venta desde el punto de vista del cliente para centrarse en sus intereses y responder a ellos lo mejor posible.

A medio plazo, diferenciarse de sus competidores y adquirir una mayor habilidad de venta y un mayor grado de empatía con su cliente.

A largo plazo, adquirir el hábito de centrarse en el cliente para conservar su fidelidad, manteniendo su alto grado de satisfacción en términos de atención, servicio y relación personal.

Programa de la formación presencial 3 Descubrir el mundo oculto de 5 Llevar al comprador hacia el su comprador. acuerdo mutuo y a un cierre sin reservas Las diferentes motivaciones del comprador.

Gestionar objeciones.

- Las 6 fuentes de motivación - La construcción de objeciones del comprador. en la mente del comprador.

- ¿Cómo usar las motivaciones - Método de los 4 pasos SUCASO de manera práctica? para hacer “CRAC” a las objeciones.

El arte de preguntar.

- Comenzar por hacer “buenas Llevar al comprador al acuerdo preguntas”. final.

- Ir más allá de la evidencia - Desafíos racionales y para comprender mejor al emocionales en ambos lados. comprador.

- Cierre: la responsabilidad del vendedor.

La llave para obtener más 2 Prepararse para el éxito - Cerrar la venta. información: la escucha activa. compartido - Manejar la venta sin éxito.

- Las trampas Comenzar con la idea en mente comunicacionales que se 6 Construir el éxito a largo de tener éxito. deben evitar. plazo para usted y su - La lógica invertida en el - Técnicas de escucha activa. comprador proceso de venta.

4 Presentar su propuesta Definir objetivos de éxito: Cumplir su promesa. personalizada con Objetivos PCP. - El comienzo de un trabajo entusiasmo arduo adicional.

Cuatro piezas del “puzzle” de - Los componentes de un preparación.

Validar la comprensión total. seguimiento exitoso.

- Los peligros inminentes.

El toque final: su preparación.

- El vendedor como líder del - Asegúrese de cumplir con las - Aprovechar al máximo su proyecto. expectativas del comprador. primera impresión.

- La comunicación como una - 7 formas eficaces de construir Adaptar su solución conforme a herramienta clave para el la relación. las necesidades detectadas. seguimiento exitoso - Descifrar el estilo del Adaptar su estilo al del comprador. comprador.

1 Pensar de forma diferente Un factor clave de éxito en la venta: el comprador.

- La verdad sobre la venta: la perspectiva del comprador.

Un proceso de venta que coincida con la visión del comprador.

- Planificación del proceso de venta.

- Habilidades técnicas y de comportamiento requeridas en cada etapa.

Visión global del proceso de venta centrado en el comprador.

A destacar

Comprender los 5 deseos del comprador

Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

ABIERTO RESPETO

LE SAB ON ZA P ES FIAN

2

4

2] «Ser escuchado y entendido».

3] «Recibir una propuesta adaptada».

4] «Tomar la decisión correcta».

3

ON

5] «Continuar siendo importante».

N

ID AD

Ó CI ZA I L PERSONA

C

O

1] «Sentirse importante».

Formación Internacional- Global Learning

CO

5

G SE

R

2 DÍAS

1

R GU R SE U

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Ponerse en lugar del cliente 2 Preparar la venta para lograr el éxito compartido 3 Descubrir el mundo secreto del comprador 4 Presentar su oferta con pasión 5 Concretar un acuerdo mutuamente satisfactorio 6 Construir el éxito compartido a largo plazo

O TIC PÁ ENSIÓN EM MPR

Formación on-line opcional

AP AS IONA DO

Precio a medida para grupos

14 horas

179

Ref. 8508

© Cegos 2016

|

|

Madrid 91

270 50 00

|

Barcelona 93

520 17 00

|

inscripciones@cegos.es

|

www.cegos.es

|

FORMACIÓN INTERNACIONAL 10B

Venta y negociación

Negociación comercial

Combinar métodos, relaciones y emociones Dirigido a Todas las personas del área comercial y cargos que tengan una práctica en ventas y negociación.

Responsables de negociar.

Objetivos Comprender el proceso de la negociación.

Adaptar su estrategia de negociación en función del contexto.

Mejorar la preparación de la negociación.

Mantener la reunión de negociación empleando técnicas contrastadas.

Desarrollar una mejor relación con nuestro cliente.

Beneficios Hacer de la negociación un recurso para tener éxito en sus ventas.

Aumentar el valor de su contribución como negociador.

Tener confianza en sus relaciones de negociación.

Mejorar sus relaciones profesionales, e incluso personales, en el día a día.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Programa de la formación presencial - Identificar las necesidades de - Ser firme y enérgico: 2 claves.

1 Introducción: el proceso de la identidad del negociador.

- Intercambio: 2 claves. negociación comercial - Aceptar las emociones.

- Involucrar: 3 claves.

Evaluar las cuestiones en juego - Desarrollar su flexibilidad en la negociación comercial.

Evitar las trampas técnicas personal.

- Distinguir entre vender y diseñadas por el comprador. negociar.

- Contrarestar las técnicas de 4 Lista de control de 6 puntos negociación que utilizan los Escoger su posición de de la negociación comercial compradores. negociación antes de la reunión.

Primero vender, negociar - Evitar tácticas de declaración - Comprender los estilos de después… (si es necesario). de poder. negociación.

- Evitar tácticas de intimidación. Si se siente atrapado, libérese.

- Comprender el contexto de la Hacerse responsable por el negociación. margen de su empresa.

- Evaluar el vínculo entre estilo 3 Relación: núcleo del éxito en la negociación Negocie las condiciones del y contexto. acuerdo.

Presentación.

- Crear los contactos para Comunicar de forma eficaz.

Cree una relación que sea ejercer presión.

- ¿Qué es la comunicación? favorable para concluir el Preparar su reunión de - Habilidades de escucha. acuerdo. negociación.

- Comprender a la otra Liderar para facilitar la relación, - Equilibrar los cursores de parte en la negociación: la antes que actuar como poder. reformulación. negociador.

- Preparar el área de - Escoger sus palabras. negociación.

- Demotrar seguridad en - Elaborar la lista de situaciones tensas. contrapartidas.

Cuidar sus relaciones 2 Negociar con eficiencia ante interpersonales. compradores profesionales - Comprender las cuestiones implicadas en la relación.

Dominar las 7 claves de las reuniones de negociación.

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Antecedentes para las negociaciones comerciales 2 Preparar las negociaciones comerciales 3 Las 7 claves de la negociación comercial 4 Afrontar las dificultades de la negociación comercial 5 Imponerse en la negociación comercial

Negociación comercial 1] Proceso: estructurar su forma de planificar y prepararse para la negociación.

2] Relación: Adoptar la actitud, la comunicación y las conductas más efectivas.

3] Método: Dominar las técnicas para llevar la negociación.

La guía para tener éxito en sus negociaciones: > Mantener el equilibrio de poderes.

> Dejar siempre un margen de maniobra.

> Distinguir ente vender y negociar.

> Nunca dar sin contrapartida, siempre intercambiar.

> Sepa improvisar.

> Dar confianza a su interlocutor.

> Dirija la negociación.

2 DÍAS

Precio a medida para grupos

14 horas

Ref. 8507

180

Formación Internacional- Global Learning

Formación on-line opcional

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL Venta y negociación

10B

Influir y persuadir al cliente Como convencer y ganar la confianza del cliente Dirigido a

Programa de la formación presencial

Objetivos Proponer una oferta adecuada y presentarla de manera atractiva.

Alcanzar el acuerdo y la confianza del cliente.

Conseguir la venta a corto plazo y fidelizar a largo plazo.

Construir una relación duradera, ética y de confianza.

Beneficios Mejorar los resultados de venta y de negociación.

Una mayor soltura a la hora de vender.

Mayor capacidad y eficacia para gestionar situaciones comerciales complicadas.

Fortalecer la autoconfianza y seguridad en uno mismo.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

1 El sistema de la persuasión comercial: colocar la ética en el corazón del Sistema Las 5 etapas de la persuasión.

- La convicción y persuasión.

- Vinculación entre ambos conceptos.

El sistema de la persuasión comercial.

2 Convencer al cliente con una oferta ganadora: de la escucha del cliente a la construcción de una argumentación adaptada La escucha como palanca de la persuasión.

- Tres buenas razones para escuchar al cliente.

- Desarrollar un comportamiento empático.

- El arte de la persuasión a través de la escucha.

- Recoja los elementos de una oferta ganadora.

Formación on-line opcional Puede complementar esta formación presencial con los siguientes módulos on-line: 1 El arte de persuadir a través de la escucha.

2 Convencer con una oferta ganadora.

3 Apoyarse en su poder de persuasión para hacer una mejor presentación.

4 Gestionar en equipo los planes de acción.

5 Desplegar su carisma en situaciones delicadas.

2 DÍAS

Construir una oferta ganadora.

- ¿Qué es lo que compra su cliente?

- La argumentación comparativa.

- Presentar su oferta para convencer al grupo de decisión.

- Adaptar la presentación a su cliente.

- Reforzar su impacto con el cuerpo y la voz.

4 Aprovechar el carisma para vender Construir un vínculo auténtico con su cliente.

3 Técnicas para potenciar su - El impacto de las emociones impacto profesional en la relación comercial.

- Reciba con empatía las Apoyarse en un enfoque ético de emociones de su cliente. la relación comercial.

- Exprese sus emociones - La parte inconsciente de toda para establecer una relación relación. personal sincera y duradera.

- Distinguir influencia y manipulación.

Desarrolle su carisma como - Ganar la confianza comercial. de su cliente con un - La dimensión psicológica de comportamiento ético. la venta.

- Técnicas para mostrar Promover su oferta a través de seguridad frente al cliente. las técnicas de presentación - Seguridad en las etapas eficaz. delicadas de la venta.

- Facilitar la comprensión de la oferta.

- Estimular la implicación de su cliente.

Las palancas de la influencia y la persuasión comercial La ética como palanca de persuasión: > La escucha abierta y empática. > Adaptar la solución ofrecida a las necesidades reales del cliente.

> Presentar una solución de

manera atractiva, evitando la manipulación. > Compartir emociones auténticas.

Formación Internacional- Global Learning

Todo comercial y toda persona que deba persuadir y argumentar ante el cliente.

La confianza como refuerzo de la credibilidad.

Precio a medida para grupos

14 horas

181

Ref. 8516

© Cegos 2016

|

|

Madrid 91

270 50 00

|

Barcelona 93

520 17 00

|

inscripciones@cegos.es

|

www.cegos.es

|

FORMACIÓN INTERNACIONAL 10C

Atención al cliente

Atención al cliente

Técnicas y habilidades de comunicación para atender, fidelizar y vincular al cliente Dirigido a Todas las personas en contacto directo con el cliente, desde la preventa a la post-venta, cara a cara, por teléfono o mail.

Toda empresa que considere como objetivo primordial la fidelizaci ón del cliente.

Objetivos Cambiar su paradigma sobre la relación cliente y empresa.

Comprender los factores que generan la fidelidad del cliente.

Identificar las prácticas y cualidades que fidelizan al cliente.

Desarrollar una calidad de contacto que marque la diferencia.

Generar confianza en el cliente.

Desarrollar la escucha activa y empática.

Aumentar su capacidad de influencia.

Beneficios Influir en la relación con el cliente y reforzar la función de atención al cliente.

Superar las ideas convencionales sobre el servicio al cliente.

Reforzar su saber hacer en las relaciones interpersonales.

Ganar en soltura y eficacia.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

N IÓ EXPRES

COMPROMISO

-A E NT ICIP DH AC CIIÓN-A

OBJETIVO RELACIONAL Ofrecer al cliente una relación gratificante

EMPATIA

NF IAN ZA

OBJETIVO DE NEGOCIO Ayudar al cliente a resolver su problema

U ES PERA-REENC

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Los retos de la relación con el cliente.

2 Su cliente y usted: Objetivo la preferencia.

3 Su cliente y usted: Objetivo confianza.

4 Su cliente y usted: Objetivo la escucha activa.

5 Su cliente y usted: Objetivo fidelidad.

N IÓ MIS

Formación Internacional- Global Learning

Formación on-line opcional

-C O ON SIDE CIÓN-C RA

-P RE FERENCIA

¢

- Sea totalmente conciente de - Verdades y creencias 1 La comprensión: claves para su rol profesional. populares sobre la fidelidad. comprender al cliente - Mantener su posición.

- Cultivar la preferencia del Las claves para el encuentro.

- Dirigir la conversación con su cliente.

- Situar cada contacto en el cliente. recorrido del cliente.

2 La empatía: claves para - Identificar los momentos de Las claves para la decisión. construir relaciones de la verdad.

- Aumentar el valor de su confianza - Evolución de la conversación intervención a través de la Las claves para la consideración. paso a paso. elección de las palabras - Respeto al cliente y respeto a adecuadas.

Las claves para las expectativas. uno mismo.

- Argumentar para conseguir la - Ver en cada cliente a un - Dominar el protocolo de las aprobación del cliente. comprador y a una persona. maneras.

- Disipar las objeciones y dudas - Distinguir entre necesidades - Ser discreto y diplomático. del cliente. operativas y relacionales.

Las claves para la confianza.

- Preservar la relación en - Colocar las necesidades del - La primera impresión. cliente en primer lugar. situaciones delicadas.

- Sincronizar el lenguaje Las claves para la satisfacción.

Las claves para la anticipación. corporal de su cliente.

- Hacer que los clientes - Controlar sistemáticamente la - Escuchar activamente. perciban el servicio satisfacción del cliente.

Las claves para la empatía. entregado.

- Asesorar al cliente para - Tener en cuenta el impacto de conseguir más venta.

Recordar 3 afirmaciones las emociones.

- Destacar. relativas a la satisfacción del - Ser empático hacia su cliente. cliente.

4 Fijar la preferencia del - Convertir una queja en una - Descubrir lo que para los cliente y anclar la relación oportunidad para fidelizar. clientes es particularmente Cumplir las promesas. digno de recordar.

3 El compromiso: claves para Aconsejar con buen criterio para Las claves para la preferencia. influir con integridad y suscitar una nueva compra.

- Objetivo, la fidelidad del conquistar la fidelidad del Anticipar las necesidades del cliente. cliente cliente y saber sorprenderle.

- No confundir satisfacción Las claves para lograr los del cliente con fidelidad del objetivos. cliente.

SI ÓN

¢

Programa de la formación presencial

COMPRENSION

EN N TR IÓ O-SA FACC TIS

3 pilares para construir la fidelidad del cliente

1] Comprender cómo adaptarse a cada cliente y cada tipo de contacto.

2] Comunicar con empatía para

ganar la confianza del cliente.

3] Comprometerse y actuar para ganar la aprobación explícita del cliente.

OBJETIVO SITUACIONAL Adaptar su intervención a la situación del cliente

2 DÍAS

Precio a medida para grupos

14 horas

182

Ref. 8509

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

FORMACIÓN INTERNACIONAL Cursos de compras

12A

Las mejores prácticas de compras

Mejorar la eficiencia en la gestión de compras y proveedores Dirigido a Responsables de compras, de cartera, de proyecto y funciones involucradas en el proceso de compras.

Objetivos Dominar las etapas del proceso de compras.

Beneficiarse de las mejores prácticas y herramientas de compra.

Gestionar las relaciones con los distintos interlocutores.

Anticipar y gestionar los riesgos en la compra.

Hacer visible el valor añadido de la función y su componente estratégico.

Beneficios Acceder a un referente de buenas prácticas.

Anticipar y gestionar los riesgos inherentes al proyecto de compras.

Establecer relaciones fiables con los proveedores.

Dominar los costes.

Programa de la formación presencial 1 El proceso de la compra Valorar la importancia de la función de compras.

Dominar los ocho pasos de un proceso de compras.

Incorporar a los implicados y a los solicitantes.

Analizar y segmentar la familia de compras.

Las nueve rutas de análisis del proveedor.

Situar a los proveedores en el ámbito de la compra.

Evaluar el riesgo inherente del proveedor.

Evaluar los riesgos económicos y de entorno.

2 La identificación de la necesidad La importancia de las especificaciones.

Analizar las necesidades.

Evaluar el riesgo interno.

4 El análisis de los costes Comprender la estructura de costes y el TCO (Total Cost of Ownership).

Utilizar los inductores de coste para preparar la negociación.

3 El análisis del mercado de proveedores Estudio del mercado de proveedores.

Anticipar los cambios y la resistencia del mercado.

5 Elaborar una estrategia de compras Fortalezas, Debilidades, Oportunidades y Amenazas.

Elegir la estrategia adecuada para el segmento de compra.

La seis cuestiones clave de la estrategia.

6 El proceso de oferta y su análisis El proceso de oferta.

La matriz de análisis de ofertas.

7 La negociación Las seis fases de la negociación con éxito.

8 Dirigir la actuación del proveedor La definición y comunicaicón de los indicadores de rendimiento del proveedor.

La pizarra de compras.

La gestión del panel de proveedores.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

El proceso de compras en 8 etapas ANALIZAR:

8

1) Identificar la necesidad.

2) Analizar el mercado de proveedores.

GESTIÓN DEL PANEL

ACCIONES

7

Contratar

3) Analizar costes.

6

Negociar 5

Analizar ofertas

BENCHMARK

4

ESTRATEGIA

Puede complementar esta formación presencial con los siguientes módulos on-line: 1 Procesos de compras.

2 El análisis de la necesidad en un proyecto de compras.

3 El análisis del mercado de proveedores en un proyecto de compras.

4 El análisis de los costes en un proyecto de compras.

5 Estrategia de compras.

Medir el rendimiento

Elaborar una estrategia de compras

ANÁLISIS

4) Elaborar una estrategia de compras.

ACCIONES:

2

Analizar el mercado de proveedores

1

ESTRATEGIA

Formación Internacional- Global Learning

Formación on-line opcional

Identificar la necesidad

5) Analizar ofertas.

3

Analizar los costes 0

6) Negociar.

7) Contratar.

Estado de situación

8) Medir el rendimiento.

2 DÍAS

Precio a medida para grupos

14 horas

183

Ref. 8510

© Cegos 2016

|

|

Madrid 91

270 50 00

|

Barcelona 93

520 17 00

|

inscripciones@cegos.es

|

www.cegos.es

|

FORMACIÓN INTERNACIONAL 12A

Cursos de compras

La negociación con proveedores Incluso en las más difíciles Dirigido a Jefes de compras.

Miembros del equipo de compras.

Prerrequisitos: Compradores con una experiencia mínima de un año en negociación de compras en la empresa.

Objetivos Identificar y usar buenas prácticas de negociación de compra.

Tener éxito en las negociaciones de compra usando todos los recursos de las emociones.

Identificar los comportamientos adecuados y ponerlos en práctica.

Beneficios Alcanzar sus objetivos, en particular el margen, de manera permanente.

Abordar con mayor serenidad las negociaciones.

Sentirse cómodo frente a vendedores curtidos.

Resolver las dificultades que surgen en las entrevistas de negociación.

Analizar personalmente su rendimiento y progresar de manera visible.

Desarrollar su capacidad para afrontar cualquier escenario complicado y resolver las dificultades.

A destacar Formación disponible en 6 idiomas.

Programa idóneo para proyectos de formación internacional.

Formación Internacional- Global Learning

Formación on-line opcional Puede complementar esta formación presencial con los siguientes módulos on-line: 1 El impacto de las emociones en la negociación de compras.

2 Estructurar la argumentación.

3 Diagnóstico situacional de la negociación de compras.

4 Comprender al vendedor para neutralizar la negociación.

5 Conflictos en una situación de compras.

Programa de la formación presencial 3 Contexto-tipo 2: negociación - Evaluación de la dificultad de permanente las cláusulas.

Las preguntas y la - Argumentación. reformulación.

- Ejemplo de tabla completa.

- Objetivos de las preguntas.

- Diferentes tipos de preguntas. 5 Contexto-tipo 4: conflictivo La naturaleza de un conflicto.

- Técnicas de reformulación.

Definición del conflicto.

La escucha y la recolección de 5 fases en un conflicto. informaciones.

Tres reacciones posibles.

- Información referida al fondo.

Las rupturas en la negociación.

- Información referida a la - Nivel de dificultad de las forma.

2 Contexto-tipo 1: habitual cláusulas.

Las 4 herramientas para (situación de base) - Interrupción o postergación convencer.

La inteligencia situacional. de una negociación.

- Tipología de las herramientas.

- Diagnóstico emocional.

Dos herramientas para Orden de utilización de las 4 - Gestión de las emociones. desbloquear una situación. herramientas.

- Diagnóstico situacional.

- El D.E.S.C. Buenas prácticas.

- Aumento del poder.

- Los niveles lógicos del - Definición y ajuste de objetivos.

4 Contexto-tipo 3: bajo presión pensamiento.

- Elección de la estrategia de Las situaciones de presión. negociación.

6 Contexto-tipo 5: internacional Las espirales emocionales.

Modos de percepción de la Las principales diferencias - Espiral de éxito. realidad. culturales y su impacto en la Espiral del fracaso.

- Identificación de modos de negociación.

La gestión de las emociones. percepción del otro.

- Relación con el tiempo.

- Estrategias de éxito.

- Adaptación al modo de - Relación con el espacio.

- Preparación mental antes de percepción del otro.

- Estilo de comunicación. la negociación.

La construcción de argumentos.

- Control de la incertidumbre.

- Estabilización de las - ¿Qué es un argumento?

- Grado de individualismo. emociones en el transcurso - ¿Qué es una amenaza?

Cómo negociar en el ámbito de la negociación.

- Fuerza de un argumento o de internacional.

Los argumentos en la una amenaza.

- Metodología para abordar su negociación de compras.

- Búsqueda de intereses del negociación en condiciones - Objetivos de negociación. vendedor.

- La trampa de la justificación.

- Contrapartidas. óptimas.

1 Las situaciones en la negociación de compras La negociación de compras.

Fundamento.

Proceso.

Los 5 contextos-tipo.

Las 4 facetas de la negociación: - Inteligencia situacional.

- Gestión de emociones.

- Metodología.

- Comportamiento.

Las 4 claves de la negociación para tener control de todas las situaciones Una formación para la negociación desarrollada específicamente para el comprador

Tiene en cuenta la diferencia existente entre la negociación comercial y la negociación con proveedores.

> El objetivo del comprador es de

mejorar la oferta del vendedor con el fin de que se ajuste al máximo a sus intereses.

Es la razón de ser de la negociación de compras con proveedores.

> El objetivo de la parte vendedora es

cerrar la venta lo antes posible para evitar cualquier petición de revisión de la oferta que dañe sus intereses.

2 DÍAS

Precio a medida para grupos

184

14 horas

Ref. 8525

Todosabierta, los programas Sistema de Acciones Bonifi cadas] [ Formación in-company opueden a medida ]acogerse [ Formaciónalpresencial | blended | e-LearningFormativas ] [ Cegos en todo el mundo

© Cegos 2016

Managerial Intelligence - Level 1 Target audience

On-the-job benefits

■■

■■

Newly-appointed or first-time managers ■■ Managers with several years’ experience

Become more competent in your role by using proven guidelines, tools and processes ■■ Optimise your performance and accelerate your development ■■ Know how to act in every situation ■■ Get better results by efficiently analysing the stakes and issues in each situation ■■ Develop your social skills and build your emotional balance

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Focus on the added value of your management role Find out more about the sort of manager you are ■■ Understand how to focus individual and collective action ■■ Successfully solve management problems ■■ Develop social skills and maintain your emotional balance ■■ ■■

Benefits for the company

Coherent, consistent management that continually adapts to external and internal changes ■■ An additional lever to ensure that teams consistently deliver expected outcomes ■■ A management team with a consistent skills base ■■ Greater involvement and motivation in your people ■■

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Initial assessment

Cement knowledge and practice

e-learning

Classroom training

Two 30’ e-learning modules

Two-day classroom course

The management styles The different management styles.

The positive aspects of each management style.

Adapting management style to circumstances: contextual management.

Special features of this course The wheel of managerial intelligence: use all your managerial skills at once

Fostering and maintaining motivation

the right decision

2] Your techniques: use your skills 3] Your relationships: develop your social skills and flexibility

4] Your emotions: use your behavioural skills

Managerial intelligence...

>> Can be used today and throughout your management career >> Ensures that your managerial practice is always in keeping with your internal

1_ Developing managerial intelligence • The Cegos model of managerial intelligence 2_ Mastering management techniques • Developing effective behaviours • Focusing individual and collective action • Mobilising individual and collective energy 3_ Developing your situational skills • Understanding the system

Understanding how motivation works.

Using the right motivational levers.

Delegating and motivating.

1] Your context: understand it to make

Progress self-assessment

4_ Developing your relationship-building skills • Implementing a communication process with your team • Preparing for and leading a team meeting • Managing sensitive situations • Managing your relationship with your manager

Experience managerial intelligence first-hand in a case study

5_ Developing your emotional skills • Managing your emotions • Managing your stress

«I’ve just been appointed unit manager at TAFT.» TAFT is a small wireless-network solutions provider that is part of a Dutch-based group.

You were recently promoted to the head of an existing team.

Your new Sales Development unit is made up of three departments...

Practice exercises and role-plays help you: >> Understand and adapt to your context >> Set objectives >> Conduct a delegation interview and lead a team meeting >> Practice delivering positive and negative feedback

e-learning

Final assessment

Three 30’ e-learning modules The situational skills of the manager Basic concepts in systemic analysis.

Analysing a situation or conflict using a systemic

approach.

Handling all managerial situations effectively.

The relational skills of the manager Setting up the right communication and information tools.

Taking team needs into account for consistent

communication.

Preparing and conducting a team meeting.

Conducting an individual interview.

Managing sensitive situations.

The emotional skills of the manager Understanding how emotions work.

Identifying and managing your own feelings.

Managing emotionally-charged situations.

and external environment >> Motivates your teams, thanks to your authenticity and your team’s recognition >> Gives you balance and inner reassurance for coping with contradictions and change

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8502

Ref. 8502

Key points

Managerial Intelligence - Level 1 Target audience

On-the-job benefits

■■

■■

Newly-appointed or first-time managers ■■ Managers with several years’ experience

Become more competent in your role by using proven guidelines, tools and processes ■■ Optimise your performance and accelerate your development ■■ Know how to act in every situation ■■ Get better results by efficiently analysing the stakes and issues in each situation ■■ Develop your social skills and build your emotional balance

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Focus on the added value of your management role Find out more about the sort of manager you are ■■ Understand how to focus individual and collective action ■■ Successfully solve management problems ■■ Develop social skills and maintain your emotional balance ■■ ■■

Benefits for the company

Coherent, consistent management that continually adapts to external and internal changes ■■ An additional lever to ensure that teams consistently deliver expected outcomes ■■ A management team with a consistent skills base ■■ Greater involvement and motivation in your people ■■

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Initial assessment

Cement knowledge and practice

e-learning

Classroom training

Two 30’ e-learning modules

Two-day classroom course

The management styles The different management styles.

The positive aspects of each management style.

Adapting management style to circumstances: contextual management.

Special features of this course The wheel of managerial intelligence: use all your managerial skills at once

Fostering and maintaining motivation

the right decision

2] Your techniques: use your skills 3] Your relationships: develop your social skills and flexibility

4] Your emotions: use your behavioural skills

Managerial intelligence...

>> Can be used today and throughout your management career >> Ensures that your managerial practice is always in keeping with your internal

1_ Developing managerial intelligence • The Cegos model of managerial intelligence 2_ Mastering management techniques • Developing effective behaviours • Focusing individual and collective action • Mobilising individual and collective energy 3_ Developing your situational skills • Understanding the system

Understanding how motivation works.

Using the right motivational levers.

Delegating and motivating.

1] Your context: understand it to make

Progress self-assessment

4_ Developing your relationship-building skills • Implementing a communication process with your team • Preparing for and leading a team meeting • Managing sensitive situations • Managing your relationship with your manager

Experience managerial intelligence first-hand in a case study

5_ Developing your emotional skills • Managing your emotions • Managing your stress

«I’ve just been appointed unit manager at TAFT.» TAFT is a small wireless-network solutions provider that is part of a Dutch-based group.

You were recently promoted to the head of an existing team.

Your new Sales Development unit is made up of three departments...

Practice exercises and role-plays help you: >> Understand and adapt to your context >> Set objectives >> Conduct a delegation interview and lead a team meeting >> Practice delivering positive and negative feedback

e-learning

Final assessment

Three 30’ e-learning modules The situational skills of the manager Basic concepts in systemic analysis.

Analysing a situation or conflict using a systemic

approach.

Handling all managerial situations effectively.

The relational skills of the manager Setting up the right communication and information tools.

Taking team needs into account for consistent

communication.

Preparing and conducting a team meeting.

Conducting an individual interview.

Managing sensitive situations.

The emotional skills of the manager Understanding how emotions work.

Identifying and managing your own feelings.

Managing emotionally-charged situations.

and external environment >> Motivates your teams, thanks to your authenticity and your team’s recognition >> Gives you balance and inner reassurance for coping with contradictions and change

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8502

Ref. 8502

Key points

Managerial Intelligence - Level 2 Target audience

On-the-job benefits

■■

■■

Experienced managers

Excel in your role as manager, using operational guidelines, tools and methods ■■ Develop your team’s maturity ■■ Get better results by efficiently analysing the stakes and issues ■■ Take account of emotions in your management

Pre-requisites ■■

Good basic management skills or prior completion of ‘Managerial Intelligence - Level 1’

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

Achieve the expected outcomes, thanks to effective management practices ■■ Proactive change management ■■ Foster synergy between teams ■■ Strategically aligned managers and teams ■■

Become a more flexible manager ■■ Build team cohesion ■■ Review priorities during periods of change ■■ Improve your negotiation and communication skills ■■ Manage the emotional dimension of your team ■■

Initial assessment

e-learning

Classroom training

Three 30’ e-learning modules

Special features of this course

Three-day classroom course

2_ Guiding your team to consistently high levels of performance • Assertive management • Focusing individual and collective action • Becoming a manager-coach • Building team cohesion

Building win-win relationships with your team Definition of a win-win relationship.

Preparing your arguments.

3_ Developing your situational skills • A fresh approach to solving conflicts • System-friendly decision-making

Differentiating between position and interests.

Reaching a win-win agreement with your co-workers.

1] Your context: understand it and be proactive

2]

Your techniques: acquire new skills

3] Your relationships: make effective use of information and communication tools

4] Your emotions: use your behavioural skills

‘The tunnel exercise’ Develop cooperative behaviour: >> Define and implement winning strategies >> Conclude winning agreements

4_ Developing your impact and influence • Enhancing your persuasive powers when negotiating • Building your relationship network • Developing your communication skills

The manager / communicator Preparing your presentation.

Organising your message for more effect.

Adapting the impact of your presentations.

5_ Integrating the emotional dimension of management • Managing individual emotions • Managing collective emotions

Role-play: ‘Become a manager-coach’ Learn about and practise using the tools available to manager-coaches: >> Developing your team members’ individual and collective maturity >> Putting yourself in the shoes of a manager-coach >> A helpful compass and the different listening levels

Final assessment

Four 30’ e-learning modules Guiding team and individual actions Defining a project for your team.

Orientations and objectives for the project team members.

Managing conflicting priorities.

Becoming a manager / coach Becoming a manager / coach: benefits and issues.

What is a manager / coach?

Adopting the best practices of a manager / coach.

Coaching your team.

Effective decision-making Analysing before making a decision.

Anticipating the impact of your decisions.

Making and implementing decisions.

Encouraging co-worker decision-making.

Handling emotions within your team Reading emotional signals correctly.

Practising empathetic listening.

Responding adequately to co-workers’ emotions. dentifying and managing collective emotions.

‘The tangram network game’ Identify and expand your network: >> Why you need to network >> Make networking part of your routine

Managerial intelligence...

>> Can be used today and throughout your career in management >> Ensures that your managerial practice is always in keeping with your internal and

Experience managerial intelligence in real time with three highlights

e-learning

1_ Developing your managerial intelligence • The Cegos model of managerial intelligence

Behavioural flexibility of the manager Identifying effective and ineffective behaviour.

Overcoming inflexibility.

Managing ineffective behaviour

The wheel of managerial intelligence: use all your managerial skills at once

external environment

>> Motivates your teams, thanks to your authenticity and your team’s recognition

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

>> Gives you balance and inner reassurance for coping with contradictions and change.

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8503

Ref. 8503

Progress self-assessment

Managerial Intelligence - Level 2 Target audience

On-the-job benefits

■■

■■

Experienced managers

Excel in your role as manager, using operational guidelines, tools and methods ■■ Develop your team’s maturity ■■ Get better results by efficiently analysing the stakes and issues ■■ Take account of emotions in your management

Pre-requisites ■■

Good basic management skills or prior completion of ‘Managerial Intelligence - Level 1’

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

Achieve the expected outcomes, thanks to effective management practices ■■ Proactive change management ■■ Foster synergy between teams ■■ Strategically aligned managers and teams ■■

Become a more flexible manager ■■ Build team cohesion ■■ Review priorities during periods of change ■■ Improve your negotiation and communication skills ■■ Manage the emotional dimension of your team ■■

Initial assessment

e-learning

Classroom training

Three 30’ e-learning modules

Special features of this course

Three-day classroom course

2_ Guiding your team to consistently high levels of performance • Assertive management • Focusing individual and collective action • Becoming a manager-coach • Building team cohesion

Building win-win relationships with your team Definition of a win-win relationship.

Preparing your arguments.

3_ Developing your situational skills • A fresh approach to solving conflicts • System-friendly decision-making

Differentiating between position and interests.

Reaching a win-win agreement with your co-workers.

1] Your context: understand it and be proactive

2]

Your techniques: acquire new skills

3] Your relationships: make effective use of information and communication tools

4] Your emotions: use your behavioural skills

‘The tunnel exercise’ Develop cooperative behaviour: >> Define and implement winning strategies >> Conclude winning agreements

4_ Developing your impact and influence • Enhancing your persuasive powers when negotiating • Building your relationship network • Developing your communication skills

The manager / communicator Preparing your presentation.

Organising your message for more effect.

Adapting the impact of your presentations.

5_ Integrating the emotional dimension of management • Managing individual emotions • Managing collective emotions

Role-play: ‘Become a manager-coach’ Learn about and practise using the tools available to manager-coaches: >> Developing your team members’ individual and collective maturity >> Putting yourself in the shoes of a manager-coach >> A helpful compass and the different listening levels

Final assessment

Four 30’ e-learning modules Guiding team and individual actions Defining a project for your team.

Orientations and objectives for the project team members.

Managing conflicting priorities.

Becoming a manager / coach Becoming a manager / coach: benefits and issues.

What is a manager / coach?

Adopting the best practices of a manager / coach.

Coaching your team.

Effective decision-making Analysing before making a decision.

Anticipating the impact of your decisions.

Making and implementing decisions.

Encouraging co-worker decision-making.

Handling emotions within your team Reading emotional signals correctly.

Practising empathetic listening.

Responding adequately to co-workers’ emotions. dentifying and managing collective emotions.

‘The tangram network game’ Identify and expand your network: >> Why you need to network >> Make networking part of your routine

Managerial intelligence...

>> Can be used today and throughout your career in management >> Ensures that your managerial practice is always in keeping with your internal and

Experience managerial intelligence in real time with three highlights

e-learning

1_ Developing your managerial intelligence • The Cegos model of managerial intelligence

Behavioural flexibility of the manager Identifying effective and ineffective behaviour.

Overcoming inflexibility.

Managing ineffective behaviour

The wheel of managerial intelligence: use all your managerial skills at once

external environment

>> Motivates your teams, thanks to your authenticity and your team’s recognition

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

>> Gives you balance and inner reassurance for coping with contradictions and change.

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8503

Ref. 8503

Progress self-assessment

Cross-Functional Management Creating Powerful Work Teams

Target audience

On-the-job benefits

■■

■■

Managers in charge of cross-functional, functional or operational processes

Find the right position to fill your specific role as cross-functional manager Find the right bearings to play your role effectively and efficiently in a complex organisation ■■ Blend your role into other management modes ■■ Involve players in efforts to achieve shared objectives or further shared interests ■■ Improve interpersonal issues in functional relationships ■■

Pre-requisites ■■

Programme

There are no pre-requisites for this course

Objectives ■■

Position cross-functional missions more clearly to enhance management efficiency across the board ■■ Greater cross-functional mission efficiency ■■ Connect interfaces and use them more efficiently ■■ Better cooperation between hierarchical ties and cross-functional units ■■

expertise

ROles

Initial assessment

e-learning

Classroom training

Lobbying strategy of the cross-functional manager Drawing a map of relevant actors.

Assessing the resources you require for your transversal

2] The strategist: understanding

3] The leader: leveraging influence without statutory authority

4] The manager: coordinating crossfunctional efforts in matrix units

5] The communicator: creating

the conditions that enable cross-functional cooperation

Our angle: Hierarchical and project management methods do not work in cross-functional management situations Cross-functional management takes more than influence and communication techniques A cross-functional manager has to be an expert, strategist, leader, manager and communicator

1_ The strategist • Why companies use cross-functional missions • Positioning your role as cross-functional manager • Positioning yourself as cross-functional manager • Rolling out a strategy to approach stakeholders

and other forms of management.

Positioning the cross-functional manager in his own context.

Positioning yourself in your role as a cross-functional manager.

your role as expert in your field

where your role as cross-functional manager creates value and adjusting your strategy accordingly

Two-day classroom course

The difference between cross-functional management

1] The expert: understanding and filling

communication

role.

Developing your influence with a suitable action plan.

Role-play: the Southern case Case study: >> David Martin has just been appointed quality manager at Southern, a group based in the south of Europe. Southern’s corporate culture is topdown and staff have a habit of punctiliously following orders from senior management and HQ support functions >> Andersen, a Scandinavian company with a much more democratic and consensus-based management culture, has just bought out Southern >> David’s job scope has grown, he has started working with new units, using the methods he has always used, and he is having a lot of trouble ...

3_ The manager • Identifying the different coordination mechanisms at work in the organisation • Cross-functional management and coordination mechanisms • How to use the different coordination tools

Final assessment

Three 30’ e-learning modules Ensuring cross-functional coordination Understanding coordination mechanisms.

Knowing how to use the different coordination

mechanisms.

Managing the impact of coordination mechanisms

on stakeholders.

Effective cross-functional manager communication Introducing a relations system that encourages

cooperation.

Understanding the different frames of reference of other

people.

Adapting your communication to suit these frames

of reference.

Managing resistance caused by different frames

of reference.

Leadership of the cross-functional manager Using levers of influence as a cross-functional manager.

Exercising your leadership through persuasive

techniques.

Dealing with resistance from stakeholders.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8513

© Cegos 2011

2_ The leader • Exerting your influence over people who have different frames of reference • Leveraging influence without statutory authority

e-learning

4_ The communicator • Fostering cross-functional cooperation • Dealing with stakeholder resistance

‘Stepping into a cross-functional manager’s shoes’

Key points Ref. 8513

Progress self-assessment Cement knowledge and practice

Positioning the cross-functional manager

The keys to cross-functional management efficiency

stratEGY

Introduction and the first tools

Two 30’ e-learning modules

Special features of this course

management

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Benefits for the company

Understand and fill your role as expert in your field Position your role as cross-functional manager and fine-tune your strategy ■■ Develop your influence without hierarchical authority ■■ Coordinate functions ■■ Nurture a cooperative approach among stakeholders and their managers ■■

leadership

Knowledge self-assessment

Cross-Functional Management Creating Powerful Work Teams

Target audience

On-the-job benefits

■■

■■

Managers in charge of cross-functional, functional or operational processes

Find the right position to fill your specific role as cross-functional manager Find the right bearings to play your role effectively and efficiently in a complex organisation ■■ Blend your role into other management modes ■■ Involve players in efforts to achieve shared objectives or further shared interests ■■ Improve interpersonal issues in functional relationships ■■

Pre-requisites ■■

Programme

There are no pre-requisites for this course

Objectives ■■

Position cross-functional missions more clearly to enhance management efficiency across the board ■■ Greater cross-functional mission efficiency ■■ Connect interfaces and use them more efficiently ■■ Better cooperation between hierarchical ties and cross-functional units ■■

expertise

ROles

Initial assessment

e-learning

Classroom training

Lobbying strategy of the cross-functional manager Drawing a map of relevant actors.

Assessing the resources you require for your transversal

2] The strategist: understanding

3] The leader: leveraging influence without statutory authority

4] The manager: coordinating crossfunctional efforts in matrix units

5] The communicator: creating

the conditions that enable cross-functional cooperation

Our angle: Hierarchical and project management methods do not work in cross-functional management situations Cross-functional management takes more than influence and communication techniques A cross-functional manager has to be an expert, strategist, leader, manager and communicator

1_ The strategist • Why companies use cross-functional missions • Positioning your role as cross-functional manager • Positioning yourself as cross-functional manager • Rolling out a strategy to approach stakeholders

and other forms of management.

Positioning the cross-functional manager in his own context.

Positioning yourself in your role as a cross-functional manager.

your role as expert in your field

where your role as cross-functional manager creates value and adjusting your strategy accordingly

Two-day classroom course

The difference between cross-functional management

1] The expert: understanding and filling

communication

role.

Developing your influence with a suitable action plan.

Role-play: the Southern case Case study: >> David Martin has just been appointed quality manager at Southern, a group based in the south of Europe. Southern’s corporate culture is topdown and staff have a habit of punctiliously following orders from senior management and HQ support functions >> Andersen, a Scandinavian company with a much more democratic and consensus-based management culture, has just bought out Southern >> David’s job scope has grown, he has started working with new units, using the methods he has always used, and he is having a lot of trouble ...

3_ The manager • Identifying the different coordination mechanisms at work in the organisation • Cross-functional management and coordination mechanisms • How to use the different coordination tools

Final assessment

Three 30’ e-learning modules Ensuring cross-functional coordination Understanding coordination mechanisms.

Knowing how to use the different coordination

mechanisms.

Managing the impact of coordination mechanisms

on stakeholders.

Effective cross-functional manager communication Introducing a relations system that encourages

cooperation.

Understanding the different frames of reference of other

people.

Adapting your communication to suit these frames

of reference.

Managing resistance caused by different frames

of reference.

Leadership of the cross-functional manager Using levers of influence as a cross-functional manager.

Exercising your leadership through persuasive

techniques.

Dealing with resistance from stakeholders.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8513

© Cegos 2011

2_ The leader • Exerting your influence over people who have different frames of reference • Leveraging influence without statutory authority

e-learning

4_ The communicator • Fostering cross-functional cooperation • Dealing with stakeholder resistance

‘Stepping into a cross-functional manager’s shoes’

Key points Ref. 8513

Progress self-assessment Cement knowledge and practice

Positioning the cross-functional manager

The keys to cross-functional management efficiency

stratEGY

Introduction and the first tools

Two 30’ e-learning modules

Special features of this course

management

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Benefits for the company

Understand and fill your role as expert in your field Position your role as cross-functional manager and fine-tune your strategy ■■ Develop your influence without hierarchical authority ■■ Coordinate functions ■■ Nurture a cooperative approach among stakeholders and their managers ■■

leadership

Knowledge self-assessment

Leading and Managing Performance Reviews A Lever of Business Performance

Target audience

On-the-job benefits

■■

■■

Middle managers

A more productive team, with members who are more motivated and self-reliant ■■ Help your team members develop their skills and make progress ■■ Acquire operational tools that will make you more responsive and flexible, and help you fine-tune your organisation

Pre-requisites ■■

Programme

There are no pre-requisites for this course

Objectives

Identify the goals of the performance review and its role in the performance management process ■■ Conduct the annual performance review interview: master the basics and cope with difficult situations ■■ Align individual objectives with company objectives and values ■■ Build team motivation and commitment ■■

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

A more effective performance management and appraisal system: ■■ Individual objectives more closely aligned on company objectives ■■ More motivated staff ■■ Performance review reports: ■■ Provide full, objective data for analysis ■■ Can be used to build individual and team development plans ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Two-day classroom course

Preparing the annual performance review Preparing the annual performance review.

Special features of this course

Starting the interview in a way that encourages dialogue.

Conducting the review phase.

Setting objectives and concluding.

The annual performance review’s three performance accelerators

Dealing with annual reviews’ difficult situations Handling difficult situations resulting from organisation.

Four exercises to get you up and running

3 ACCEL ERA T

P erformance

ERFORMANCE OF P S OR annual performance review Mastering the basics

1] Aligned objectives 2] Skills development 3] Controlled managerial risks

Meeting the goals of the performance review >> Up-to-the-minute research* has redefined the managerial goals of annual performance reviews as follows: >> Steer team member activity and align individual contributions with the company’s strategic objectives >> Increase staff commitment and motivation by giving sense and meaning to their skills development >> Evaluate employees in a way that is fair and socially responsible * The programme is based on material published in the United States by John Shields, Towers Perrin and the Harvard Business

and staff member.

Handling a difficult individual.

3_ Aligning individual objectives with company objectives and values • Bringing consistency to the way you manage your business, your personal objectives and your team’s objectives • Defining a framework for your team’s objectives

‘FreeFly West’: case study of a fast-growing airline Case study, pairwork exercises and role-plays: >> Defining individual objectives, based on a simplified strategic plan >> Objectively evaluating measurable and non-measurable achievements >> Conducting an annual performance review interview

Final assessment

Three 30’ e-learning modules Evaluating and strategically aligning objectives Aligning each person’s objectives with the corporate

strategy.

Formulating SMART objectives.

Creating the right conditions to set objectives and dealing

with disagreement.

The tools to measure whether objectives have been met.

Developing and maintaining skills What does being ‘skilled’ mean?

Evaluating skills.

Creating individual and collective development plans.

The role of ethics and integrity in assessment Detecting the managerial risks associated with appraisal

and objective-based management.

Using relevant analysis tools and measurement indicators.

Relaying the social values of the company.

4_ Developing individual skills • Assessing your team’s skills capital • Planning your team’s needs and anticipating its resources • Facilitate the individual development of skills • Foster learning organisations • Individual and collective action plans 5_ Controlling the managerial risks associated with the assessment situation • The limits of management by objectives • How to identify risk situations and avoid them • Regulatory sources and responsibility of management • Retaining staff and maintaining commitment: new relationships with the company

How a responsible manager conducts a performance review interview The limits of management by objectives: >> Managing the risks of performance review interviews >> Retaining staff and maintaining their commitment >> How CSR ties in with your responsibility as manager

Key points

© Cegos 2011

e-learning

© Cegos 2011

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

|

| www.global-learning-cegos.com |

Ref. 8512

Ref. 8512

Review, and in France by Claude Levy-Leboyer, Gérard Reyre, Jean-Pascal Lapra and Yves Clot.

Handling interaction problems between the manager

Focus on performance Individual reflection, plus guidance from the consultant: >> Defining your business’ ‘performance framework’ so that you can align your team members’ individual objectives with your company’s strategy

Navigating your way through evaluation Training game on the keys to performance reviews: >> Showing consideration for your team member in the way you conduct the interview >> Handling difficult situations

1_ Linking performance reviews and performance management • Understanding the notion of performance • How the performance review interview contributes to performance management • How performance review relates to the other performance-management tools • The goals of the performance review interview • Corporate strategy and HR policy 2_ Conducting the annual performance review interview: mastering the basics • Creating the right conditions for a successful interview • Implementing the major stages of the review • Pinpointing your style and listening preference • Developing your flexibility • Training yourself to manage difficult situations

Establishing a good atmosphere for communication.

TR AI NI NG FO R DI FF ICU LT SP EC IA L SIT UATIO NS

Progress self-assessment

Leading and Managing Performance Reviews A Lever of Business Performance

Target audience

On-the-job benefits

■■

■■

Middle managers

A more productive team, with members who are more motivated and self-reliant ■■ Help your team members develop their skills and make progress ■■ Acquire operational tools that will make you more responsive and flexible, and help you fine-tune your organisation

Pre-requisites ■■

Programme

There are no pre-requisites for this course

Objectives

Identify the goals of the performance review and its role in the performance management process ■■ Conduct the annual performance review interview: master the basics and cope with difficult situations ■■ Align individual objectives with company objectives and values ■■ Build team motivation and commitment ■■

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

A more effective performance management and appraisal system: ■■ Individual objectives more closely aligned on company objectives ■■ More motivated staff ■■ Performance review reports: ■■ Provide full, objective data for analysis ■■ Can be used to build individual and team development plans ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Two-day classroom course

Preparing the annual performance review Preparing the annual performance review.

Special features of this course

Starting the interview in a way that encourages dialogue.

Conducting the review phase.

Setting objectives and concluding.

The annual performance review’s three performance accelerators

Dealing with annual reviews’ difficult situations Handling difficult situations resulting from organisation.

Four exercises to get you up and running

3 ACCEL ERA T

P erformance

ERFORMANCE OF P S OR annual performance review Mastering the basics

1] Aligned objectives 2] Skills development 3] Controlled managerial risks

Meeting the goals of the performance review >> Up-to-the-minute research* has redefined the managerial goals of annual performance reviews as follows: >> Steer team member activity and align individual contributions with the company’s strategic objectives >> Increase staff commitment and motivation by giving sense and meaning to their skills development >> Evaluate employees in a way that is fair and socially responsible * The programme is based on material published in the United States by John Shields, Towers Perrin and the Harvard Business

and staff member.

Handling a difficult individual.

3_ Aligning individual objectives with company objectives and values • Bringing consistency to the way you manage your business, your personal objectives and your team’s objectives • Defining a framework for your team’s objectives

‘FreeFly West’: case study of a fast-growing airline Case study, pairwork exercises and role-plays: >> Defining individual objectives, based on a simplified strategic plan >> Objectively evaluating measurable and non-measurable achievements >> Conducting an annual performance review interview

Final assessment

Three 30’ e-learning modules Evaluating and strategically aligning objectives Aligning each person’s objectives with the corporate

strategy.

Formulating SMART objectives.

Creating the right conditions to set objectives and dealing

with disagreement.

The tools to measure whether objectives have been met.

Developing and maintaining skills What does being ‘skilled’ mean?

Evaluating skills.

Creating individual and collective development plans.

The role of ethics and integrity in assessment Detecting the managerial risks associated with appraisal

and objective-based management.

Using relevant analysis tools and measurement indicators.

Relaying the social values of the company.

4_ Developing individual skills • Assessing your team’s skills capital • Planning your team’s needs and anticipating its resources • Facilitate the individual development of skills • Foster learning organisations • Individual and collective action plans 5_ Controlling the managerial risks associated with the assessment situation • The limits of management by objectives • How to identify risk situations and avoid them • Regulatory sources and responsibility of management • Retaining staff and maintaining commitment: new relationships with the company

How a responsible manager conducts a performance review interview The limits of management by objectives: >> Managing the risks of performance review interviews >> Retaining staff and maintaining their commitment >> How CSR ties in with your responsibility as manager

Key points

© Cegos 2011

e-learning

© Cegos 2011

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

|

| www.global-learning-cegos.com |

Ref. 8512

Ref. 8512

Review, and in France by Claude Levy-Leboyer, Gérard Reyre, Jean-Pascal Lapra and Yves Clot.

Handling interaction problems between the manager

Focus on performance Individual reflection, plus guidance from the consultant: >> Defining your business’ ‘performance framework’ so that you can align your team members’ individual objectives with your company’s strategy

Navigating your way through evaluation Training game on the keys to performance reviews: >> Showing consideration for your team member in the way you conduct the interview >> Handling difficult situations

1_ Linking performance reviews and performance management • Understanding the notion of performance • How the performance review interview contributes to performance management • How performance review relates to the other performance-management tools • The goals of the performance review interview • Corporate strategy and HR policy 2_ Conducting the annual performance review interview: mastering the basics • Creating the right conditions for a successful interview • Implementing the major stages of the review • Pinpointing your style and listening preference • Developing your flexibility • Training yourself to manage difficult situations

Establishing a good atmosphere for communication.

TR AI NI NG FO R DI FF ICU LT SP EC IA L SIT UATIO NS

Progress self-assessment

Leading Change Target audience

On-the-job benefits

■■

■■

Line and cross-functional managers

Confidence in your role as change leader ■■ Solutions rather than problems ■■ Increase your power of influence by building an effective network of allies ■■ Accelerate your professional development by becoming more adaptable and more agile

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Find out about your own profile as a change leader and identify your team members’ profiles ■■ Clarify the objectives behind the decision to change and explain them to your team ■■ Engage your team mem bers and nurture a proactive approach to change ■■ Build a productive network in a changing environment ■■ Succeed in your ‘first steps’ towards change ■■

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Greater strategic alignment More dedicated and motivated teams ■■ Teams that achieve objectives (productivity, deadlines, quality, etc) ■■ More proactive teams to deal with an ever-changing environment.

■■ ■■

Initial assessment

e-learning

Classroom training

One 30’ e-learning module

Two-day classroom course 1_ 1st talent: YOU embody change • The four change-leadership styles

Managing change: identifying your profile Defining a change leadership style.

The four main leadership styles.

Identifying your style.

Special features of this course

2_ 2nd talent: your clarity in choosing a strategy • Five principles for clear thinking • Leading change: improving what exists or starting afresh • Being resilient and preparing to change and create change • Objective-based strategy • Being clear about the advantages of not changing and the negative consequences of successful changes • The seven criteria for an achievable change objective

Your five talents for successful change

1] Your ability to embody change 2] Your clarity in choosing a strategy 3]

Your ability to create the future, i.e. anticipate and deal with people’s reactions, communicate and persuade

4] Your social capital, i.e. creating and using networks

5] Your first steps: roll out change for quick wins

Lead change in tense times such as today >> Incorporate the changes into your management: change is a constant! >> Move from a classic ‘revolt, mourning, acceptance’ pattern to an ‘opportunity, driver, action’

pattern >> Change happens fast, so move faster: change management calls for instant action and agile

Highlights: experience the five talents first-hand Explore your leadership style Peer coaching and self-assessment: >> Bridges the gap between understanding the different styles to applying them in your everyday management role.

3_ 3rd talent: your ability to create the future • Metaphors supporting change • The table of purposes

Making a clear-sighted, sound choice of strategy Work in sub-groups on participants’ own experiences: >> The problems that arise during change do not compromise your chances of achieving your objectives.

The metaphor game This game will help you learn how to convince people and spur them into action: >> Motivate and engage your team members or other project stakeholders Analysis and diagnosis Your network of allies: >> Make the network part of your change-management strategy Achieving change Peer coaching, and personal action plans discussed in sub-groups: >> Plan the next change and take the first steps now

responses

© Cegos 2011

Final assessment

Four 30’ e-learning modules Managing change: process and tools Change in terms of objectives.

Defining objectives and context.

Identifying the appropriate solutions for successful

change.

Change accelerators and constraints.

Anticipating consequences.

Creating a vision of the future Proactiveness in building the future.

Learning about desired states.

Fielding questions.

Adopting the table of purposes.

Using metaphors.

Managing change: strategic alliances

4_ 4th talent: your network of allies • Three principles for building a network of allies • What are networks for?

• Identifying allies in the team or project group • Network types • Which network to choose?

• What to expect in the change assimilation process

Building networks.

5_ 5th talent: your fist steps • Quick wins improve chances of success • Planning your progress: changes achievable within the timeframe

Thinking globally and acting with precision.

Using different networks.

Identifying key players to push for change.

Recognising and managing fears.

Conflict strategies during change.

Triggering the dynamics for change Assimilate the theory of commitment.

Focusing on details and the first steps for change.

Best practices and pitfalls.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

e-learning

|

| www.global-learning-cegos.com |

Ref. 8501

Ref. 8501

Progress self-assessment

Leading Change Target audience

On-the-job benefits

■■

■■

Line and cross-functional managers

Confidence in your role as change leader ■■ Solutions rather than problems ■■ Increase your power of influence by building an effective network of allies ■■ Accelerate your professional development by becoming more adaptable and more agile

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Find out about your own profile as a change leader and identify your team members’ profiles ■■ Clarify the objectives behind the decision to change and explain them to your team ■■ Engage your team mem bers and nurture a proactive approach to change ■■ Build a productive network in a changing environment ■■ Succeed in your ‘first steps’ towards change ■■

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Greater strategic alignment More dedicated and motivated teams ■■ Teams that achieve objectives (productivity, deadlines, quality, etc) ■■ More proactive teams to deal with an ever-changing environment.

■■ ■■

Initial assessment

e-learning

Classroom training

One 30’ e-learning module

Two-day classroom course 1_ 1st talent: YOU embody change • The four change-leadership styles

Managing change: identifying your profile Defining a change leadership style.

The four main leadership styles.

Identifying your style.

Special features of this course

2_ 2nd talent: your clarity in choosing a strategy • Five principles for clear thinking • Leading change: improving what exists or starting afresh • Being resilient and preparing to change and create change • Objective-based strategy • Being clear about the advantages of not changing and the negative consequences of successful changes • The seven criteria for an achievable change objective

Your five talents for successful change

1] Your ability to embody change 2] Your clarity in choosing a strategy 3]

Your ability to create the future, i.e. anticipate and deal with people’s reactions, communicate and persuade

4] Your social capital, i.e. creating and using networks

5] Your first steps: roll out change for quick wins

Lead change in tense times such as today >> Incorporate the changes into your management: change is a constant! >> Move from a classic ‘revolt, mourning, acceptance’ pattern to an ‘opportunity, driver, action’

pattern >> Change happens fast, so move faster: change management calls for instant action and agile

Highlights: experience the five talents first-hand Explore your leadership style Peer coaching and self-assessment: >> Bridges the gap between understanding the different styles to applying them in your everyday management role.

3_ 3rd talent: your ability to create the future • Metaphors supporting change • The table of purposes

Making a clear-sighted, sound choice of strategy Work in sub-groups on participants’ own experiences: >> The problems that arise during change do not compromise your chances of achieving your objectives.

The metaphor game This game will help you learn how to convince people and spur them into action: >> Motivate and engage your team members or other project stakeholders Analysis and diagnosis Your network of allies: >> Make the network part of your change-management strategy Achieving change Peer coaching, and personal action plans discussed in sub-groups: >> Plan the next change and take the first steps now

responses

© Cegos 2011

Final assessment

Four 30’ e-learning modules Managing change: process and tools Change in terms of objectives.

Defining objectives and context.

Identifying the appropriate solutions for successful

change.

Change accelerators and constraints.

Anticipating consequences.

Creating a vision of the future Proactiveness in building the future.

Learning about desired states.

Fielding questions.

Adopting the table of purposes.

Using metaphors.

Managing change: strategic alliances

4_ 4th talent: your network of allies • Three principles for building a network of allies • What are networks for?

• Identifying allies in the team or project group • Network types • Which network to choose?

• What to expect in the change assimilation process

Building networks.

5_ 5th talent: your fist steps • Quick wins improve chances of success • Planning your progress: changes achievable within the timeframe

Thinking globally and acting with precision.

Using different networks.

Identifying key players to push for change.

Recognising and managing fears.

Conflict strategies during change.

Triggering the dynamics for change Assimilate the theory of commitment.

Focusing on details and the first steps for change.

Best practices and pitfalls.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

e-learning

|

| www.global-learning-cegos.com |

Ref. 8501

Ref. 8501

Progress self-assessment

Effective Project Team Work Target audience

On-the-job benefits

■■

■■

Newly-appointed or occasional project managers ■■ Project team members ■■ Project team managers

Pre-requisites ■■

There are no pre-requisites for this course

Identify your role and your added value ■■ Interact effectively in a project team ■■ Produce and fine-tune the project’s roadmap in terms of performance, costs, deadlines and risks ■■ Keep the project on course as it unfolds

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Increase productivity and obtain the desired results Achieve objectives faster and cut production lead times and production costs ■■ Optimise organisation by using cross-functional/project-mode management ■■ Ensure buy-in from project teams ■■ ■■

Learn the basics of project management Integrate every aspect of project management: performance, costs, deadlines and risks ■■ Work effectively in a project team ■■ Steer the project to successful completion ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

PMI certification

Each e-learning module in this course gives you 1 PDU towards maintaining your PMP® or PgMP® certification

Two-day classroom course 1_ The fundamentals of project management • Concepts • The project life cycle • Roles and responsibilities in project management

Project management essentials Project contribution to your company.

Anticipating and organising the project progressively.

Identifying the key players.

Special features of this course

Steering the project.

Assuming your role as project manager.

The four cardinal points of project management

The project framework Preparing for the project.

The project charter.

1] Direction: define the direction and the end result 2] Time: set and maintain the pace 3] Team: pass on values and motivate 4] Process: set bearings to stay on course and on time

Strengths and limitations of the task flow chart.

Change requests.

Your guide to project management best practices*: >> Milestones ratchet the project through to completion >> The task flow chart is the project’s backbone >> Scheduling leeway gives the project team room to manoeuvre >> Realistic cost estimates avoid unpleasant surprises >> Failure to identify project risks jeopardises the project

Project planning Working to deadline.

Designing your team’s task flowchart.

3_ Time management • Constructing a schedule • Optimising planning

Key concepts of project budgets.

Building the GANTT chart.

Building stakeholder commitment to the project schedule

Drawing up a project budget Estimating the project budget.

Planning the budget over time.

Managing the project budget effectively.

Anticipating project risks The nature of risks and the process of risk

management.

Identifying and assessing risks.

Responding to risks.

Supervising the project’s exposure to risks.

7_ Steering the project • Project overview • Managing progress • Project close

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8505

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

Three 30’ e-learning modules

6_ Working in a project team • The personal effectiveness of project team members • The collective effectiveness of project team members • Project meetings

‘Expedition to the South Pole’: Manage a realistic project presented in the form of a case study, which underpins the entire classroom training: >> Find sponsors to help fund the operation >> Carry out scientific measurements and analyses >> Keep a logbook for the sponsors >> Organise transport to the Pole for the team of scientists >> Organise transport for their special equipment >> Arrange for the explorers to have some physical training beforehand

>> Review your course of action to be sure of attaining your targets *This programme is based on internationally-recognised project-management reference documents: PMI, IPMA, ISO10006, ICEC

Final assessment

Calculating dates and identifying the critical path.

5_ Risk management • Project risk management • Identifying and assessing risks • Responding to risks • Monitoring and controlling risks

>> Trust within the project team moves mountains

e-learning

2_ Project content and performance management • The project charter • The task flow chart • Managing change requests • Project evaluation

4_ Cost management • What is an estimate?

• The estimating process • The project budget and budgeting

A memorable, first-hand experience of team work

Ref. 8505

Progress self-assessment

Benefits for the company

Objectives

■■

Programme

Effective Project Team Work Target audience

On-the-job benefits

■■

■■

Newly-appointed or occasional project managers ■■ Project team members ■■ Project team managers

Pre-requisites ■■

There are no pre-requisites for this course

Identify your role and your added value ■■ Interact effectively in a project team ■■ Produce and fine-tune the project’s roadmap in terms of performance, costs, deadlines and risks ■■ Keep the project on course as it unfolds

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Increase productivity and obtain the desired results Achieve objectives faster and cut production lead times and production costs ■■ Optimise organisation by using cross-functional/project-mode management ■■ Ensure buy-in from project teams ■■ ■■

Learn the basics of project management Integrate every aspect of project management: performance, costs, deadlines and risks ■■ Work effectively in a project team ■■ Steer the project to successful completion ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

PMI certification

Each e-learning module in this course gives you 1 PDU towards maintaining your PMP® or PgMP® certification

Two-day classroom course 1_ The fundamentals of project management • Concepts • The project life cycle • Roles and responsibilities in project management

Project management essentials Project contribution to your company.

Anticipating and organising the project progressively.

Identifying the key players.

Special features of this course

Steering the project.

Assuming your role as project manager.

The four cardinal points of project management

The project framework Preparing for the project.

The project charter.

1] Direction: define the direction and the end result 2] Time: set and maintain the pace 3] Team: pass on values and motivate 4] Process: set bearings to stay on course and on time

Strengths and limitations of the task flow chart.

Change requests.

Your guide to project management best practices*: >> Milestones ratchet the project through to completion >> The task flow chart is the project’s backbone >> Scheduling leeway gives the project team room to manoeuvre >> Realistic cost estimates avoid unpleasant surprises >> Failure to identify project risks jeopardises the project

Project planning Working to deadline.

Designing your team’s task flowchart.

3_ Time management • Constructing a schedule • Optimising planning

Key concepts of project budgets.

Building the GANTT chart.

Building stakeholder commitment to the project schedule

Drawing up a project budget Estimating the project budget.

Planning the budget over time.

Managing the project budget effectively.

Anticipating project risks The nature of risks and the process of risk

management.

Identifying and assessing risks.

Responding to risks.

Supervising the project’s exposure to risks.

7_ Steering the project • Project overview • Managing progress • Project close

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8505

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

Three 30’ e-learning modules

6_ Working in a project team • The personal effectiveness of project team members • The collective effectiveness of project team members • Project meetings

‘Expedition to the South Pole’: Manage a realistic project presented in the form of a case study, which underpins the entire classroom training: >> Find sponsors to help fund the operation >> Carry out scientific measurements and analyses >> Keep a logbook for the sponsors >> Organise transport to the Pole for the team of scientists >> Organise transport for their special equipment >> Arrange for the explorers to have some physical training beforehand

>> Review your course of action to be sure of attaining your targets *This programme is based on internationally-recognised project-management reference documents: PMI, IPMA, ISO10006, ICEC

Final assessment

Calculating dates and identifying the critical path.

5_ Risk management • Project risk management • Identifying and assessing risks • Responding to risks • Monitoring and controlling risks

>> Trust within the project team moves mountains

e-learning

2_ Project content and performance management • The project charter • The task flow chart • Managing change requests • Project evaluation

4_ Cost management • What is an estimate?

• The estimating process • The project budget and budgeting

A memorable, first-hand experience of team work

Ref. 8505

Progress self-assessment

Benefits for the company

Objectives

■■

Programme

Advanced Project Management

Risk Analysis and Contingency Planning in a Changing Environment

Target audience

On-the-job benefits

■■

■■

■■

Experienced project managers and project directors.

Operations directors in charge of projects or managing project managers

Pre-requisites ■■

Good basic project management skills or prior completion of ‘Effective Project Team Work’

Knowledge self-assessment

Awareness of how your attitude can shape project success Bolder decisions, based on keener awareness of risks and opportunities ■■ Project success, even in the most complex situations ■■ Outstanding day-to-day project management

Projects delivered on time, on budget and to the specified performance standards, and optimised solutions ■■ Greater ability to seize opportunities that maximise the project’s added value ■■ Lower risks for the company through project risk-management ■■ Teams pulling together in the same direction to achieve their objective ■■

Develop your vision as a project manager.

Anticipate and be proactive.

■■ Respond to events and tap opportunities.

■■ Win over project stakeholders.

■■ ■■

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Initial assessment

e-learning

Classroom training

One 30’ e-learning module

Two-day classroom course 1_ The project manager’s vision • Looking at the project from the customer’s viewpoint • Listening actively to all of your customers • Tuning in to the market and staying a step ahead in customer relations • Conducting regular, formal reviews of the expected end result • Steering the project to achieve the expected outcome

Identifying customer expectations for project success Identifying the key factors for success when structuring

needs.

Preparing and implementing the ‘needs definition’ process.

Collecting and analysing needs.

Challenging and prioritising needs.

Contractualising and sharing needs.

Special features of this course

2_ The project manager’s anticipation and proactiveness • Picking up weak signals on the project • Gain assurance in uncertain or unfamiliar environments • Defining provisions for the project • Calculating the project’s earned value and performance indicators so you can identify slippage fast • Reviewing decisions in the light of exposure to risks and opportunities

The four key approaches of a project manager 1] Vision: identifying and meeting customer needs on si

g in ive t

NGING LO

The keys to project management >> Aim to satisfy the customer’s need as best possible rather than simply meeting

the specifications >> Compensate when things go wrong on the stakeholder’s side because of unknown, uncertain or inaccurate information >> Consider the decision in the light of the risks >> Give all of the stakeholders an opportunity to announce both good and bad news >> Empower project-team members to seize all the opportunities that arise >> Harness energy and spur into action

Learn by doing, using three different approaches The project manager: Through a variety of micro-situations, become aware of your impact on others and feel the effects of the new approaches or attitudes suggested.

Final assessment

Four 30’ e-learning modules Using earned value to optimise costs and deadlines Understanding the steps you need to take to measure

the health of a project.

Checking the physical progress of the work.

Calculating the earned value of each task within

the project.

Calculating the cost variance and schedule variance

for each task and for the project.

Identifying the tasks that require an action plan.

Assessing and minimising project risks Structuring the decision-making process into key stages.

Analysing threats and opportunities to decide more

effectively.

Searching for alternatives that carry fewer threats

to your project.

Informing decision-makers of risk safeguarding

scenarios.

Make use of opportunities within the project team Uncovering relevant opportunities.

Encouraging project participants to express all their ideas.

Identifying your contribution to openness and expression

within the project team.

Valuing the initiatives of project participants.

Monitoring and minimising risks Identifying the impacts associated with the appearance

of a confirmed risk.

Adapting your management style to the appearance

of a risk.

Mobilising the team around the emergency plan.

Gaining approval for and implementing the emergency

The project manager and the project team: Try out different project group dynamics and gauge the effect on how productively the team works and how good the results are.

plan.

Transforming risks into an opportunity for the project.

The project manager and risk: Assess yourself in a high-risk situation.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

e-learning

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8526

Ref. 8526

4_ Winning over project stakeholders • Sizing up situations: the different viewpoints possible • Striking the right balance between stakeholder interests • Harnessing energy and spurring into action • Leading the team through uncertainty: maintaining the project focus • Defining ground rules based on shared values

ck ui t gq in reac Be to

TEAM

3_ Responsiveness in the project • Seizing opportunities as they arise • Analysing impacts and opportunities • Launching risk response plans • Accepting reviews and relinquishing certainty

TIME

adventure

BE

2] Proactiveness: dealing with uncertainty so you can make decisions and take action 3] Responsiveness: dealing with risk and seizing opportunity 4] Winning people over: striking a balance between project stakeholders

Vi

Be

proac

PROCESS

COURSE

Progress self-assessment

■■

Benefits for the company

Objectives

Programme

Advanced Project Management

Risk Analysis and Contingency Planning in a Changing Environment

Target audience

On-the-job benefits

■■

■■

■■

Experienced project managers and project directors.

Operations directors in charge of projects or managing project managers

Pre-requisites ■■

Good basic project management skills or prior completion of ‘Effective Project Team Work’

Knowledge self-assessment

Awareness of how your attitude can shape project success Bolder decisions, based on keener awareness of risks and opportunities ■■ Project success, even in the most complex situations ■■ Outstanding day-to-day project management

Projects delivered on time, on budget and to the specified performance standards, and optimised solutions ■■ Greater ability to seize opportunities that maximise the project’s added value ■■ Lower risks for the company through project risk-management ■■ Teams pulling together in the same direction to achieve their objective ■■

Develop your vision as a project manager.

Anticipate and be proactive.

■■ Respond to events and tap opportunities.

■■ Win over project stakeholders.

■■ ■■

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Initial assessment

e-learning

Classroom training

One 30’ e-learning module

Two-day classroom course 1_ The project manager’s vision • Looking at the project from the customer’s viewpoint • Listening actively to all of your customers • Tuning in to the market and staying a step ahead in customer relations • Conducting regular, formal reviews of the expected end result • Steering the project to achieve the expected outcome

Identifying customer expectations for project success Identifying the key factors for success when structuring

needs.

Preparing and implementing the ‘needs definition’ process.

Collecting and analysing needs.

Challenging and prioritising needs.

Contractualising and sharing needs.

Special features of this course

2_ The project manager’s anticipation and proactiveness • Picking up weak signals on the project • Gain assurance in uncertain or unfamiliar environments • Defining provisions for the project • Calculating the project’s earned value and performance indicators so you can identify slippage fast • Reviewing decisions in the light of exposure to risks and opportunities

The four key approaches of a project manager 1] Vision: identifying and meeting customer needs on si

g in ive t

NGING LO

The keys to project management >> Aim to satisfy the customer’s need as best possible rather than simply meeting

the specifications >> Compensate when things go wrong on the stakeholder’s side because of unknown, uncertain or inaccurate information >> Consider the decision in the light of the risks >> Give all of the stakeholders an opportunity to announce both good and bad news >> Empower project-team members to seize all the opportunities that arise >> Harness energy and spur into action

Learn by doing, using three different approaches The project manager: Through a variety of micro-situations, become aware of your impact on others and feel the effects of the new approaches or attitudes suggested.

Final assessment

Four 30’ e-learning modules Using earned value to optimise costs and deadlines Understanding the steps you need to take to measure

the health of a project.

Checking the physical progress of the work.

Calculating the earned value of each task within

the project.

Calculating the cost variance and schedule variance

for each task and for the project.

Identifying the tasks that require an action plan.

Assessing and minimising project risks Structuring the decision-making process into key stages.

Analysing threats and opportunities to decide more

effectively.

Searching for alternatives that carry fewer threats

to your project.

Informing decision-makers of risk safeguarding

scenarios.

Make use of opportunities within the project team Uncovering relevant opportunities.

Encouraging project participants to express all their ideas.

Identifying your contribution to openness and expression

within the project team.

Valuing the initiatives of project participants.

Monitoring and minimising risks Identifying the impacts associated with the appearance

of a confirmed risk.

Adapting your management style to the appearance

of a risk.

Mobilising the team around the emergency plan.

Gaining approval for and implementing the emergency

The project manager and the project team: Try out different project group dynamics and gauge the effect on how productively the team works and how good the results are.

plan.

Transforming risks into an opportunity for the project.

The project manager and risk: Assess yourself in a high-risk situation.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

e-learning

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8526

Ref. 8526

4_ Winning over project stakeholders • Sizing up situations: the different viewpoints possible • Striking the right balance between stakeholder interests • Harnessing energy and spurring into action • Leading the team through uncertainty: maintaining the project focus • Defining ground rules based on shared values

ck ui t gq in reac Be to

TEAM

3_ Responsiveness in the project • Seizing opportunities as they arise • Analysing impacts and opportunities • Launching risk response plans • Accepting reviews and relinquishing certainty

TIME

adventure

BE

2] Proactiveness: dealing with uncertainty so you can make decisions and take action 3] Responsiveness: dealing with risk and seizing opportunity 4] Winning people over: striking a balance between project stakeholders

Vi

Be

proac

PROCESS

COURSE

Progress self-assessment

■■

Benefits for the company

Objectives

Programme

Interpersonal Excellence Target audience

On-the-job benefits

■■

■■

Functional managers ■■ Project managers ■■ Executives

Pre-requisites ■■

Programme

Influence and motivate others without relying on the authority of your position ■■ Enhance your cross-functional relationships ■■ Become a more effective leader ■■ Gain personal satisfaction from more productive professional relationships ■■ Enhance your relationship capital

There are no pre-requisites for this course

Objectives

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Build the right relationship networks to further your professional aims.

■■ Build effective relationships.

■■ Influence your colleagues positively and effectively.

■■ Cooperate rather than confront.

■■

Promote cross-functional cooperation that builds company spirit Encourage your managers to network and develop real collective intelligence ■■ Motivate your teams through quality relationships at work ■■ Unleash initiative to ensure successful cooperation ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Three-day classroom course 1_ The three pillars of interpersonal excellence • Influence, a lever for excellence • Building your network strategy • Engaging your personal qualities • Developing effective relationships

The three pillars of interpersonal excellence The three pillars of interpersonal excellence.

Building your network strategy.

Engaging your personal qualities.

Developing effective relationships.

Special features of this course

2_ Clarifying your interpersonal influence strategy • Creating your network map • Specifying your level of influence • Defining precise objectives

Developing an interpersonal communication strategy Creating your network map.

Adapting your level of influence.

3_ Knowing yourself better to communicate better • Being aware of your strengths and development areas • Minimising the impact of your weaknesses • Engaging your value system • Inspiring confidence among your colleagues

Defining precise objectives.

1] Build your network strategy 2] Develop your personal qualities 3] Build effective relationships

4_ Maintaining ongoing, open dialogue • Tuning your non-verbal communication • Speaking clearly to be understood

Three memorable exercises for a firsthand experience of relationships and networks

The secrets of self-confidence and cooperation

>> Relationship networks and the interpersonal strategy you deploy in them >> Personal features associated with who you are >> Tools for building interpersonal relationships with a view to cooperation

e-learning

Final assessment

Three 30’ e-learning modules Knowing yourself better to communicate better The four main attitudes in interpersonal

relationships.

Limiting your ineffective actions.

Engaging your values system.

Inspiring confidence among your colleagues.

Three routes to good communication Tuning your non-verbal communication.

Communicating openly.

The five levels of listening.

3 essential levers for building a winning cooperation Winning through cooperation.

Identifying your cooperation margin with each individual.

Main obstacles to cooperation.

5_ Winning through cooperation • Developing balanced relationships • Building a winning cooperation strategy • Managing adversity and confrontation

Chinese chopsticks Keeping the lines of communication open >> Communicating with others through your body and feelings.

Tug of war Establishing balanced relationships >> What science can tell us about cooperation and the principle of reciprocity.

The 3rd option Building a winning cooperative strategy >> Weighing up interests and looking for alternatives: plan B.

© Cegos 2011

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8500

Ref. 8500

Progress self-assessment

Interpersonal Excellence Target audience

On-the-job benefits

■■

■■

Functional managers ■■ Project managers ■■ Executives

Pre-requisites ■■

Programme

Influence and motivate others without relying on the authority of your position ■■ Enhance your cross-functional relationships ■■ Become a more effective leader ■■ Gain personal satisfaction from more productive professional relationships ■■ Enhance your relationship capital

There are no pre-requisites for this course

Objectives

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Build the right relationship networks to further your professional aims.

■■ Build effective relationships.

■■ Influence your colleagues positively and effectively.

■■ Cooperate rather than confront.

■■

Promote cross-functional cooperation that builds company spirit Encourage your managers to network and develop real collective intelligence ■■ Motivate your teams through quality relationships at work ■■ Unleash initiative to ensure successful cooperation ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Three-day classroom course 1_ The three pillars of interpersonal excellence • Influence, a lever for excellence • Building your network strategy • Engaging your personal qualities • Developing effective relationships

The three pillars of interpersonal excellence The three pillars of interpersonal excellence.

Building your network strategy.

Engaging your personal qualities.

Developing effective relationships.

Special features of this course

2_ Clarifying your interpersonal influence strategy • Creating your network map • Specifying your level of influence • Defining precise objectives

Developing an interpersonal communication strategy Creating your network map.

Adapting your level of influence.

3_ Knowing yourself better to communicate better • Being aware of your strengths and development areas • Minimising the impact of your weaknesses • Engaging your value system • Inspiring confidence among your colleagues

Defining precise objectives.

1] Build your network strategy 2] Develop your personal qualities 3] Build effective relationships

4_ Maintaining ongoing, open dialogue • Tuning your non-verbal communication • Speaking clearly to be understood

Three memorable exercises for a firsthand experience of relationships and networks

The secrets of self-confidence and cooperation

>> Relationship networks and the interpersonal strategy you deploy in them >> Personal features associated with who you are >> Tools for building interpersonal relationships with a view to cooperation

e-learning

Final assessment

Three 30’ e-learning modules Knowing yourself better to communicate better The four main attitudes in interpersonal

relationships.

Limiting your ineffective actions.

Engaging your values system.

Inspiring confidence among your colleagues.

Three routes to good communication Tuning your non-verbal communication.

Communicating openly.

The five levels of listening.

3 essential levers for building a winning cooperation Winning through cooperation.

Identifying your cooperation margin with each individual.

Main obstacles to cooperation.

5_ Winning through cooperation • Developing balanced relationships • Building a winning cooperation strategy • Managing adversity and confrontation

Chinese chopsticks Keeping the lines of communication open >> Communicating with others through your body and feelings.

Tug of war Establishing balanced relationships >> What science can tell us about cooperation and the principle of reciprocity.

The 3rd option Building a winning cooperative strategy >> Weighing up interests and looking for alternatives: plan B.

© Cegos 2011

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8500

Ref. 8500

Progress self-assessment

Managing Emotions within Tough Situations Dealing with Conflict as a Professional

Target audience

On-the-job benefits

■■

■■

Executives and middle managers

Richer interpersonal communication ■■ Become more poised, responsive and rapid in periods of change ■■ Understand others better and communicate more effectively ■■ Pinpoint the positive aspects in yourself and those around you ■■ Avoid stress

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Enrich your relationships with stimulating, pleasant emotions ■■ Come to grips with unpleasant emotions, both yours and other people’s ■■ Nurture your emotional balance ■■ Handle tension and conflict more effectively ■■

I ncrease individual and collective motivation thanks to a more varied and stimulating professional environment ■■ Improve collective ability to resolve difficult situations constructively: ■■ Streamlined interfaces ■■ Faster problem resolution ■■ Optimised decision-making processes ■■ Smoother work in project mode ■■ Increased productivity and performance ■■

Special features of this course

Initial assessment

e-learning

Classroom training

Three 30’ e-learning modules

Two-day classroom course

1_ Take a new look at emotions • Understand the connections between emotions, stress, conflict and self-confidence Identify how your emotions work.

• Learn about the brain’s role Develop your perception of emotions.

Use emotions to improve your relationship with others and • Identify emotions resolve conflict.

• Recognise the role of emotions 2_ Develop your emotional balance • Develop your emotional awareness • Experience emotions • Handle incoherent emotional reactions • Develop self-confidence

to th

es

er

la ti

ec

pr

s

re

sp

Ex

Develop your perception of emotions.

Experience the virtuous triangle with three memorable exercises

Use emotions to improve your relationship with others.

Resolve simple conflicts.

Kn

ns

ns

io

ts

io

ns

lic

ot

te

nf

em

ow

Manage your own emotional reactions.

Deal with the reactions of others.

Control yourself

Develop your emotional balance

Emotional journey Creative exercise: >> Getting back in touch with your emotions >> Opening up and listening

Two 30’ e-learning modules Understanding and expressing your anger positively

Managing your emotions and conflicts:

Developing trusting relationships

>> Nurture your emotional balance

>> Express your feelings and emotions

>> Dare to trust others

>> Respect others

>> Learn to prevent conflicts

>> Think positively

Developing your emotional balance:

More effectively managing conflicts

>> Understand your emotions

>> Anticipate and control tense situations in relationships

>> Build your self-confidence

>> Control and express your emotions

>> Take the time to experience emotions

>> Learn to come to grips with and resolve disagreements

Identify hidden messages.

Express your anger appropriately.

Managing anger in others.

Controlling your emotions Understand why self-control is vital.

Use practical tools for self-control effectively.

Measure the importance of positive thinking.

Create your own action plan.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8520

© Cegos 2011

Identify the first signs of anger.

5_ Develop your self-control • Learn self-control techniques • Manage your anger

The neighbour on my right is a great person!

Real-time role-play: >> Expressing recognition >> Hearing and understanding other people’s emotions

Practical advice about...

Final assessment

4_ Resolve conflicts • Learn conflict-resolution methods • Learn to cope • Establish attitudes and behaviours that avert conflict

co

r

te pa

h to ow t h to i n fa gs ce u

ci

ge

ti

ou

Mobius strips This exercise is a topological analogy: >> Building rich relationships that can weather conflict

na

An

p

Identify your emotions and emotional reactions.

Ma

ey

Ha

3_ Use emotions in relationships of trust • Understand the benefits of trust • Think positively • Respect other people and their emotions • Express and share the emotions you feel

Understanding emotional dysfunction

Think positively

Li v

ve in co yo n f ur id se enc lf e

Identify how your emotions work.

Re

D on e v s h e lo ip p s so s ft em en ru ot t i m st io en ns ts an d

Developing your emotional conscience

Ref. 8520

e-learning

Impact of emotions in the workplace

The virtuous triangle of emotional management: Balance – Confidence – Performance

Understand emotions

Progress self-assessment

Managing Emotions within Tough Situations Dealing with Conflict as a Professional

Target audience

On-the-job benefits

■■

■■

Executives and middle managers

Richer interpersonal communication ■■ Become more poised, responsive and rapid in periods of change ■■ Understand others better and communicate more effectively ■■ Pinpoint the positive aspects in yourself and those around you ■■ Avoid stress

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Enrich your relationships with stimulating, pleasant emotions ■■ Come to grips with unpleasant emotions, both yours and other people’s ■■ Nurture your emotional balance ■■ Handle tension and conflict more effectively ■■

I ncrease individual and collective motivation thanks to a more varied and stimulating professional environment ■■ Improve collective ability to resolve difficult situations constructively: ■■ Streamlined interfaces ■■ Faster problem resolution ■■ Optimised decision-making processes ■■ Smoother work in project mode ■■ Increased productivity and performance ■■

Special features of this course

Initial assessment

e-learning

Classroom training

Three 30’ e-learning modules

Two-day classroom course

1_ Take a new look at emotions • Understand the connections between emotions, stress, conflict and self-confidence Identify how your emotions work.

• Learn about the brain’s role Develop your perception of emotions.

Use emotions to improve your relationship with others and • Identify emotions resolve conflict.

• Recognise the role of emotions 2_ Develop your emotional balance • Develop your emotional awareness • Experience emotions • Handle incoherent emotional reactions • Develop self-confidence

to th

es

er

la ti

ec

pr

s

re

sp

Ex

Develop your perception of emotions.

Experience the virtuous triangle with three memorable exercises

Use emotions to improve your relationship with others.

Resolve simple conflicts.

Kn

ns

ns

io

ts

io

ns

lic

ot

te

nf

em

ow

Manage your own emotional reactions.

Deal with the reactions of others.

Control yourself

Develop your emotional balance

Emotional journey Creative exercise: >> Getting back in touch with your emotions >> Opening up and listening

Two 30’ e-learning modules Understanding and expressing your anger positively

Managing your emotions and conflicts:

Developing trusting relationships

>> Nurture your emotional balance

>> Express your feelings and emotions

>> Dare to trust others

>> Respect others

>> Learn to prevent conflicts

>> Think positively

Developing your emotional balance:

More effectively managing conflicts

>> Understand your emotions

>> Anticipate and control tense situations in relationships

>> Build your self-confidence

>> Control and express your emotions

>> Take the time to experience emotions

>> Learn to come to grips with and resolve disagreements

Identify hidden messages.

Express your anger appropriately.

Managing anger in others.

Controlling your emotions Understand why self-control is vital.

Use practical tools for self-control effectively.

Measure the importance of positive thinking.

Create your own action plan.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8520

© Cegos 2011

Identify the first signs of anger.

5_ Develop your self-control • Learn self-control techniques • Manage your anger

The neighbour on my right is a great person!

Real-time role-play: >> Expressing recognition >> Hearing and understanding other people’s emotions

Practical advice about...

Final assessment

4_ Resolve conflicts • Learn conflict-resolution methods • Learn to cope • Establish attitudes and behaviours that avert conflict

co

r

te pa

h to ow t h to i n fa gs ce u

ci

ge

ti

ou

Mobius strips This exercise is a topological analogy: >> Building rich relationships that can weather conflict

na

An

p

Identify your emotions and emotional reactions.

Ma

ey

Ha

3_ Use emotions in relationships of trust • Understand the benefits of trust • Think positively • Respect other people and their emotions • Express and share the emotions you feel

Understanding emotional dysfunction

Think positively

Li v

ve in co yo n f ur id se enc lf e

Identify how your emotions work.

Re

D on e v s h e lo ip p s so s ft em en ru ot t i m st io en ns ts an d

Developing your emotional conscience

Ref. 8520

e-learning

Impact of emotions in the workplace

The virtuous triangle of emotional management: Balance – Confidence – Performance

Understand emotions

Progress self-assessment

Time management Use all your potential!

Target audience

On-the-job benefits

■■

■■

Line or cross-functional managers, or anybody with latitude to organise their own schedules ■■ Workers on the road

Control your time and map out a strategy to organise it Gain efficiency at work ■■ Enjoy a more comfortable, laid-back and stress-free life ■■ Find a healthy work-life balance ■■

Pre-requisites ■■

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

There are no pre-requisites for this course

Better staff time management Greater staff efficiency, sensible schedules and stress levels under control ■■ Proactive teams and managers, rather than staff working in constant reactive mode ■■ Productivity, anticipation and fewer risks ■■ Greater collective efficiency, cross-functional skills development and more agile organisations ■■

Objectives

■■

Control your time instead of letting time control you Work more comfortably and efficiently ■■ Manage your career without sacrificing your private life ■■ Cooperate with other people who have different perceptions of time (different jobs, countries, age brackets, academic backgrounds, etc) ■■ ■■

Initial assessment

e-learning

Classroom training

One 30’ e-learning module

Two-day classroom course 1_ Managing your time strategically • Choosing the right moment to boost effort efficiency • Accommodating time variables to find the right moments • The hidden advantages of mismanaging time and how to break free from them

Dealing with time-consuming tasks Identifying your time-consuming tasks.

Special features of this course

Dealing with time-consuming tasks generated

by other people.

Dealing with time-consuming tasks generated by the organisation.

Dealing with time-consuming tasks linked to new technologies.

Eradicating your own time-consuming tasks.

The three key attitudes

2_ Being proactive • Focusing on the essential, dealing with priorities and ranking urgent situations • Optimising the effect/effort ratio to enhance efficiency • Switching from feverishly reactive mode to poised proactive mode • Staying ‘on the ball’ in intense working conditions • Striking a healthy work-life balance

1] Distance: taking a step back and looking at the big picture no matter what happens 2] Coherence: the line between speed and haste 3] Relevance: the difference between the essential, priorities and urgent situations

Optimising cooperative tools

Dealing with time differently

The ART method to rediscover time management in ‘action learning’ mode > T for Transposition Action learning: participants work in real time on real issues and objectives. Time-shifting, though-provoking exercises, role-plays and practice help them home in on the areas they have to improve.

Being proactive and focusing on the essential

Four 30’ e-learning modules Strategic time management Avoiding the traps of a chronological approach.

Choosing the right opportunities to act.

Optimising time variables.

Focusing on your key priorities Distinguishing between what is essential, priorities

and urgency.

Harmonising life spheres and roles.

Clarifying the priorities of your position.

Using the multiplication coefficients method.

Improving performance through time perception

Peer coaching: participants exchange best practices and discuss pitfalls.

The consultant’s tailored advice prompts them to find their own solutions.

The full range of personal-efficiency issues in one training course.

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8521

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points Ref. 8521

Final assessment

3_ Working efficiently in a multicultural and nomadic of time. workplace Cooperating with other cultural perceptions of time.

• The four tools to understand your own way of dealing Working effectively at a distance. with time • Cooperating with people who have different perceptions of time Increasing your productivity in a fast-paced world • Cooperating with different cultural conceptions: undersDeveloping the three talents: tanding and adjusting to other people’s ways Distance: taking a step back; of dealing with time without neglecting yours Consistency: remaining calm; • Integrating generation gaps Relevance: choosing the appropriate actions with • Working efficiently in asynchronous mode the least risk.

4_ Using modern communication and information tools to improve organisation and anticipation • Spotting the pitfalls of instant reaction in order to avoid them • Methods for getting organised in a fast-moving universe

> R for Reflection

Distance Coherence Relevance

e-learning

Working effectively with different personal perceptions

> A for Action

Being open to the other temporal cultures

Progress self-assessment

Time management Use all your potential!

Target audience

On-the-job benefits

■■

■■

Line or cross-functional managers, or anybody with latitude to organise their own schedules ■■ Workers on the road

Control your time and map out a strategy to organise it Gain efficiency at work ■■ Enjoy a more comfortable, laid-back and stress-free life ■■ Find a healthy work-life balance ■■

Pre-requisites ■■

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

There are no pre-requisites for this course

Better staff time management Greater staff efficiency, sensible schedules and stress levels under control ■■ Proactive teams and managers, rather than staff working in constant reactive mode ■■ Productivity, anticipation and fewer risks ■■ Greater collective efficiency, cross-functional skills development and more agile organisations ■■

Objectives

■■

Control your time instead of letting time control you Work more comfortably and efficiently ■■ Manage your career without sacrificing your private life ■■ Cooperate with other people who have different perceptions of time (different jobs, countries, age brackets, academic backgrounds, etc) ■■ ■■

Initial assessment

e-learning

Classroom training

One 30’ e-learning module

Two-day classroom course 1_ Managing your time strategically • Choosing the right moment to boost effort efficiency • Accommodating time variables to find the right moments • The hidden advantages of mismanaging time and how to break free from them

Dealing with time-consuming tasks Identifying your time-consuming tasks.

Special features of this course

Dealing with time-consuming tasks generated

by other people.

Dealing with time-consuming tasks generated by the organisation.

Dealing with time-consuming tasks linked to new technologies.

Eradicating your own time-consuming tasks.

The three key attitudes

2_ Being proactive • Focusing on the essential, dealing with priorities and ranking urgent situations • Optimising the effect/effort ratio to enhance efficiency • Switching from feverishly reactive mode to poised proactive mode • Staying ‘on the ball’ in intense working conditions • Striking a healthy work-life balance

1] Distance: taking a step back and looking at the big picture no matter what happens 2] Coherence: the line between speed and haste 3] Relevance: the difference between the essential, priorities and urgent situations

Optimising cooperative tools

Dealing with time differently

The ART method to rediscover time management in ‘action learning’ mode > T for Transposition Action learning: participants work in real time on real issues and objectives. Time-shifting, though-provoking exercises, role-plays and practice help them home in on the areas they have to improve.

Being proactive and focusing on the essential

Four 30’ e-learning modules Strategic time management Avoiding the traps of a chronological approach.

Choosing the right opportunities to act.

Optimising time variables.

Focusing on your key priorities Distinguishing between what is essential, priorities

and urgency.

Harmonising life spheres and roles.

Clarifying the priorities of your position.

Using the multiplication coefficients method.

Improving performance through time perception

Peer coaching: participants exchange best practices and discuss pitfalls.

The consultant’s tailored advice prompts them to find their own solutions.

The full range of personal-efficiency issues in one training course.

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8521

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points Ref. 8521

Final assessment

3_ Working efficiently in a multicultural and nomadic of time. workplace Cooperating with other cultural perceptions of time.

• The four tools to understand your own way of dealing Working effectively at a distance. with time • Cooperating with people who have different perceptions of time Increasing your productivity in a fast-paced world • Cooperating with different cultural conceptions: undersDeveloping the three talents: tanding and adjusting to other people’s ways Distance: taking a step back; of dealing with time without neglecting yours Consistency: remaining calm; • Integrating generation gaps Relevance: choosing the appropriate actions with • Working efficiently in asynchronous mode the least risk.

4_ Using modern communication and information tools to improve organisation and anticipation • Spotting the pitfalls of instant reaction in order to avoid them • Methods for getting organised in a fast-moving universe

> R for Reflection

Distance Coherence Relevance

e-learning

Working effectively with different personal perceptions

> A for Action

Being open to the other temporal cultures

Progress self-assessment

Creating and Delivering Powerful Presentations Mastering the Art of Public Speaking

Target audience

On-the-job benefits

■■

■■

Manager.

A broader array of communication tools at your disposal A more personal, sincere touch and a focus on your natural communication style ■■ Hit the target every time ■■ More assertive leadership

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

■■

Pre-requisites ■■

Programme

There are no pre-requisites for this course

Objectives

Give your oral presentations greater impact ■■ Structure a global message that hits home ■■ Align your speech and behaviour with the company’s image ■■ Innovate in your choice of materials.

■■

Knowledge self-assessment

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Enhance the company’s image, both in-house and externally, with managers who are skilled communicators ■■ Develop a core facet of your managers’ leadership: verbal communication ■■ Use better management communication to ease change ■■

Initial assessment

Special features of this course

e-learning

Classroom training

Three 30’ e-learning modules

Two-day classroom course

Identify your communication’s style

Public-speaking skills and tools: the message and the material

Being aware that there are several communication styles.

Understanding how to distinguish between styles,

Explore your role as a public speaker through three memorable highlights

their similarities and differences.

Identifying your dominant style.

Developing a flexible approach in communication situations.

“Dealing with nerves”

Successfully adapt your message

>> Right from the beginning of the course, you will be

working on the causes and signs of nerves, and trying out different tips and tricks for overcoming them.

Play down your nerves and overcome this constraint right from the beginning of the classroom training

VERBALÀIMPACT IMPACT L’ORAL

Identifying the main situations in which public speaking

in required within a company.

Gaining an aerial overview of the situation to help identify the target audience, what is at stake and the context.

Adapting your message for different situations.

“The smart index card” >> Practice producing the introduction, plan and conclusion

Adopt a winning style

of your presentations, using a matrix that sets out the main points. >> Take your eyes off your notes and look at your audience, keeping in mind the key points of your message: the introduction, the plan and the conclusion LE THEMESSAGE MESSAGE

THE ORATOR L’ORATEUR

Progress self-assessment

LESTHE SUPPORTS MEDIA

1] Current best practice in the subject reflects a return to the principles of rhetoric, persuasive techniques and communication strategy

1_ Take the stage and develop your speaking skills • Making yourself heard and understood • Achieve stage presence by learning to control your body • Harnessing your energy and coordinating your movements on stage • Using improvisation to develop your creativity 2_ Communicate successfully and deliver outstanding presentations • Defining your communication strategy and analysing the communication situation • Identifying your audience and adapting your language • Discerning and adapting to your audience’s expectations • Deciding how much preparation to do for the presentation • Staying confident and in control for effective communication

e-learning

Final assessment

Two 30’ e-learning modules Evade trick questions at meetings Handling situations in which speaking is difficult.

Asserting yourself without being aggressive.

Choosing the right rephrasing technique.

Answering questions.

Developing fast reflexes.

Master «cyber communications» Identifying the new cyber communication tools.

Adopting good practices and avoiding the pitfalls.

Learning about the inherent limitations and risks

associated with communication technologies.

Learning the basic concepts of non-verbal

communication.

Identifying whether another person is open or closed.

Deciphering unspoken messages and untruths.

Deciphering signals from an audience and adjusting

“The helicopter” >> You put yourself in a helicopter pilot’s shoes. Its rotor is made of three blades: the context, the audience and the subject. >> > Take a step back with regard to the event to put the different stakes into perspective and to control them better.

your communication accordingly.

2] Use these principles in conjunction with methods borrowed from the theatre -

Comedia Del Arte, Japanese noh theatre and Actors Studio - to work on the form, discover your communication style and fine-tune your delivery

Key points

3] Develop your personal impact so that you can win over your audience and make a distinctive impression with your presentation

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8522

Ref. 8522

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Creating and Delivering Powerful Presentations Mastering the Art of Public Speaking

Target audience

On-the-job benefits

■■

■■

Manager.

A broader array of communication tools at your disposal A more personal, sincere touch and a focus on your natural communication style ■■ Hit the target every time ■■ More assertive leadership

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

■■

Pre-requisites ■■

Programme

There are no pre-requisites for this course

Objectives

Give your oral presentations greater impact ■■ Structure a global message that hits home ■■ Align your speech and behaviour with the company’s image ■■ Innovate in your choice of materials.

■■

Knowledge self-assessment

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Enhance the company’s image, both in-house and externally, with managers who are skilled communicators ■■ Develop a core facet of your managers’ leadership: verbal communication ■■ Use better management communication to ease change ■■

Initial assessment

Special features of this course

e-learning

Classroom training

Three 30’ e-learning modules

Two-day classroom course

Identify your communication’s style

Public-speaking skills and tools: the message and the material

Being aware that there are several communication styles.

Understanding how to distinguish between styles,

Explore your role as a public speaker through three memorable highlights

their similarities and differences.

Identifying your dominant style.

Developing a flexible approach in communication situations.

“Dealing with nerves”

Successfully adapt your message

>> Right from the beginning of the course, you will be

working on the causes and signs of nerves, and trying out different tips and tricks for overcoming them.

Play down your nerves and overcome this constraint right from the beginning of the classroom training

VERBALÀIMPACT IMPACT L’ORAL

Identifying the main situations in which public speaking

in required within a company.

Gaining an aerial overview of the situation to help identify the target audience, what is at stake and the context.

Adapting your message for different situations.

“The smart index card” >> Practice producing the introduction, plan and conclusion

Adopt a winning style

of your presentations, using a matrix that sets out the main points. >> Take your eyes off your notes and look at your audience, keeping in mind the key points of your message: the introduction, the plan and the conclusion LE THEMESSAGE MESSAGE

THE ORATOR L’ORATEUR

Progress self-assessment

LESTHE SUPPORTS MEDIA

1] Current best practice in the subject reflects a return to the principles of rhetoric, persuasive techniques and communication strategy

1_ Take the stage and develop your speaking skills • Making yourself heard and understood • Achieve stage presence by learning to control your body • Harnessing your energy and coordinating your movements on stage • Using improvisation to develop your creativity 2_ Communicate successfully and deliver outstanding presentations • Defining your communication strategy and analysing the communication situation • Identifying your audience and adapting your language • Discerning and adapting to your audience’s expectations • Deciding how much preparation to do for the presentation • Staying confident and in control for effective communication

e-learning

Final assessment

Two 30’ e-learning modules Evade trick questions at meetings Handling situations in which speaking is difficult.

Asserting yourself without being aggressive.

Choosing the right rephrasing technique.

Answering questions.

Developing fast reflexes.

Master «cyber communications» Identifying the new cyber communication tools.

Adopting good practices and avoiding the pitfalls.

Learning about the inherent limitations and risks

associated with communication technologies.

Learning the basic concepts of non-verbal

communication.

Identifying whether another person is open or closed.

Deciphering unspoken messages and untruths.

Deciphering signals from an audience and adjusting

“The helicopter” >> You put yourself in a helicopter pilot’s shoes. Its rotor is made of three blades: the context, the audience and the subject. >> > Take a step back with regard to the event to put the different stakes into perspective and to control them better.

your communication accordingly.

2] Use these principles in conjunction with methods borrowed from the theatre -

Comedia Del Arte, Japanese noh theatre and Actors Studio - to work on the form, discover your communication style and fine-tune your delivery

Key points

3] Develop your personal impact so that you can win over your audience and make a distinctive impression with your presentation

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8522

Ref. 8522

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Train the Trainer Target audience

On-the-job benefits

■■

■■

■■

Occasional trainers Managers and experts wanting to familiarise themselves with an existing training kit

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Be proficient in the use of public speaking and questioning techniques in training sessions ■■ Create positive group dynamics right from the start, encouraging the group’s desire to learn ■■ Be able to use any presentation technique ■■ Adapt to participants’ different learning styles ■■ Use training documents and materials ■■

Programme

Be a confident and competent trainer Be a proficient public speaker ■■ Enhance your seminars and workshops ■■ Prevent and manage difficult situations in training ■■ Use your training skills in your management role ■■

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company Deploy training successfully Optimise your training costs ■■ Guarantee a consistent quality of training ■■ Develop the in-house trainer role ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Two-day classroom course 1_ Starting the training properly • Starting the training • The trainee’s five questions • Participants’ presentation techniques

Facilitating a training course

Special features of this course

Finding your training style.

Adapting to your participants’ learning styles.

Adapting to large groups.

2_ Placing participants in a learning situation • How do adults learn?

• The four keys to real learning: the ‘Cegos Way of Learning®’

Identifying and managing stress.

Learning by doing: the key ingredient in effective training

Adult learning mechanisms Defining circumstances conducive to learning.

>> Seasoned trainers, whether they train on an occasional or full-time basis, help their participants understand and retain what they learn by using tried

Different learner strategies.

and tested methods based on research into how our brain and memory work >> They have a thorough command of public speaking, questioning techniques and group management >> They hold the key to effective, rigorous learning techniques and are skilled educators

Understanding learning mechanisms to train better.

3_ Varying your leadership and facilitation techniques • Fourteen presentation techniques • Choosing flexible techniques • Using teaching assistants

The three stages of learning.

4_ Leading a training sequence • Beginning and ending a session • Communicating effectively with the group • Time management for trainers

Ongoing role-plays

5_ Leading a blended-learning session • Fundamental concepts • Consequences for the trainer

You will have the opportunity to practise training throughout your own training course You will be trying out the keys to learning by doing.

The Cegos consultant will be guiding and assisting you as a resource trainer: >> A succession of role-plays ensures that you are involved in the learning process >> This intensive, structured experience helps you assimilate the standard practices, which you can then transfer to any type of training situation

6_ Managing difficult training situations • Positioning yourself appropriately with the group • Using the ‘4S’ rule to build positive relationships • Introducing new sessions when there is resistance to the content • Responding appropriately to participants’ individual behaviours • Anticipating to prevent difficult situations

© Cegos 2011

Final assessment

Three 30’ e-learning modules Handling tricky training situations Analysing tricky situations and implementing action plans.

Dealing appropriately with participants’ behaviour.

Tips and recommendations from trainers.

The Pygmalion effect and its implications for training.

Designing and presenting a slideshow for facilitation Best practices in designing and using the slideshow.

Thinking before acting.

Designing and organising the content.

Creating effective slideshows to reinforce the impact

of your messages.

Presenting a successful slideshow.

Evaluating what has been learned during training Developing evaluation objectives, methods, criteria

and indicators.

Assessing what has been learned, using the appropriate

tools.

Key success factors for assessment.

Appraising and analysing learner feedback.

|

| www.global-learning-cegos.com |

Ref. 8511

© Cegos 2011

e-learning

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points Ref. 8511

Progress self-assessment

Train the Trainer Target audience

On-the-job benefits

■■

■■

■■

Occasional trainers Managers and experts wanting to familiarise themselves with an existing training kit

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Be proficient in the use of public speaking and questioning techniques in training sessions ■■ Create positive group dynamics right from the start, encouraging the group’s desire to learn ■■ Be able to use any presentation technique ■■ Adapt to participants’ different learning styles ■■ Use training documents and materials ■■

Programme

Be a confident and competent trainer Be a proficient public speaker ■■ Enhance your seminars and workshops ■■ Prevent and manage difficult situations in training ■■ Use your training skills in your management role ■■

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company Deploy training successfully Optimise your training costs ■■ Guarantee a consistent quality of training ■■ Develop the in-house trainer role ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Two-day classroom course 1_ Starting the training properly • Starting the training • The trainee’s five questions • Participants’ presentation techniques

Facilitating a training course

Special features of this course

Finding your training style.

Adapting to your participants’ learning styles.

Adapting to large groups.

2_ Placing participants in a learning situation • How do adults learn?

• The four keys to real learning: the ‘Cegos Way of Learning®’

Identifying and managing stress.

Learning by doing: the key ingredient in effective training

Adult learning mechanisms Defining circumstances conducive to learning.

>> Seasoned trainers, whether they train on an occasional or full-time basis, help their participants understand and retain what they learn by using tried

Different learner strategies.

and tested methods based on research into how our brain and memory work >> They have a thorough command of public speaking, questioning techniques and group management >> They hold the key to effective, rigorous learning techniques and are skilled educators

Understanding learning mechanisms to train better.

3_ Varying your leadership and facilitation techniques • Fourteen presentation techniques • Choosing flexible techniques • Using teaching assistants

The three stages of learning.

4_ Leading a training sequence • Beginning and ending a session • Communicating effectively with the group • Time management for trainers

Ongoing role-plays

5_ Leading a blended-learning session • Fundamental concepts • Consequences for the trainer

You will have the opportunity to practise training throughout your own training course You will be trying out the keys to learning by doing.

The Cegos consultant will be guiding and assisting you as a resource trainer: >> A succession of role-plays ensures that you are involved in the learning process >> This intensive, structured experience helps you assimilate the standard practices, which you can then transfer to any type of training situation

6_ Managing difficult training situations • Positioning yourself appropriately with the group • Using the ‘4S’ rule to build positive relationships • Introducing new sessions when there is resistance to the content • Responding appropriately to participants’ individual behaviours • Anticipating to prevent difficult situations

© Cegos 2011

Final assessment

Three 30’ e-learning modules Handling tricky training situations Analysing tricky situations and implementing action plans.

Dealing appropriately with participants’ behaviour.

Tips and recommendations from trainers.

The Pygmalion effect and its implications for training.

Designing and presenting a slideshow for facilitation Best practices in designing and using the slideshow.

Thinking before acting.

Designing and organising the content.

Creating effective slideshows to reinforce the impact

of your messages.

Presenting a successful slideshow.

Evaluating what has been learned during training Developing evaluation objectives, methods, criteria

and indicators.

Assessing what has been learned, using the appropriate

tools.

Key success factors for assessment.

Appraising and analysing learner feedback.

|

| www.global-learning-cegos.com |

Ref. 8511

© Cegos 2011

e-learning

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points Ref. 8511

Progress self-assessment

Finance for Non-Financial Professionals Setting Performance Standards

Target audience

On-the-job benefits

■■

■■

Employees (technicians, supervisors, team managers and line managers)

A clearer picture of how your company works from an economic perspective ■■ A clearer picture of your role and what you contribute to your company’s business ■■ Pointers to improve the way you manage your operation

Pre-requisites ■■

Programme

There are no pre-requisites for this course

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

Understand what the most common economic notions mean ■■ Connect those notions and the main business and financial indicators ■■ Pinpoint your contributions to the company’s earnings and cash flow generation ■■

H elp staff to buy into decisions that have a far-reaching impact on business ■■ Smooth exchanges and communication on financial issues within the company ■■ Align staff to improve business performance ■■

Initial assessment

e-learning

Classroom training

One 30’ e-learning module Decoding the balance sheet and income statement Understanding the content of the balance sheet.

Special features of this course

Learning the composition of the income statement.

Making changes to the balance sheet and P&L. Identifying your contribution to these documents.

Analysing a balance sheet and a P&L.

The finance puzzle: you are at the centre of your company’s performance >> As former General Electric CEO Jack Welch put it, “Getting every employee’s mind into the game is a

huge part of what the CEO job is all about… There’s nothing more important.” * >> This respected CEO spent 70% to 80% of his time in direct contact with his group’s employees,

constantly visiting plants to listen to, motivate and train them. >> Every company employee contributes to performance. * Straight from the Gut, Pearson Education (12 May 2007)

ECONOMIC ISSUES

IMPORTANT BALANCES

PERFORMANCE INDICATORS

AND ME ?

PROFIT AND LOSS ACCOUNT

A business game everyone can play Mr Smith’s project Role-play in subgroups: >> You work for Mr Smith. What questions would you like to ask him about the business and financial aspects of his new project? >> Your are Mr Smith, you founded your company and you are its main shareholder. What questions should you be asking yourself? >> You are a banker and Mr Smith is asking you for a loan.

What questions do you have to ask him?

Final assessment

One-day classroom course

Two 30’ e-learning modules

1_ All the economic issues • The expectations of financial partners - shareholders and bankers • The issues for the company and for the employees • The constraints imposed by outside partners: customers and suppliers

Mastering the basics of financial analysis.

Analysing and evaluating corporate financial data Using ratios to help with financial analysis.

Detecting additional sources of information for financial

market stakeholders.

2_ The content of the balance sheet and P&L account • Know how to read a balance sheet • Understand the profit and loss account • Pinpoint the role of the main players: General Management, Financial Management and Operational Management

Understanding scoring and rating: the external view

3_ How the balance sheet and profit and loss account work • The impact of management decisions on the balance sheet - illustrations using the company of Mr Smith • Impact of management decision on result - illustrations using the company of Mr Smith

Positioning your role and contribution on the value

of banks and financial markets.

Relating your contribution to value creation Understanding the five fundamentals of value creation.

creation tree.

Understanding the cash flow statement

and the importance of Free Cash Flow.

Positioning your role in the cash flow management

process.

4_ The issues and major balances in the balance sheet and P&L account • The major balances in the balance sheet - WC, WCR and cash flow • The analysis of the P&L account - MIS 5_ Understand the main performance indicators • In relation to earnings: EBITDA • Value creation: ROCE • Cash position: cash, cash flow, free cash flow 6_ Your contribution • On the value creation tree • To the free cash flow stream

Mr Smith goes for the big league Game in subgroups: how healthy are the financial balances and profits in your business? >> The sales figures are fantastic but the company’s cash has dried up >> Your entrepreneurial drive puts you at the helm >> So you track your balance sheet, and profit and loss account

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

e-learning

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8524

Ref. 8524

BALANCE SHEET

Progress self-assessment

Finance for Non-Financial Professionals Setting Performance Standards

Target audience

On-the-job benefits

■■

■■

Employees (technicians, supervisors, team managers and line managers)

A clearer picture of how your company works from an economic perspective ■■ A clearer picture of your role and what you contribute to your company’s business ■■ Pointers to improve the way you manage your operation

Pre-requisites ■■

Programme

There are no pre-requisites for this course

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

Understand what the most common economic notions mean ■■ Connect those notions and the main business and financial indicators ■■ Pinpoint your contributions to the company’s earnings and cash flow generation ■■

H elp staff to buy into decisions that have a far-reaching impact on business ■■ Smooth exchanges and communication on financial issues within the company ■■ Align staff to improve business performance ■■

Initial assessment

e-learning

Classroom training

One 30’ e-learning module Decoding the balance sheet and income statement Understanding the content of the balance sheet.

Special features of this course

Learning the composition of the income statement.

Making changes to the balance sheet and P&L. Identifying your contribution to these documents.

Analysing a balance sheet and a P&L.

The finance puzzle: you are at the centre of your company’s performance >> As former General Electric CEO Jack Welch put it, “Getting every employee’s mind into the game is a

huge part of what the CEO job is all about… There’s nothing more important.” * >> This respected CEO spent 70% to 80% of his time in direct contact with his group’s employees,

constantly visiting plants to listen to, motivate and train them. >> Every company employee contributes to performance. * Straight from the Gut, Pearson Education (12 May 2007)

ECONOMIC ISSUES

IMPORTANT BALANCES

PERFORMANCE INDICATORS

AND ME ?

PROFIT AND LOSS ACCOUNT

A business game everyone can play Mr Smith’s project Role-play in subgroups: >> You work for Mr Smith. What questions would you like to ask him about the business and financial aspects of his new project? >> Your are Mr Smith, you founded your company and you are its main shareholder. What questions should you be asking yourself? >> You are a banker and Mr Smith is asking you for a loan.

What questions do you have to ask him?

Final assessment

One-day classroom course

Two 30’ e-learning modules

1_ All the economic issues • The expectations of financial partners - shareholders and bankers • The issues for the company and for the employees • The constraints imposed by outside partners: customers and suppliers

Mastering the basics of financial analysis.

Analysing and evaluating corporate financial data Using ratios to help with financial analysis.

Detecting additional sources of information for financial

market stakeholders.

2_ The content of the balance sheet and P&L account • Know how to read a balance sheet • Understand the profit and loss account • Pinpoint the role of the main players: General Management, Financial Management and Operational Management

Understanding scoring and rating: the external view

3_ How the balance sheet and profit and loss account work • The impact of management decisions on the balance sheet - illustrations using the company of Mr Smith • Impact of management decision on result - illustrations using the company of Mr Smith

Positioning your role and contribution on the value

of banks and financial markets.

Relating your contribution to value creation Understanding the five fundamentals of value creation.

creation tree.

Understanding the cash flow statement

and the importance of Free Cash Flow.

Positioning your role in the cash flow management

process.

4_ The issues and major balances in the balance sheet and P&L account • The major balances in the balance sheet - WC, WCR and cash flow • The analysis of the P&L account - MIS 5_ Understand the main performance indicators • In relation to earnings: EBITDA • Value creation: ROCE • Cash position: cash, cash flow, free cash flow 6_ Your contribution • On the value creation tree • To the free cash flow stream

Mr Smith goes for the big league Game in subgroups: how healthy are the financial balances and profits in your business? >> The sales figures are fantastic but the company’s cash has dried up >> Your entrepreneurial drive puts you at the helm >> So you track your balance sheet, and profit and loss account

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

e-learning

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8524

Ref. 8524

BALANCE SHEET

Progress self-assessment

Improved Key Account Management

Building sustainable relationships with strategic accounts

National or international sales directors in charge of large accounts ■■ Sales engineers or Key Account Managers ■■ Sales managers

An in-depth grasp of every aspect of your mission A comprehensive and effective approach covering every role your function entails ■■ Self-confidence and expertise to serve your customers in a strategic consulting capacity

■■

■■ ■■

Pre-requisites ■■

Programme

On-the-job benefits

Target audience

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

There are no pre-requisites for this course

Optimise strategic account management organisation Show the value you can create and gain an edge in fiercely competitive markets ■■ Build long-term partnerships with strategic accounts ■■ Secure turnover by nurturing loyalty on the part of a key function for the company ■■

Objectives

■■

Clarify your job scope Build a toolbox to be in command of every aspect of your job ■■ Solve the main issues you have to deal with on the job ■■ Roll out an action plan to manage your accounts efficiently ■■ ■■

Initial assessment

e-learning

Classroom training

Three 30’ e-learning modules The importance of the Key Account Manager

Special features of this course

Understanding the importance of the Key Account

Manager.

Summarising the impacts of the Key Account Manager.

Defining your mission and four strategic roles as a Key

The Key Account Manager’s four key roles

Analysing strategic customers successfully

1

MANAGER OF PROJECTS AND OF THE TEAM

4

E

T’S IEN CL

PURCHAS IN G

How can we take advantage of the market opportunities?

C LE YC

TH

Be my advocate (defender)

Using three pieces of advice and four spheres to carry out

ESSENTIAL ROLES OF THE KEY ACCOUNT MANAGER STRATEGIC ADVICE FOR LONG TERM PARTNERSHIP

Show me how important I am

How can you build the business with me?

RELATIONSHIP MANAGER

2 How can you support my organisation?

Are you taking my organisation into account?

Understand me

effective analysis.

Carrying out in-depth competitor analysis.

Using the Key Account Manager’s two SWOT matrices.

1] M anaging knowledge: • Assessing • Analysing • Synthesising

Identifying the stakes of the Account Business Plan

2] M anaging relationships: • Identifying the key stakeholders • Building networks effectively and efficiently 3] Managing business: • Sharpening your competitive edge • Creating shared value • Building your Account Business Plans

Defining the purpose and benefits of an Account Business

Plan.

Using effective methods to build an Account Business

e-learning

Final assessment

Two-day classroom course

Two 30’ e-learning modules

1_ The Key Account Manager’s role • Key Account Management : what it is and why we need it • Roles and responsabilities of the Key Account Manager • Organising Key Account Management

Understanding your role as manager of the action plan

2_ The Key Account Manager: managing knowledge • The expert and the consultant • Understanding customers in depth • Running the SWOT analysis

Account Manager.

Characterising the different phases of organisation for the Key Account Manager.

MANAGING KNOWLEDGE

How do we achieve this?

Progress self-assessment

3_ The Key Account Manager: managing business • Generating and building business • The Account Business Plan • The account planning process

Managing action plans in teams implementation process.

Organising its implementation and mobilising the team.

Developing cooperation between team members.

Managing the human aspects effectively in the long term.

Removing the five major obstacles to effectiveness The KAM, between action and analysis.

The KAM, team player or lone wolf.

Being a KAM: thinking outside the box.

Being a KAM: knowing how to anticipate.

Being a KAM: encouraging.

4_ The Key Account Manager: managing relationships • Taking up PR • Identifying and involving key players • Analysing relationship effectiveness to fine-tune strategy 5_ The Key Account Manager: managing projects and teams • The orchestra conductor’s role • Organising action plan rollout and team involvement • Tracking action plan progress • Building cooperation and defusing conflict

Plan.

Measuring the effectiveness of your relationship

with your customer.

Optimising your relationship with your customer using

the Account Business Plan.

4] Managing projects and teams: • Steering and communicating • Motivating and rolling out

BUSINESS MANAGER

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8517

Ref. 8517

3

Improved Key Account Management

Building sustainable relationships with strategic accounts

National or international sales directors in charge of large accounts ■■ Sales engineers or Key Account Managers ■■ Sales managers

An in-depth grasp of every aspect of your mission A comprehensive and effective approach covering every role your function entails ■■ Self-confidence and expertise to serve your customers in a strategic consulting capacity

■■

■■ ■■

Pre-requisites ■■

Programme

On-the-job benefits

Target audience

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

There are no pre-requisites for this course

Optimise strategic account management organisation Show the value you can create and gain an edge in fiercely competitive markets ■■ Build long-term partnerships with strategic accounts ■■ Secure turnover by nurturing loyalty on the part of a key function for the company ■■

Objectives

■■

Clarify your job scope Build a toolbox to be in command of every aspect of your job ■■ Solve the main issues you have to deal with on the job ■■ Roll out an action plan to manage your accounts efficiently ■■ ■■

Initial assessment

e-learning

Classroom training

Three 30’ e-learning modules The importance of the Key Account Manager

Special features of this course

Understanding the importance of the Key Account

Manager.

Summarising the impacts of the Key Account Manager.

Defining your mission and four strategic roles as a Key

The Key Account Manager’s four key roles

Analysing strategic customers successfully

1

MANAGER OF PROJECTS AND OF THE TEAM

4

E

T’S IEN CL

PURCHAS IN G

How can we take advantage of the market opportunities?

C LE YC

TH

Be my advocate (defender)

Using three pieces of advice and four spheres to carry out

ESSENTIAL ROLES OF THE KEY ACCOUNT MANAGER STRATEGIC ADVICE FOR LONG TERM PARTNERSHIP

Show me how important I am

How can you build the business with me?

RELATIONSHIP MANAGER

2 How can you support my organisation?

Are you taking my organisation into account?

Understand me

effective analysis.

Carrying out in-depth competitor analysis.

Using the Key Account Manager’s two SWOT matrices.

1] M anaging knowledge: • Assessing • Analysing • Synthesising

Identifying the stakes of the Account Business Plan

2] M anaging relationships: • Identifying the key stakeholders • Building networks effectively and efficiently 3] Managing business: • Sharpening your competitive edge • Creating shared value • Building your Account Business Plans

Defining the purpose and benefits of an Account Business

Plan.

Using effective methods to build an Account Business

e-learning

Final assessment

Two-day classroom course

Two 30’ e-learning modules

1_ The Key Account Manager’s role • Key Account Management : what it is and why we need it • Roles and responsabilities of the Key Account Manager • Organising Key Account Management

Understanding your role as manager of the action plan

2_ The Key Account Manager: managing knowledge • The expert and the consultant • Understanding customers in depth • Running the SWOT analysis

Account Manager.

Characterising the different phases of organisation for the Key Account Manager.

MANAGING KNOWLEDGE

How do we achieve this?

Progress self-assessment

3_ The Key Account Manager: managing business • Generating and building business • The Account Business Plan • The account planning process

Managing action plans in teams implementation process.

Organising its implementation and mobilising the team.

Developing cooperation between team members.

Managing the human aspects effectively in the long term.

Removing the five major obstacles to effectiveness The KAM, between action and analysis.

The KAM, team player or lone wolf.

Being a KAM: thinking outside the box.

Being a KAM: knowing how to anticipate.

Being a KAM: encouraging.

4_ The Key Account Manager: managing relationships • Taking up PR • Identifying and involving key players • Analysing relationship effectiveness to fine-tune strategy 5_ The Key Account Manager: managing projects and teams • The orchestra conductor’s role • Organising action plan rollout and team involvement • Tracking action plan progress • Building cooperation and defusing conflict

Plan.

Measuring the effectiveness of your relationship

with your customer.

Optimising your relationship with your customer using

the Account Business Plan.

4] Managing projects and teams: • Steering and communicating • Motivating and rolling out

BUSINESS MANAGER

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8517

Ref. 8517

3

Best Sales Manager’s Secret

Target audience

On-the-job benefits

■■

■■

Sales team managers

Your teams will be quicker to respond to fluctuations in the market or the company, and changes in strategic orientation ■■ Reduce stress ■■ Balance performance, stress and time management ■■ Acquire new ways to motivate your team

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Drive the team’s sales performance Use sales management tools flexibly and sensibly ■■ Mobilise and motivate your salespeople around an objective ■■ ■■

Sales performance and the achievement of objectives Sales teams who are more in line with objectives, less stressed, who boost your company image ■■ Permanently mobilised teams ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Special features of this course

Two-day classroom course

Staying on track for your goals

U

ANNUAL OBJECTIVE

ted

t

even

SE

UR

CO

ACTION PLAN

ected Unexp nt eve

DIAGNOSIS & ACTION PLAN

ected Unexp t even

ACTION PLAN

INDICATORS

ANNUAL STRATEGY

Le PA C (Plan d’ A ctions C ommer ciale s) f ormalisé et prêt à êtr e déplo yé est r emis à t ous les participants

The six steps to sales performance

You will be divided into three sales teams Hands-on exercise: >> Each team responds, understands and analyses the unforeseen event with which it is confronted

manager.

Adapting management to change.

Turning change-related obstacles into commercial opportunities.

Adapting and maintaining performance targets.

Managing your time to balance thought and action, team and individuals.

Successful commercial meetings Principles of an effective sales meeting:

-- Identify the required information and actions in advance; -- Provide a context for the action and communicate; -- Manage viewpoints based on actions to be implemented.

5_ Maintaining individual engagement • How to motivate individual team members • A tool to develop team engagement and performance • Using meetings to strengthen engagement

The managers present and argue their team’s action plan Role-play: >> The most convincing manager - the one whose action plan makes most sense an d who makes people say «We can do it» - is elected ‘best sales manager’ by the other participants >> One manager in each team ‘sells’ the team’s action plan

Three 30’ e-learning modules Managing your sales team through uncertainty and change Measuring the impact of uncertainty

on the business.

Understanding your sales team’s emotions

to change.

Handling the emotions of your salespeople.

Refocusing on the objective.

anaging sales activity through uncertainty M and change Responsiveness as a competitive advantage.

Spotting and acting on opportunities.

Constructing a strategy with the ZIP method.

Steering your business to develop team dynamics.

Motivating your sales team for action Identifying how motivation works.

Levers for maintaining individual commitment.

Mobilising and motivating your salespeople for

a new objective.

Refocusing on the objective to correct slippage.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

3_ Recovering from the unexpected • Spotting opportunities • Defining short-term priorities • Bringing the sales action plan to life with the team 4_ Motivating the team • Using sales meetings as a key tool to motivate the team • Enforcing new priorities

Each team devises an action plan Learn how to use the ‘ZIP’ tool for sales action plans: >> Draw up an appropriate action plan in record time >> Three managers ‘sell’ their action plan to the other participants, who are ‘salespeople’

© Cegos 2011

2_ Managing issues • Measuring the impact of issues on the business and the team • Being flexible to maintain performance targets • Using issues to improve performance

Final assessment

|

| www.global-learning-cegos.com |

Ref. 8506

Ref. 8506

1] Be attentive to your environment and track indicators 2] Make allowance for salespeople’s emotions in the face of an unforeseen event 3] Analyse the unforeseen event 4] Turn the unforeseen event into an opportunity: the ‘ZIP’ action plan 5] Win support for the new priorities 6] Maintain individual engagement

Hands-on experience of the top sales managers’ secret: striving to be the best

e-learning

1_ The sales manager’s role • Managing in an unstable commercial environment • The sales performance model

T he roles and attitudes of successful sales managers Specific characteristics of the role of the commercial

ec nexp

Progress self-assessment

Best Sales Manager’s Secret

Target audience

On-the-job benefits

■■

■■

Sales team managers

Your teams will be quicker to respond to fluctuations in the market or the company, and changes in strategic orientation ■■ Reduce stress ■■ Balance performance, stress and time management ■■ Acquire new ways to motivate your team

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Programme Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Drive the team’s sales performance Use sales management tools flexibly and sensibly ■■ Mobilise and motivate your salespeople around an objective ■■ ■■

Sales performance and the achievement of objectives Sales teams who are more in line with objectives, less stressed, who boost your company image ■■ Permanently mobilised teams ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Special features of this course

Two-day classroom course

Staying on track for your goals

U

ANNUAL OBJECTIVE

ted

t

even

SE

UR

CO

ACTION PLAN

ected Unexp nt eve

DIAGNOSIS & ACTION PLAN

ected Unexp t even

ACTION PLAN

INDICATORS

ANNUAL STRATEGY

Le PA C (Plan d’ A ctions C ommer ciale s) f ormalisé et prêt à êtr e déplo yé est r emis à t ous les participants

The six steps to sales performance

You will be divided into three sales teams Hands-on exercise: >> Each team responds, understands and analyses the unforeseen event with which it is confronted

manager.

Adapting management to change.

Turning change-related obstacles into commercial opportunities.

Adapting and maintaining performance targets.

Managing your time to balance thought and action, team and individuals.

Successful commercial meetings Principles of an effective sales meeting:

-- Identify the required information and actions in advance; -- Provide a context for the action and communicate; -- Manage viewpoints based on actions to be implemented.

5_ Maintaining individual engagement • How to motivate individual team members • A tool to develop team engagement and performance • Using meetings to strengthen engagement

The managers present and argue their team’s action plan Role-play: >> The most convincing manager - the one whose action plan makes most sense an d who makes people say «We can do it» - is elected ‘best sales manager’ by the other participants >> One manager in each team ‘sells’ the team’s action plan

Three 30’ e-learning modules Managing your sales team through uncertainty and change Measuring the impact of uncertainty

on the business.

Understanding your sales team’s emotions

to change.

Handling the emotions of your salespeople.

Refocusing on the objective.

anaging sales activity through uncertainty M and change Responsiveness as a competitive advantage.

Spotting and acting on opportunities.

Constructing a strategy with the ZIP method.

Steering your business to develop team dynamics.

Motivating your sales team for action Identifying how motivation works.

Levers for maintaining individual commitment.

Mobilising and motivating your salespeople for

a new objective.

Refocusing on the objective to correct slippage.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

3_ Recovering from the unexpected • Spotting opportunities • Defining short-term priorities • Bringing the sales action plan to life with the team 4_ Motivating the team • Using sales meetings as a key tool to motivate the team • Enforcing new priorities

Each team devises an action plan Learn how to use the ‘ZIP’ tool for sales action plans: >> Draw up an appropriate action plan in record time >> Three managers ‘sell’ their action plan to the other participants, who are ‘salespeople’

© Cegos 2011

2_ Managing issues • Measuring the impact of issues on the business and the team • Being flexible to maintain performance targets • Using issues to improve performance

Final assessment

|

| www.global-learning-cegos.com |

Ref. 8506

Ref. 8506

1] Be attentive to your environment and track indicators 2] Make allowance for salespeople’s emotions in the face of an unforeseen event 3] Analyse the unforeseen event 4] Turn the unforeseen event into an opportunity: the ‘ZIP’ action plan 5] Win support for the new priorities 6] Maintain individual engagement

Hands-on experience of the top sales managers’ secret: striving to be the best

e-learning

1_ The sales manager’s role • Managing in an unstable commercial environment • The sales performance model

T he roles and attitudes of successful sales managers Specific characteristics of the role of the commercial

ec nexp

Progress self-assessment

High Performance Selling Target audience ■■ ■■

Salespeople, with or without experience Experienced salespeople in search of new techniques

Approach sales from the customer’s perspective and focus on his interests ■■ Stand out from your competitors ■■ Maximise customer satisfaction and loyalty ■■

Pre-requisites ■■

Programme

On-the-job benefits

There are no pre-requisites for this course

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

Achieve higher levels of customer satisfaction than your competitors More productive sales teams ■■ Increase customer-retention rates ■■ Create a strong emotional bond between you and your customers ■■

Develop a collaborative sales approach that takes into account the buyer's decision-making process ■■ Understand the buyer's explicit and implicit needs ■■ Convince the customer by including relationship and emotional aspects ■■ Steer the negotiations through to the final agreement ■■ Build a relationship of trust ■■

■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Special features of this course

Take the buyer’s view The five wishes of every buyer.

Focusing on mutual interests and the buyer.

Adapting behaviour and technical skills at each step

of the sales approach.

Achieving success and understanding failure.

The buyer’s five wishes decoded To be a good salesperson, put yourself in the buyer’s shoes!

1]

I am important

2]

Be listened to and understood

3]

Demonstrate a tailored approach

4]

Make the right decision

5]

I am still important

Your five-point super-salesperson checklist:

Draw up a sales approach that is focused on the buyer Prepare the three key points of your sales meeting Discover the rational and emotional needs that will help you tailor your proposal.

Tailor the solution and your sales presentation to the buyer’s profile Handle objections and lead the buyer to conclude the sale

‘The buyer-driven sales process’ Role-play exercise on the five stages of the sales process > Decipher the customer’s reactions at each stage of the sale: preparation, discovery, support, agreement, promises delivered.

1_ Taking a different perspective • A key success factor • A key factor in successful sales: the buyer • Adapting the sales process to the buyer’s point of view • An overview of the sales process targeted on the buyer

Professional and personal motivations of buyers.

4_ Presenting your offer with passion • Checking that you have correctly understood • Adapting proposals to buyer needs • Adapting your style to fit in with the buyer 5_ Steering the way to mutual agreement • Handling objections • Leading buyers to a final agreement

The trial: ‘The sellers are accused of focusing solely on their own interests’ Team role-play: the defence, the prosecution, the jury and the judge > Present the case with conviction and feeling.

Discover the hidden world of your buyer Asking the right questions.

Building a closer relationship with buyers.

Active listening to understand buyers better.

Presenting your offer with passion Understanding buyer needs.

Adapting proposals to buyer needs.

Developing your argument by adapting your interpersonal

communication.

Steering the way to mutual agreement The true meaning of objections.

Responding to buyer questions and objections.

Helping buyers make a decision.

Building sustainable shared success Integrating buyer motivations.

Implementing the solution together with your buyer.

Best practices in relationship follow-up.

6_ Building sustainable shared success for you and your buyer • Delivering on your promises

The ‘botched sale’ exercise Practice exercise in two groups (sellers and buyers) on ten ways of destroying buyer trust > Learn about the levers for successful, recurring sales > Draw up a contract that will satisfy and be respected by everyone.

> Assessments both before and after the course > E-learning modules accessible for 1 year > Personalised support throughout your course

Key points

© Cegos 2011

Four 30’ e-learning modules

3_ Discover the hidden world of your buyer • Buyers’ different motivations • The art of questioning • The keys to obtaining information: active listening

PCP (Precise, Collaborative and Personal) objectives Team exercise > Analyse nine different objectives: are they PCP? Which ones are not PCP?

Final assessment

Two-day classroom course

2_ Preparing for shared success • Starting out with success in mind • Defining the objectives of shared success • The four steps to preparation • The finishing touch: your own preparation

Preparing for shared success Defining winning objectives for both parties.

Identification of aspects for attaining objectives.

Preparing the sales approach.

e-learning

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8508

Ref. 8508

1] 2] 3] 4] 5]

Progress self-assessment

High Performance Selling Target audience ■■ ■■

Salespeople, with or without experience Experienced salespeople in search of new techniques

Approach sales from the customer’s perspective and focus on his interests ■■ Stand out from your competitors ■■ Maximise customer satisfaction and loyalty ■■

Pre-requisites ■■

Programme

On-the-job benefits

There are no pre-requisites for this course

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

Achieve higher levels of customer satisfaction than your competitors More productive sales teams ■■ Increase customer-retention rates ■■ Create a strong emotional bond between you and your customers ■■

Develop a collaborative sales approach that takes into account the buyer's decision-making process ■■ Understand the buyer's explicit and implicit needs ■■ Convince the customer by including relationship and emotional aspects ■■ Steer the negotiations through to the final agreement ■■ Build a relationship of trust ■■

■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Special features of this course

Take the buyer’s view The five wishes of every buyer.

Focusing on mutual interests and the buyer.

Adapting behaviour and technical skills at each step

of the sales approach.

Achieving success and understanding failure.

The buyer’s five wishes decoded To be a good salesperson, put yourself in the buyer’s shoes!

1]

I am important

2]

Be listened to and understood

3]

Demonstrate a tailored approach

4]

Make the right decision

5]

I am still important

Your five-point super-salesperson checklist:

Draw up a sales approach that is focused on the buyer Prepare the three key points of your sales meeting Discover the rational and emotional needs that will help you tailor your proposal.

Tailor the solution and your sales presentation to the buyer’s profile Handle objections and lead the buyer to conclude the sale

‘The buyer-driven sales process’ Role-play exercise on the five stages of the sales process > Decipher the customer’s reactions at each stage of the sale: preparation, discovery, support, agreement, promises delivered.

1_ Taking a different perspective • A key success factor • A key factor in successful sales: the buyer • Adapting the sales process to the buyer’s point of view • An overview of the sales process targeted on the buyer

Professional and personal motivations of buyers.

4_ Presenting your offer with passion • Checking that you have correctly understood • Adapting proposals to buyer needs • Adapting your style to fit in with the buyer 5_ Steering the way to mutual agreement • Handling objections • Leading buyers to a final agreement

The trial: ‘The sellers are accused of focusing solely on their own interests’ Team role-play: the defence, the prosecution, the jury and the judge > Present the case with conviction and feeling.

Discover the hidden world of your buyer Asking the right questions.

Building a closer relationship with buyers.

Active listening to understand buyers better.

Presenting your offer with passion Understanding buyer needs.

Adapting proposals to buyer needs.

Developing your argument by adapting your interpersonal

communication.

Steering the way to mutual agreement The true meaning of objections.

Responding to buyer questions and objections.

Helping buyers make a decision.

Building sustainable shared success Integrating buyer motivations.

Implementing the solution together with your buyer.

Best practices in relationship follow-up.

6_ Building sustainable shared success for you and your buyer • Delivering on your promises

The ‘botched sale’ exercise Practice exercise in two groups (sellers and buyers) on ten ways of destroying buyer trust > Learn about the levers for successful, recurring sales > Draw up a contract that will satisfy and be respected by everyone.

> Assessments both before and after the course > E-learning modules accessible for 1 year > Personalised support throughout your course

Key points

© Cegos 2011

Four 30’ e-learning modules

3_ Discover the hidden world of your buyer • Buyers’ different motivations • The art of questioning • The keys to obtaining information: active listening

PCP (Precise, Collaborative and Personal) objectives Team exercise > Analyse nine different objectives: are they PCP? Which ones are not PCP?

Final assessment

Two-day classroom course

2_ Preparing for shared success • Starting out with success in mind • Defining the objectives of shared success • The four steps to preparation • The finishing touch: your own preparation

Preparing for shared success Defining winning objectives for both parties.

Identification of aspects for attaining objectives.

Preparing the sales approach.

e-learning

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8508

Ref. 8508

1] 2] 3] 4] 5]

Progress self-assessment

Three Dimensions of Sales Negotiation Target audience

On-the-job benefits

■■

■■

Sales people or sales team managers

Drive sales through effective negotiation Be a more proficient negotiator ■■ Be a confident negotiator ■■ Improve professional relationships ■■

Pre-requisites ■■

Programme

Proven experience in sales and negotiating

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

Understand the negotiation process ■■ Adapt your negotiating style to suit the context and what you know about the customer ■■ Optimise your preparation for negotiations ■■ Excel in face-to-face meetings by adopting the right behaviour ■■

Increase the long-term ROI of commercial agreements Find new ways to consolidate customer strategies ■■ Build effective relationships with your customers ■■ Develop the flexibility, adaptability and effectiveness of your sales teams ■■ ■■

Initial assessment

e-learning

Classroom training

Three 30’ e-learning modules

Two-day classroom course 1_ The three dimensions of sales negotiation • Process: organise the way you plan and prepare for your negotiations • Method: master the techniques of conducting negotiations • Relationships: adopt the most effective way to behave and communicate

Background to commercial negotiations Differences between selling and negotiating.

Positioning yourself in the negotiation context.

Special features of this course

Understand buyers better to negotiate better.

Preparing commercial negotiations

Three dimensions of sales negotiation

1]

Process: organise the way you plan and prepare for your negotiations

elationship-building: know the most 2] Reffective way to behave and communicate. tructure: master the techniques of 3] Sconducting negotiations.

The roadmap of successful negotiation meetings:

1] Maintain the balance of power 2] Allow yourself room for manoeuvre 3] Understand the difference between selling and negotiating

2_ Process: lay the groundwork for your sales negotiation • Evaluating the risks of sales negotiation • Choose your negotiating position before the meeting • Preparation

Stabilising the balance of power using the power index

Intensive practice for a first-hand experience of the three dimensions of negotiation

matrix.

Preparing margins of manoeuvre using the negotiable points matrix.

Anticipating requests using the bargaining chips matrix.

Commercial negotiations: 7 keys to effective meetings How to make a successful start.

Strengthening your negotiating position.

Two 30’ e-learning modules Commercial negotiations: coping with the pitfalls Dealing with buyer-specific negotiation techniques.

Dealing with assertive techniques.

Responding to intimidation and disqualification tactics.

Commercial negotiations: asserting yourself Listening skills.

Understanding buyers for improved negotiation.

Choosing the appropriate words.

Using the ‘FRANC’ method.

4_ The relationship: the heart of successful negotiation • Communicating effectively • Developing interpersonal relationships 5_ Conclusion: six-point checklist to the three dimensions of negotiation • Sell first, negotiate afterwards ... if necessary • If you feel like a hostage, free yourself first • Feel responsible for your company’s margins, not your client’s • Negotiate the various terms of the agreement • Create a favourable relationship at the end of the contract • Be a leader in your client relationship and not the great soloist virtuoso when negotiating with the buyer

The Piano case: the importance of relationships A high-impact video sequence: individual feelings and reflection, then work in sub-groups: >> Raise awareness of the importance of interpersonal relationships, over and above a command of negotiating techniques.

‘Eight buyer traps’: become negotiating tacticians!

A learning game in the form of a puzzle, played in sub-groups: >> Spot and understand each trap, and find ways to avoid them.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

Final assessment

3_ Method: be an effective negotiator in meetings with professional buyers • Mastering the seven keys to effective meetings • Avoiding the traps and tricks used by professional buyers

Steering towards a satisfying conclusion.

The Edelweiss case: what are the keys to successful negotiation?

Pairwork discussion and full-group summary on: >> The objective and process of negotiation.

e-learning

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8507

Ref. 8507

4] Never give away: always trade off 5] Be able to improvise 6] Reassure the other party 7] Steer the meeting

Progress self-assessment

Three Dimensions of Sales Negotiation Target audience

On-the-job benefits

■■

■■

Sales people or sales team managers

Drive sales through effective negotiation Be a more proficient negotiator ■■ Be a confident negotiator ■■ Improve professional relationships ■■

Pre-requisites ■■

Programme

Proven experience in sales and negotiating

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

Understand the negotiation process ■■ Adapt your negotiating style to suit the context and what you know about the customer ■■ Optimise your preparation for negotiations ■■ Excel in face-to-face meetings by adopting the right behaviour ■■

Increase the long-term ROI of commercial agreements Find new ways to consolidate customer strategies ■■ Build effective relationships with your customers ■■ Develop the flexibility, adaptability and effectiveness of your sales teams ■■ ■■

Initial assessment

e-learning

Classroom training

Three 30’ e-learning modules

Two-day classroom course 1_ The three dimensions of sales negotiation • Process: organise the way you plan and prepare for your negotiations • Method: master the techniques of conducting negotiations • Relationships: adopt the most effective way to behave and communicate

Background to commercial negotiations Differences between selling and negotiating.

Positioning yourself in the negotiation context.

Special features of this course

Understand buyers better to negotiate better.

Preparing commercial negotiations

Three dimensions of sales negotiation

1]

Process: organise the way you plan and prepare for your negotiations

elationship-building: know the most 2] Reffective way to behave and communicate. tructure: master the techniques of 3] Sconducting negotiations.

The roadmap of successful negotiation meetings:

1] Maintain the balance of power 2] Allow yourself room for manoeuvre 3] Understand the difference between selling and negotiating

2_ Process: lay the groundwork for your sales negotiation • Evaluating the risks of sales negotiation • Choose your negotiating position before the meeting • Preparation

Stabilising the balance of power using the power index

Intensive practice for a first-hand experience of the three dimensions of negotiation

matrix.

Preparing margins of manoeuvre using the negotiable points matrix.

Anticipating requests using the bargaining chips matrix.

Commercial negotiations: 7 keys to effective meetings How to make a successful start.

Strengthening your negotiating position.

Two 30’ e-learning modules Commercial negotiations: coping with the pitfalls Dealing with buyer-specific negotiation techniques.

Dealing with assertive techniques.

Responding to intimidation and disqualification tactics.

Commercial negotiations: asserting yourself Listening skills.

Understanding buyers for improved negotiation.

Choosing the appropriate words.

Using the ‘FRANC’ method.

4_ The relationship: the heart of successful negotiation • Communicating effectively • Developing interpersonal relationships 5_ Conclusion: six-point checklist to the three dimensions of negotiation • Sell first, negotiate afterwards ... if necessary • If you feel like a hostage, free yourself first • Feel responsible for your company’s margins, not your client’s • Negotiate the various terms of the agreement • Create a favourable relationship at the end of the contract • Be a leader in your client relationship and not the great soloist virtuoso when negotiating with the buyer

The Piano case: the importance of relationships A high-impact video sequence: individual feelings and reflection, then work in sub-groups: >> Raise awareness of the importance of interpersonal relationships, over and above a command of negotiating techniques.

‘Eight buyer traps’: become negotiating tacticians!

A learning game in the form of a puzzle, played in sub-groups: >> Spot and understand each trap, and find ways to avoid them.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

Final assessment

3_ Method: be an effective negotiator in meetings with professional buyers • Mastering the seven keys to effective meetings • Avoiding the traps and tricks used by professional buyers

Steering towards a satisfying conclusion.

The Edelweiss case: what are the keys to successful negotiation?

Pairwork discussion and full-group summary on: >> The objective and process of negotiation.

e-learning

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8507

Ref. 8507

4] Never give away: always trade off 5] Be able to improvise 6] Reassure the other party 7] Steer the meeting

Progress self-assessment

Influencing and Persuasion Convincing your Customers

Target audience

On-the-job benefits

■■

■■

■■

Sales executives Anyone who needs to present a case to a customer

Greater self-assurance in business dealings Greater efficiency in delicate business situations ■■ Greater self-confidence ■■

Pre-requisites ■■

Programme Knowledge self-assessment

Benefits for the company

Previous experience in sales

Higher sales and margins More customer trust ■■ Higher customer loyalty ■■ A modern corporate image (in part based on its ethical approach to business) ■■ Dedicated teams embracing meaningful, shared values

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

■■

Objectives

■■

Learn new sustainable, ethical methods for persuading customers Develop customer-focused attitudes and behaviour patterns to build loyalty ■■ Build self-confidence and your personal resources ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules The art of persuading through listening Incorporating the five stages of persuasion into

Special features of this course

your arguments.

Using the benefits of listening to help you persuade

others.

Reassuring your customer that he is being listened

Leveraging business persuasion

to and understood.

EX

PR

AT I

ES

S IO

BID

IP

client

CH NIQ U E S

SH

N TE

ON

TECHNIQUES AN D AR GUM EN TA TIO

N

REL

charisma CO

NF

IDE

NCE

Reinforcing your argument with active listening.

Convincing customers with a winning offer

Jammin’ Role-play: a ‘sales executive’ team probes a ‘customer’ team to fine-tune its sales pitch: >> Decoding the customer’s environment and personal stakes >> Building a winning offer ’Lift’ game: 30 seconds to sell Delivering your message: >> Making a case fast >> Using your voice and body language to boost your impact

ETHICS LF

the customer to think in a more mature way.

High-impact exercises to harness the six keys to persuasion

LISTEN

em

ot

io

ns

How ethics leverages persuasion:

>> Leaving your agenda to one side to listen openly

Identifying the factors involved in your customer’s act

of buying.

Adapting your offer and your arguments to cement your credibility.

Using comparative arguments in an ethical way to convince your customer when faced with an offer from a competitor.

Structuring your offer in a way that convinces effectively.

Final assessment

Three 30’ e-learning modules

1_ An ethical approach to convincing and persuading • Convincing and persuading: two complementary sales approaches • Five keys to persuasion: listening, sales techniques, speaking skills, emotional sincerity and self-confidence • Five steps to customer decision-making

Playing on the irrational aspects to reinforce

3_ Winning over customers with winning offers • Building a winning offer: comparative argumentation • Taking the customer’s environment and personal stakes into account • Adapting to the decision-making group 4_ Using your speaking skills to promote your offer • Using communication techniques to give your presentation more punch • Influencing without manipulating • Using your body and voice for greater impact • Making an effective presentation to adjudicators 5_ Nurturing a genuine bond with the customer • The importance of emotions in the decision process: the emotional curve • Putting the customer’s negative emotions into words • Expressing your own negative emotions, using the FRANC method

The presentation for the ‘adjudication panel’ Role-play in three groups (two ‘sales-executive’ teams and one ‘adjudication panel’): >> Using speaking techniques to promote your offer >> Gaining advantages over a rival

e-learning

Two-day classroom course

2_ Make listening your prime lever for convincing • Using the SAFI method to uncover needs and generate desire for change • Active listening techniques: empathy and rephrasing

Mastering the power of questioning to encourage

O

SE

Progress self-assessment

Using formal power to encourage debate your customer relationships.

Using expression techniques to reinforce your power

of persuasion in sales.

Reinforcing your power of persuasion using non-verbal

communication.

Maintaining your influence through continual interaction.

Using emotions to build trust Being aware of the role of emotions.

Managing the customer’s negative emotions.

Expressing your own negative emotions.

Using positive, true emotions.

Encouraging the customer’s positive emotions

at the conclusion stage.

Developing your charisma in difficult situations Deciphering ineffective behaviour that can damage

credibility.

Three tools to help you develop your self-confidence

and charisma.

Reinforcing your personal impact during the prospecting

phase.

Consolidating the sale during the negotiation phase.

Techniques to help you be assertive in difficult situations.

6_ Developing self-confidence • Building up your positive beliefs • Emotional rebalancing • Reframing the stakes

The FRANC method Microsituations in groups of three: >> Building genuine relationships with customers

>> Carving out the solutions that your customers really need >> Presenting solutions attractively, without manipulating your audience >> Sharing genuine emotions

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8516

Ref. 8516

How self-confidence enhances your credibility

Influencing and Persuasion Convincing your Customers

Target audience

On-the-job benefits

■■

■■

■■

Sales executives Anyone who needs to present a case to a customer

Greater self-assurance in business dealings Greater efficiency in delicate business situations ■■ Greater self-confidence ■■

Pre-requisites ■■

Programme Knowledge self-assessment

Benefits for the company

Previous experience in sales

Higher sales and margins More customer trust ■■ Higher customer loyalty ■■ A modern corporate image (in part based on its ethical approach to business) ■■ Dedicated teams embracing meaningful, shared values

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

■■

Objectives

■■

Learn new sustainable, ethical methods for persuading customers Develop customer-focused attitudes and behaviour patterns to build loyalty ■■ Build self-confidence and your personal resources ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules The art of persuading through listening Incorporating the five stages of persuasion into

Special features of this course

your arguments.

Using the benefits of listening to help you persuade

others.

Reassuring your customer that he is being listened

Leveraging business persuasion

to and understood.

EX

PR

AT I

ES

S IO

BID

IP

client

CH NIQ U E S

SH

N TE

ON

TECHNIQUES AN D AR GUM EN TA TIO

N

REL

charisma CO

NF

IDE

NCE

Reinforcing your argument with active listening.

Convincing customers with a winning offer

Jammin’ Role-play: a ‘sales executive’ team probes a ‘customer’ team to fine-tune its sales pitch: >> Decoding the customer’s environment and personal stakes >> Building a winning offer ’Lift’ game: 30 seconds to sell Delivering your message: >> Making a case fast >> Using your voice and body language to boost your impact

ETHICS LF

the customer to think in a more mature way.

High-impact exercises to harness the six keys to persuasion

LISTEN

em

ot

io

ns

How ethics leverages persuasion:

>> Leaving your agenda to one side to listen openly

Identifying the factors involved in your customer’s act

of buying.

Adapting your offer and your arguments to cement your credibility.

Using comparative arguments in an ethical way to convince your customer when faced with an offer from a competitor.

Structuring your offer in a way that convinces effectively.

Final assessment

Three 30’ e-learning modules

1_ An ethical approach to convincing and persuading • Convincing and persuading: two complementary sales approaches • Five keys to persuasion: listening, sales techniques, speaking skills, emotional sincerity and self-confidence • Five steps to customer decision-making

Playing on the irrational aspects to reinforce

3_ Winning over customers with winning offers • Building a winning offer: comparative argumentation • Taking the customer’s environment and personal stakes into account • Adapting to the decision-making group 4_ Using your speaking skills to promote your offer • Using communication techniques to give your presentation more punch • Influencing without manipulating • Using your body and voice for greater impact • Making an effective presentation to adjudicators 5_ Nurturing a genuine bond with the customer • The importance of emotions in the decision process: the emotional curve • Putting the customer’s negative emotions into words • Expressing your own negative emotions, using the FRANC method

The presentation for the ‘adjudication panel’ Role-play in three groups (two ‘sales-executive’ teams and one ‘adjudication panel’): >> Using speaking techniques to promote your offer >> Gaining advantages over a rival

e-learning

Two-day classroom course

2_ Make listening your prime lever for convincing • Using the SAFI method to uncover needs and generate desire for change • Active listening techniques: empathy and rephrasing

Mastering the power of questioning to encourage

O

SE

Progress self-assessment

Using formal power to encourage debate your customer relationships.

Using expression techniques to reinforce your power

of persuasion in sales.

Reinforcing your power of persuasion using non-verbal

communication.

Maintaining your influence through continual interaction.

Using emotions to build trust Being aware of the role of emotions.

Managing the customer’s negative emotions.

Expressing your own negative emotions.

Using positive, true emotions.

Encouraging the customer’s positive emotions

at the conclusion stage.

Developing your charisma in difficult situations Deciphering ineffective behaviour that can damage

credibility.

Three tools to help you develop your self-confidence

and charisma.

Reinforcing your personal impact during the prospecting

phase.

Consolidating the sale during the negotiation phase.

Techniques to help you be assertive in difficult situations.

6_ Developing self-confidence • Building up your positive beliefs • Emotional rebalancing • Reframing the stakes

The FRANC method Microsituations in groups of three: >> Building genuine relationships with customers

>> Carving out the solutions that your customers really need >> Presenting solutions attractively, without manipulating your audience >> Sharing genuine emotions

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8516

Ref. 8516

How self-confidence enhances your credibility

Customer Relationships... that Last!

Target audience ■■

Anyone in direct or indirect contact with customers

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Understand the factors that generate customer loyalty Understand and overcome hurdles in your relationships ■■ Combine influencing with respect for the customer ■■ Turn each key contact into a loyal relationship ■■ Focus on personal qualities for successful customer relationships ■■ ■■

Programme

On-the-job benefits

Influence customer relationships and enhance your work in customer relations ■■ Move beyond conventional customer relationships ■■ Enhance your interpersonal relationship skills ■■ Take a step back to become more skilled and effective in relationship-building ■■

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Strengthen your competitive advantage Achieve lasting improvements in customer satisfaction and loyalty ■■ Improve staff motivation and commitment to customer service ■■ Make your staff more effective and productive ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Special features of this course

Two-day classroom course 1_ Understanding the drivers of customer preference • Re-thinking your contribution to the customer relationship • Distinguishing between customers’ implicit and explicit expectations • Analysing the mechanics of customer satisfaction • What is customer loyalty?

Customer relationship: the stakes Criteria for assessing customer satisfaction.

Differentiating between customer satisfaction and customer preference.

Identifying true exchanges with customers.

The key emotions in creating customer loyalty.

Managing the emotional aspect successfully.

Three levers for building customer relationships that last The keys to lasting relationships in four course highlights

Developing loyalty through customer relationships Focusing on customer satisfaction to develop loyalty.

The cocktail game Role-play: introduce yourself to the other participants, explain and debrief your experience >> Make a good first impression

Understanding the levers of customer preference.

Managing situations of dissatisfaction.

Advising customers wisely to win repeat business.

‘Customer journey’ workshop experience ‘The blind and the dumb’ ‘Emotional event’ in the form of a role-play: >> Discover the barriers to communication >> Experience the impact of emotions in relationships

4_ Influencing customers with integrity • Enhancing your customer service skills • Encouraging customer loyalty • Preserving relationships in difficult situations

‘Difficult situations’ workshop In sub-groups of two or three people: >> Handle difficult situations without compromising the customer relationship

5_ Anchoring customer preference • Keeping your promises to the customer • Advising the customer wisely to win repeat business • Anticipating customer needs and knowing how to surprise

Understand how to adapt to each customer and each type of contact Empathise with your customers to build understanding relationships Engage with the customer to create a lasting impression of efficacy and influence

© Cegos 2011

Final assessment

Three 30’ e-learning modules Customer relationship: building trust Identifying the challenges of contact with customers.

Enhancing your interpersonal relationship skills.

Establishing close communication with customers.

Preserving relationships in difficult situations.

Customer relationship: practising active listening Encouraging the expression of customer needs.

Asking the right questions.

Overcoming obstacles to mutual understanding.

Showing empathetic listening using the appropriate

techniques.

Customer relationship: reaching agreement Using customer needs to support your argument.

Focusing on benefits for the customer.

Using service-oriented vocabulary.

Winning customer loyalty despite difficulties.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

e-learning

|

| www.global-learning-cegos.com |

Ref. 8509

Ref. 8509

2_ Developing your professional engagement towards customer service • Linking your role to company goals • Facing customers • Managing customer conversations 3_ Showing empathy • Exploring the impact of emotion in interpersonal communication • Showing the customer respect and consideration • Developing interpersonal confidence

>> Become aware of your role, based on the customer

1] 2] 3]

Progress self-assessment

Customer Relationships... that Last!

Target audience ■■

Anyone in direct or indirect contact with customers

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Understand the factors that generate customer loyalty Understand and overcome hurdles in your relationships ■■ Combine influencing with respect for the customer ■■ Turn each key contact into a loyal relationship ■■ Focus on personal qualities for successful customer relationships ■■ ■■

Programme

On-the-job benefits

Influence customer relationships and enhance your work in customer relations ■■ Move beyond conventional customer relationships ■■ Enhance your interpersonal relationship skills ■■ Take a step back to become more skilled and effective in relationship-building ■■

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Strengthen your competitive advantage Achieve lasting improvements in customer satisfaction and loyalty ■■ Improve staff motivation and commitment to customer service ■■ Make your staff more effective and productive ■■ ■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Special features of this course

Two-day classroom course 1_ Understanding the drivers of customer preference • Re-thinking your contribution to the customer relationship • Distinguishing between customers’ implicit and explicit expectations • Analysing the mechanics of customer satisfaction • What is customer loyalty?

Customer relationship: the stakes Criteria for assessing customer satisfaction.

Differentiating between customer satisfaction and customer preference.

Identifying true exchanges with customers.

The key emotions in creating customer loyalty.

Managing the emotional aspect successfully.

Three levers for building customer relationships that last The keys to lasting relationships in four course highlights

Developing loyalty through customer relationships Focusing on customer satisfaction to develop loyalty.

The cocktail game Role-play: introduce yourself to the other participants, explain and debrief your experience >> Make a good first impression

Understanding the levers of customer preference.

Managing situations of dissatisfaction.

Advising customers wisely to win repeat business.

‘Customer journey’ workshop experience ‘The blind and the dumb’ ‘Emotional event’ in the form of a role-play: >> Discover the barriers to communication >> Experience the impact of emotions in relationships

4_ Influencing customers with integrity • Enhancing your customer service skills • Encouraging customer loyalty • Preserving relationships in difficult situations

‘Difficult situations’ workshop In sub-groups of two or three people: >> Handle difficult situations without compromising the customer relationship

5_ Anchoring customer preference • Keeping your promises to the customer • Advising the customer wisely to win repeat business • Anticipating customer needs and knowing how to surprise

Understand how to adapt to each customer and each type of contact Empathise with your customers to build understanding relationships Engage with the customer to create a lasting impression of efficacy and influence

© Cegos 2011

Final assessment

Three 30’ e-learning modules Customer relationship: building trust Identifying the challenges of contact with customers.

Enhancing your interpersonal relationship skills.

Establishing close communication with customers.

Preserving relationships in difficult situations.

Customer relationship: practising active listening Encouraging the expression of customer needs.

Asking the right questions.

Overcoming obstacles to mutual understanding.

Showing empathetic listening using the appropriate

techniques.

Customer relationship: reaching agreement Using customer needs to support your argument.

Focusing on benefits for the customer.

Using service-oriented vocabulary.

Winning customer loyalty despite difficulties.

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

e-learning

|

| www.global-learning-cegos.com |

Ref. 8509

Ref. 8509

2_ Developing your professional engagement towards customer service • Linking your role to company goals • Facing customers • Managing customer conversations 3_ Showing empathy • Exploring the impact of emotion in interpersonal communication • Showing the customer respect and consideration • Developing interpersonal confidence

>> Become aware of your role, based on the customer

1] 2] 3]

Progress self-assessment

Purchasing Best Practices Target audience ■■

Anyone in purchasing (production and non-production): purchasing managers, lead buyers, commodity buyers, project buyers, site buyers, etc

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Programme

On-the-job benefits Access best practice Limit the risks inherent in purchasing ■■ Develop reliable relationships with suppliers ■■ Control costs ■■ Know how to sell the added value of the function ■■ ■■

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Progress self-assessment

Benefits for the company Improve the professionalism of your buyers Standardise practices across your purchasing teams ■■ Unite teams around purchasing best practices ■■ Develop a purchasing community and network ■■ Encourage smoother teamwork between internal functions ■■

Master every stage of the purchasing process Take advantage of the best purchasing practices and tools ■■ Manage relationships with the different customer representatives ■■ Anticipate and manage purchasing risks ■■ ■■

■■

Initial assessment

e-learning

Final assessment

Classroom training

Five 30’ e-learning modules

Special features of this course

Two-day classroom course

The purchasing process Assessing the purchasing

Purchasing project: cost analysis stakes for the company.

Calculating the Total Cost of Ownership (TCO).

Understanding the purchasing process.

Understanding the mechanics of pricing.

Identifying the key players in the purchasing process.

The purchasing rocket: an eight-step process

Defining a cost model based on cost drivers.

Analysing your purchasing portfolio.

Purchasing strategies

Purchasing project: needs analysis

Defining a purchasing strategy.

Assessing a purchasing project’s technical file.

Using a key factor analysis model:

Performing a precise and well-structured analysis

ANALYSE : 1) Identifying the need 2) Analysing the supplier market 3) Analysing costs STRATEGY: 4) Building a purchasing strategy ACTIONS: 5) Tendering and analysing offers 6) Negotiating 7) Contracting 8) Monitoring performance

the SWOT matrix.

Analysing purchasing risks.

of a technical file.

Developing your listening skills.

Using quantitative and financial data in your analysis.

Optimising specifications.

Identifying appropriate strategic levers.

Defining strategic purchasing action plans.

1_ Integrated purchasing process • Mastering the eight steps of successful purchasing • Division of responsibilities • Analysing expenditure 2_ Identifying needs • Analysing needs • Working with requesters • Challenging needs 3_ Analysing the supplier market • Analysing competition in the supplier market • Analysing suppliers on their market 4_ Sourcing • Risk analysis • Selecting suppliers

Purchasing project: supplier market analysis

5_ Analysing costs • Pricing policy • Cost models • TCO: Total Cost of Ownership

Gathering relevant information.

Analysing market forces.

Applying the nine-point supplier risk assessment.

Communicating recommendations to internal players

effectively.

6_ Purchasing strategy • Levers • Designing and presenting your purchasing strategy 7_ Negotiating • Laying the groundwork for success

State of the art diagnostic

8_ Monitoring supplier performance • Managing the relationship with key suppliers • Defining performance indicators • Creating your scorecard

Carry through a true-to-life corporate purchase process, based on case studies Look at the three areas of analysis from a fresh perspective: >> Analyse your competitive environment using Porter’s model >> Make every buyer’s dream come true by learning to calculate your "target price" using the Cost Model

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8510

Ref. 8510

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

>> Review the way in which you describe a need by optimising the buyer-seller pair

Purchasing Best Practices Target audience ■■

Anyone in purchasing (production and non-production): purchasing managers, lead buyers, commodity buyers, project buyers, site buyers, etc

Pre-requisites ■■

There are no pre-requisites for this course

Objectives

Programme

On-the-job benefits Access best practice Limit the risks inherent in purchasing ■■ Develop reliable relationships with suppliers ■■ Control costs ■■ Know how to sell the added value of the function ■■ ■■

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Progress self-assessment

Benefits for the company Improve the professionalism of your buyers Standardise practices across your purchasing teams ■■ Unite teams around purchasing best practices ■■ Develop a purchasing community and network ■■ Encourage smoother teamwork between internal functions ■■

Master every stage of the purchasing process Take advantage of the best purchasing practices and tools ■■ Manage relationships with the different customer representatives ■■ Anticipate and manage purchasing risks ■■ ■■

■■

Initial assessment

e-learning

Final assessment

Classroom training

Five 30’ e-learning modules

Special features of this course

Two-day classroom course

The purchasing process Assessing the purchasing

Purchasing project: cost analysis stakes for the company.

Calculating the Total Cost of Ownership (TCO).

Understanding the purchasing process.

Understanding the mechanics of pricing.

Identifying the key players in the purchasing process.

The purchasing rocket: an eight-step process

Defining a cost model based on cost drivers.

Analysing your purchasing portfolio.

Purchasing strategies

Purchasing project: needs analysis

Defining a purchasing strategy.

Assessing a purchasing project’s technical file.

Using a key factor analysis model:

Performing a precise and well-structured analysis

ANALYSE : 1) Identifying the need 2) Analysing the supplier market 3) Analysing costs STRATEGY: 4) Building a purchasing strategy ACTIONS: 5) Tendering and analysing offers 6) Negotiating 7) Contracting 8) Monitoring performance

the SWOT matrix.

Analysing purchasing risks.

of a technical file.

Developing your listening skills.

Using quantitative and financial data in your analysis.

Optimising specifications.

Identifying appropriate strategic levers.

Defining strategic purchasing action plans.

1_ Integrated purchasing process • Mastering the eight steps of successful purchasing • Division of responsibilities • Analysing expenditure 2_ Identifying needs • Analysing needs • Working with requesters • Challenging needs 3_ Analysing the supplier market • Analysing competition in the supplier market • Analysing suppliers on their market 4_ Sourcing • Risk analysis • Selecting suppliers

Purchasing project: supplier market analysis

5_ Analysing costs • Pricing policy • Cost models • TCO: Total Cost of Ownership

Gathering relevant information.

Analysing market forces.

Applying the nine-point supplier risk assessment.

Communicating recommendations to internal players

effectively.

6_ Purchasing strategy • Levers • Designing and presenting your purchasing strategy 7_ Negotiating • Laying the groundwork for success

State of the art diagnostic

8_ Monitoring supplier performance • Managing the relationship with key suppliers • Defining performance indicators • Creating your scorecard

Carry through a true-to-life corporate purchase process, based on case studies Look at the three areas of analysis from a fresh perspective: >> Analyse your competitive environment using Porter’s model >> Make every buyer’s dream come true by learning to calculate your "target price" using the Cost Model

© Cegos 2011

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8510

Ref. 8510

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

>> Review the way in which you describe a need by optimising the buyer-seller pair

Managing And Winning Tough Purchasing Negotiations The Key Success Factors for Purchasing Professionals

Target audience

On-the-job benefits

■■

■■

■■

Purchasing portfolio managers.

Purchasing team members.

Consistently achieve objectives (especially in terms of gains) A more composed approach to negotiation meetings ■■ Stand your ground with seasoned sales executives ■■ Analyse your own performance and make visible progress ■■ Build your ability to deal with any purchasing situation, including very complex issues ■■

Pre-requisites ■■

Programme

At least one year’s experience in purchasing negotiations or training in purchasing best practices

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

More attractive terms than your competitors and the best available purchasing solutions ■■ Purchasing excellence to secure supplier preference ■■ Purchasing team flexibility ■■ Purchasing policy rollout, especially in terms of cost reductions ■■ Anticipate and offset supplier-side risks more effectively ■■

Identify and use purchasing negotiation best practices in all circumstances.

■■ Succeed with your purchasing negotiations by using the entire register of emotions.

■■ Identify suitable behaviours and put them into practice.

■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Two-day classroom course 1_ Context-type 1 - everyday (basic negotiation situation) • The impact of emotions • A simple situational audit to define your negotiation strategies • Organising the negotiation process - the 6 Cs principle • Identifying perception modes

Impact of emotion in purchasing Organising your purchasing negotiations.

Measuring the impact of emotions on your behaviour.

Special features of this course

Mastering your emotions and behaviour in purchasing

negotiations.

Four key aspects of purchasing meetings to stay in control in any situation

Structuring your argument Constructing arguments that will have a strong impact

on the seller.

Classifying your arguments according to their importance

and knowing when to use them.

O

Building your presentation according to the clauses

AL CONTEXT USU

to be negotiated.

SU PPLIERS

EV TEXT

I N T E R N AT I O N A

CON

L C O

AY

NT

YD

EX

ER

T

ge

Me

on

Ma

na

s

Situational intelligence

ment of emo

ti

CO

LI

CT

CO

NTEX

T

TS

UND

NT

L CONTAC

CO

ERN A

UR

E

IN T

EX

T

thodology Behaviour

NF

ER

E PR

SS

Crossing the line Role-play in pairs: > Make your case. > Change the other party’s mind.

Managing emotions’ sequences Role-play: > Assess your own reactions in difficult situations. > Use tools to react efficiently and fast.

Situational assessments A two-step case study (spanning the classroom course and an e-learning module): > Assess your power over the seller. > The right levers to make your case. > Their strategic impact on your negotiation.

e-learning

Final assessment

Three 30’ e-learning modules Buying negotiation: analysing the situation Defining situational intelligence.

Being aware of your emotions.

Carrying out your situational diagnostic.

Developing added negotiating power.

Understanding the salesman Understanding your suppliers’ preferred mode

of perception.

Obtaining the right information.

Checking that messages have been understood.

Conflict in purchasing Understanding conflict.

Evaluating terms and conditions in order to anticipate

a breakdown in negotiation.

Using the DESC method to manage conflict.

Acting upon the right level to change the seller’s position.

4_ Context-type 4 - conflict • Controlling emotions associated with sudden reactions • Investigating the motivations and actual intentions of those involved • The tools to unlock a difficult negotiation meeting • Defusing an aggressive situation 5_ Context-type 5 - international environment • Identifying and taking account of the place of emotions in a culture • Analysing the major components of a culture • Taking account of the methodological details of international negotiation • Developing your flexibility and moving your markers

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8525

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

2_ Context-type 2 - ongoing negotiation • Reducing the influence of beliefs and judgements that limit the buyer’s behaviour • Using informal exchanges • Asking questions and making cases effectively • Using verbal, para-verbal and non-verbal communication 3_ Context-type 3 - functioning under pressure • Mentally preparing for a meeting with high stakes • Assessing the situation objectively • Cementing your arguments • Developing assertive reflexes

The international puzzle Game in subgroups Find the pieces of the puzzle for the country of your choice: > Your contacts, their specific cultural preferences and the variables. > Their impact on the negotiation.

A course in negotiation skills devised specifically for purchasing officers Accommodating the substantial difference between selling and purchasing negotiations: > Purchasers want to make sure they get the best bid in order to protect their interests That is the main point of purchasing negotiations. > Sellers want to close the deal as quickly as possible to avoid having to improve their bid to the point where it hurts their interests.

Ref. 8525

Progress self-assessment

Managing And Winning Tough Purchasing Negotiations The Key Success Factors for Purchasing Professionals

Target audience

On-the-job benefits

■■

■■

■■

Purchasing portfolio managers.

Purchasing team members.

Consistently achieve objectives (especially in terms of gains) A more composed approach to negotiation meetings ■■ Stand your ground with seasoned sales executives ■■ Analyse your own performance and make visible progress ■■ Build your ability to deal with any purchasing situation, including very complex issues ■■

Pre-requisites ■■

Programme

At least one year’s experience in purchasing negotiations or training in purchasing best practices

Knowledge self-assessment

Classroom training: ongoing role-play exercises, case studies, peer coaching, individual action plan, etc

Introduction and the first tools

Cement knowledge and practice

Benefits for the company

Objectives

More attractive terms than your competitors and the best available purchasing solutions ■■ Purchasing excellence to secure supplier preference ■■ Purchasing team flexibility ■■ Purchasing policy rollout, especially in terms of cost reductions ■■ Anticipate and offset supplier-side risks more effectively ■■

Identify and use purchasing negotiation best practices in all circumstances.

■■ Succeed with your purchasing negotiations by using the entire register of emotions.

■■ Identify suitable behaviours and put them into practice.

■■

Initial assessment

e-learning

Classroom training

Two 30’ e-learning modules

Two-day classroom course 1_ Context-type 1 - everyday (basic negotiation situation) • The impact of emotions • A simple situational audit to define your negotiation strategies • Organising the negotiation process - the 6 Cs principle • Identifying perception modes

Impact of emotion in purchasing Organising your purchasing negotiations.

Measuring the impact of emotions on your behaviour.

Special features of this course

Mastering your emotions and behaviour in purchasing

negotiations.

Four key aspects of purchasing meetings to stay in control in any situation

Structuring your argument Constructing arguments that will have a strong impact

on the seller.

Classifying your arguments according to their importance

and knowing when to use them.

O

Building your presentation according to the clauses

AL CONTEXT USU

to be negotiated.

SU PPLIERS

EV TEXT

I N T E R N AT I O N A

CON

L C O

AY

NT

YD

EX

ER

T

ge

Me

on

Ma

na

s

Situational intelligence

ment of emo

ti

CO

LI

CT

CO

NTEX

T

TS

UND

NT

L CONTAC

CO

ERN A

UR

E

IN T

EX

T

thodology Behaviour

NF

ER

E PR

SS

Crossing the line Role-play in pairs: > Make your case. > Change the other party’s mind.

Managing emotions’ sequences Role-play: > Assess your own reactions in difficult situations. > Use tools to react efficiently and fast.

Situational assessments A two-step case study (spanning the classroom course and an e-learning module): > Assess your power over the seller. > The right levers to make your case. > Their strategic impact on your negotiation.

e-learning

Final assessment

Three 30’ e-learning modules Buying negotiation: analysing the situation Defining situational intelligence.

Being aware of your emotions.

Carrying out your situational diagnostic.

Developing added negotiating power.

Understanding the salesman Understanding your suppliers’ preferred mode

of perception.

Obtaining the right information.

Checking that messages have been understood.

Conflict in purchasing Understanding conflict.

Evaluating terms and conditions in order to anticipate

a breakdown in negotiation.

Using the DESC method to manage conflict.

Acting upon the right level to change the seller’s position.

4_ Context-type 4 - conflict • Controlling emotions associated with sudden reactions • Investigating the motivations and actual intentions of those involved • The tools to unlock a difficult negotiation meeting • Defusing an aggressive situation 5_ Context-type 5 - international environment • Identifying and taking account of the place of emotions in a culture • Analysing the major components of a culture • Taking account of the methodological details of international negotiation • Developing your flexibility and moving your markers

© Cegos 2011

|

| www.global-learning-cegos.com |

Ref. 8525

> > Assessments both before and after the course > > E-learning modules accessible for 1 year > > Personalised support throughout your course

Key points

© Cegos 2011

2_ Context-type 2 - ongoing negotiation • Reducing the influence of beliefs and judgements that limit the buyer’s behaviour • Using informal exchanges • Asking questions and making cases effectively • Using verbal, para-verbal and non-verbal communication 3_ Context-type 3 - functioning under pressure • Mentally preparing for a meeting with high stakes • Assessing the situation objectively • Cementing your arguments • Developing assertive reflexes

The international puzzle Game in subgroups Find the pieces of the puzzle for the country of your choice: > Your contacts, their specific cultural preferences and the variables. > Their impact on the negotiation.

A course in negotiation skills devised specifically for purchasing officers Accommodating the substantial difference between selling and purchasing negotiations: > Purchasers want to make sure they get the best bid in order to protect their interests That is the main point of purchasing negotiations. > Sellers want to close the deal as quickly as possible to avoid having to improve their bid to the point where it hurts their interests.

Ref. 8525

Progress self-assessment