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View Live Stats View ReviewsDeveloping Personal Impact & Building Productive Relationships
Face to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.
From £470 List price £650
- 1 day Instructor-led workshop
- Courses never cancelled
- Restaurant lunch
Syllabus
Who is this course for?
This workshop is designed for professionals from all walks of life who would like to develop their interpersonal skills, with a focus on improving relationships with colleagues, clients, and all types of both internal and external stakeholders. This course is perfect for those who want to improve communication and collaboration, overcome relationship issues and heighten awareness of the impact we can have on others.
Benefits
By the end of this course you will:- Build a better awareness of self and others
- Learn techniques to strengthen relationships, overcome communication issues and be more clear and assertive
- Apply techniques to a range of real-life, practical issues
Together with the facilitator course, this course constitutes a part of a wider range of our leadership and management courses.
Course Syllabus
Understanding Personal Impact at Work
The importance of personal impact and how you work with others
Understanding your personal communication style
Building self-awareness using the Johari Window
Professional skills and the mindset of others
Building Productive Relationships
Self-confidence and the centre of knowledge
Maintaining and strengthening relationships
How to build rapport with others
Do's and don'ts when building relationships
Empathy and understanding others' needs
The Rules of Likeability
Dealing with Practical Issues
Assertiveness - communicating clearly and avoiding passive or aggressive communication
Managing difficult attitudes
Influencing strategies
Adapting your communication style to be better understood
How to ask and receive feedback in a sensitive manner
Prices & Dates
What you get
"What do I get on the day?"
Arguably, the most experienced and highest motivated trainers.
Face-to-face training
Training is held in our modern, comfortable, air-conditioned suites.
Lunch, breaks and timing
A hot lunch is provided at local restaurants near our venues:
- Bloomsbury
- Limehouse
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Browse the sample menus and view joining information (how to get to our venues).
Refreshments
Available throughout the day:
- Hot beverages
- Clean, filtered water
- Biscuits
Online training
Regular breaks throughout the day.
Learning tools
In-course handbook
Contains unit objectives, exercises and space to write notes
24 months access to trainers
Your questions answered on our support forum.
Training formats & Services
Training Formats & Services
|
Testimonials
Jupiter Marketing
Kevin Jones,
Health & Safety, Facilities And Packaging Manager
Very well presented. Has sunk in.
Developing Personal Impact & Building Productive Relationships
Expleo
Angela McEwen,
L&D Coordinator
This is my second course with Tony B, and it's been great to merge what I've learnt before with new content and perspectives today. I love collaborating with others in my organisation as well.
Developing Personal Impact & Building Productive Relationships
Queen Mary University London
Helena Desousa,
Portering & Postal Services Manager
You are doing it right
Developing Personal Impact & Building Productive Relationships
Training manual sample
Below are some extracts from our Developing Personal Impact & Building Productive Relationships manual.
Behavioural Style Questionnaire
Instructions
Circle the corresponding capital letter associated with one behaviour description for each question. Choose the one that best describes your behaviour. Circle only one of the two, even if neither of the two statements seems to describe you exactly.
Think in terms of what your behaviour is like most of the time.
No. |
Statement |
Circle the letter |
1 |
When talking to others, I usually make animated use of facial expressions, smiling, frowning and or nodding to emphasise ideas. |
B
|
When talking to others, I am usually reserved and somewhat unresponsive in facial expressions, I would be seen as more poker faced. |
A |
|
2 |
I usually emphasise ideas by changing tone and or volume of my voice to make points clear.
|
R
|
I make few uses of my voice to emphasise points or put ideas across. |
L |
|
3 |
My actions are usually cautious or careful. I want facts and specific details when dealing with others.
|
A
|
My actions are usually open or eager with little effort to push for specific facts or details when dealing with others. I take a more intuitive approach. |
B |
|
4 |
My facial expressions and posture usually look quiet and or submissive to others.
|
L
|
My facial expressions and posture usually look aggressive and or dominant to others. |
R |
|
5 |
I usually appear to be deliberate, studied and or slow in my speech.
|
L
|
I usually appear to be quick, clear and or fast paced in my speech. |
R |
|
6 |
My eye contact with others is usually infrequent while listening to them and I sometimes appear as if my eye contact is harsh, severe or serious.
|
A
|
My eye contact is usually frequent while listening to others and I would be seen by others as having a friendly accepting gaze. |
B |
7 |
In conversation with others, I usually use my hands freely, with palms up, in open friendly gestures.
|
B
|
In conversation with others I usually make limited use of hands, hands are usually clenched tightly and or folded or hands on my cheek, thinker style.
|
A |
|
8 |
When greeting people I usually have a strong, firm handshake or a positive welcoming hand shake.
|
R
|
When greeting people I am somewhat cautious and may give no handshake or may appear to give an indifferent handshake. |
L |
|
9 |
In conversation with others I usually display limited personal feelings, story telling and or small talk during the conversation.
|
A
|
In conversation with others I usually share personal feelings (positive or negative) and or story telling and small talk during the conversation. |
B |
|
10 |
I usually ask questions more often than I make statements, when I talk.
|
L
|
I usually make statements more often than ask questions when I talk. |
R |
|
11 |
I usually appear to be organised, clear and specific in my behaviour with others and I take the initiative to let people know what I want.
|
R
|
I usually appear to besomewhat indirect and general about what I want and may at times seem indefinite. |
L |
|
12 |
In almost all contact with others I believe I am seen as attentive, responsive and would seem to enjoy the relationship.
|
B
|
In almost all contact with others I believe I am seen a preoccupied or vigilant and would seem guarded about the relationship. |
A |
|
13 |
I usually tend to lean forward to make a point or express ideas.
|
R
|
I usually tend to lean back or not change when expressing ideas or making a point. |
L |
|
14 |
During the conversation I tend to display considerable body movement and or I use my hands freely.
|
B
|
I tend to be controlled, stiff and or use limited body movements and use of my hands. |
A |
|
15 |
My communications are clear, definite and to the point.
|
R
|
My communications tend to be vague, indefinite and not to the point. |
L |
16 |
My actions are carefree, I express opinions and put little emphasis on specific opinion.
|
B
|
My actions are cautious, careful with emphasis on facts and specific detail.
|
A |
|
17 |
I make moderate use of my voice, a limited effort to stand my ground and I tend to leave situations unresolved.
|
L
|
I raise my voice to emphasise points, stand my ground and press for a decision. |
R |
|
18 |
I see myself as serious, thoughtful and or critical.
|
A
|
I see myself as playful fun loving and or bantering. |
B |
|
19 |
My facial expressions suggest supportive, co-operative attitudes.
|
L
|
My facial expressions suggest dominant, competitive attitudes. |
R |
|
20 |
In decision-making I tend to operate on intuition and or my own or others opinions.
|
B
|
In decision making I operate on facts, hard information and validated sources. |
A |
|
21 |
I make decisions quickly.
|
R
|
I prefer to take my time when making decisions. |
L |
|
22 |
I tend to be undisciplined in my use of time – frequently unpunctual, poor at planning, priority setting etc.
|
B
|
I tend to be more disciplined in my use of time – usually punctual, time well planned, priorities set etc. |
A |
Scores
Add up the number of times you have selected each letter and enter the total in the appropriate space provided below
A |
|
B |
|
R |
|
L |
|
Scoring Sheet
|
Analytical |
Driver |
|
|
L |
R |
|
|
11 10 9 8 7 6 5 4 3 2 1 |
1 2 3 4 5 6 7 8 9 10 11 |
|
11
10
9
8
7
6
5
4
3
2
1 |
Task /
A
Reserved / asks |
Controlling
A
Telling |
11
10
9
8
7
6
5
4
3
2
1 |
1
2
3
4
5
6
7
8
9
10
11 |
B
|
B
|
1
2
3
4
5
6
7
8
9
10
11 |
|
11 10 9 8 7 6 5 4 3 2 1 |
1 2 3 4 5 6 7 8 9 10 11 |
|
|
L |
R |
|
|
Team player |
Charismatic motivator |
|
Behavioural Styles - When and How to Use each Style to Exert Maximum Influence
Team player
They tend to |
Ask & tell
|
They enjoy |
Providing feedback Team motivation Other team players
|
Typical signs |
Supportive, co-operative, diplomatic, patient, & loyal
|
Less assertive behaviour
|
|
More responsive behaviour
|
|
Other less predictable clues |
|
Positive characteristics
|
Negative characteristics
|
Influencing
|
Because of their possible long record of poor decisions, they may be suspicious & slow to accept new ideas.
Nurture the relationship and work hard to gain their trust, provide ample proof & guarantees.
|
Words they relate to |
|
Behaviour when under pressure
|
|
How to manage and influence
|
|
Driver
Tends to
|
Tell & control |
They enjoy |
Sales growth Hitting targets Pressure of disciplinary situations
|
Typical signs |
Independent, candid, decisive, pragmatic & efficient
|
More assertive behaviour |
|
Less responsive behaviour
|
|
Other less predictable clues
|
|
Positive characteristics
|
Negative characteristics
|
Influencing |
Go for decisions quickly & often
Present ideas which boost person’s prestige
|
Words that they relate to
|
|
Behaviour when they are under pressure
|
|
How to manage and influence
|
|
Charismatic motivator
Tends to |
Tell & display
|
They enjoy |
Training & coaching Moving the business forward Creative projects
|
Typical signs |
Outgoing, enthusiastic, persuasive, fun loving & spontaneous
|
More assertive behaviour
|
|
More responsive behaviour
|
|
Other less predictable clues
|
|
Positive characteristics
|
Negative characteristics
|
Influences |
|
Words they relate to
|
|
Behaviour when under pressure
|
|
How to manage and influence
|
|
Analyst
Tends to |
Ask & control
|
They enjoy |
Market research Competitor analysis Fact finding Process led projects
|
Typical signs |
Logical, thorough, serious, systematic, & prudent
|
Less assertive behaviour |
|
Less responsive behaviour
|
|
Other less predictable clues
|
|
|
|
Positive characteristics
|
Negative characteristics
|
Influencing |
|
Words they relate to |
|
Behaviour when under pressure
|
|
How to manage and influence
|
|
At A Glance – The Four Behavioural Styles
Analytical problem solver |
Driver |
May question too much |
May direct too much |
Conscientious Perfectionist Accurate Disciplined Ambitious Reserved Systematic High standards Orderly Mature |
Direct Organiser Confident Responsible Powerful Risk taking Energising Fast thinking Forceful Ambitious |
Traditional team player |
Charismatic motivator |
May agree too much |
May talk too much |
Helpful Patient Likeable Easy going Deliberate Predictable Low risk taker Calm Loyal Empathetic |
Enthusiastic Sympathetic Gregarious Sociable Enjoys recognition Influential Generous Friendly Dramatic Charismatic |
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