CoreMatters Institute
Public Seminars
Consulting Skills for Consultants
Workshop Objectives
Designed to provide the process and procedures you need to function most effectively as a consultant, this workshop includes sound consulting models you can follow and time-tested tools you can use in your consulting. You will find that these models and tools will not only increase your effectiveness as a consultant but that they will also enhance your professionalism in your client’s eyes.
Successful consulting requires the ability to build and maintain strong relationships with your clients and with others in the client’s organization. This workshop will pay special attention to how to develop and use the interpersonal skills necessary to build and maintain relationships throughout the consulting process.
By the end of this workshop, you will be able to use systematic consulting processes in performing your role as a consultant, build client credibility, and maintain strong client relationships throughout the consulting process.
Course Overview
Introduction
General Consulting Concepts
PHASE 1: Entry & Contracting
PHASE 2: Data Collection & Diagnosis
PHASE 3: Feedback & Decision to Act
PHASE 4: Implementation
PHASE 5: Extension, Recycle & Termination
Closing
Leadership Training and Development
Program Objectives
At the end of the program, participants have acquired leadership and management orientation that will enhance their efficiency and effectiveness in the function they do at work. Specifically, they will have;
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Adopted a mindset of a leader/manager.
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Developed their competencies that are critical in handling people and developing effective teams
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Developed their competencies that are critical in dealing with achieving tasks and productivity with their teams.
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Developed a mastery of effective styles in maintaining smooth interpersonal relationships and motivational styles that enhance the performance of the people they lead or manage.
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Acquired strategies in developing personal resiliency at work.
Course Overview
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Introductory Module
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Leadership and Management in a VUCA World
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Management Work and Technical Work
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Strategic Management
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Systems Thinking
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A Competency-Based Model of Development
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Task Handling Competencies
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People Handling Competencies
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Effective Leadership Styles
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Enhancing Resiliency at Work
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Integrating Competencies and Qualities
Competent Supervision
Program Objectives
At the end of the program, participants have acquired supervisory skills that will enhance their efficiency and effectiveness in the function they do at work. Specifically, they will have;
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Adopted a mindset of a supervisor.
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Developed their competencies that are critical in handling people and developing effective teams.
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Developed their competencies that are critical in dealing with achieving tasks and productivity with their teams.
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Developed a mastery of effective styles in maintaining smooth interpersonal relationships and motivational styles that enhance the performance of the people they supervise.
Course Content
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Setting Direction
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Planning and Organizing
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Coaching/Developing People
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Measuring and Managing Performance
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Maintaining Effective Relationships
Training for Trainers
Program Objectives
To have acquired the individual participants' training competencies profile identified the strengths and areas for trainer competency development.
To have acquired and developed the 12 training skills critical in the developing and delivering training courses
Course Content
PART 1: ASSESSMENT OF TRAINERS COMPETENCIES
This module aims to measures an instructor’s relative strengths on 12 key skills, generating a Proficiency Profile that pinpoints developmental needs and defines the competencies that are critical to the effective delivery of training.
Participants go thru a video-driven, competency-based program to assess 12 key instructional skills, receive feedback on their profile identify needs and opportunities, and form Individual Development Plans for Instructors and course designers.
PART 2: MODELS FOR TRAINERS
This module aims to impart to participants key skills and concepts that impact on trainers abilities in the development and conduct of training courses.
• STARTING CLASS: THE FIRST HOUR
Dealing with nervousness, introductions, icebreakers, objectives, and facilities checklist
• FACILITATION: Dealing with how adults learn, participative techniques, uses of subgroups, and adult relationships
• TWELVE SKILLS EVERY INSTRUCTOR NEEDS:
Covers the S-R-F chain, using subgroups, 3-stage instruction model, learning behavior, use of questions, andragogy vs. pedagogy, text vs. lecture, lesson planning, time management, transfer, and evaluation of training.
Ethical Leadership
Program Objectives
Upon successful completion of this course, participants will be able to:
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Define ethics, values, and principles, and explain how they relate to ethical leadership
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Describe the contemporary scope of business ethics
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Explain the benefits of ethical behavior in an organization
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Define operative ethical principles and tell which are important to each of them as leaders
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Describe three types of decisions
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Describe and apply a strategy for choosing an ethical choice
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Define values-based business, organizational social responsibility, stakeholders, and shareholders, and explain how each relates to ethics in an organization
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Describe four different avenues for exhibiting organizational social responsibility—the workplace, business relationships, the community, and the environment—and tell specific ways to apply each
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Tell four concrete strategies to achieve ethics within an organization—governing values, policies and procedures, formal ethics offices, and ethics training
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Explain how they can apply each of those four strategies in the groups that they lead
Course Content
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Ethics in Leadership—definitions; the contemporary scope of business ethics; benefits
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The Right Choices: Avoiding Unethical Behavior—operative ethical principles, choosing the best option
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Above and Beyond: Practicing Social Responsibility—in the workplace, in business relationships, in the community, and for the environment
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Achieving Ethics: Organizational Strategies—vision, policies and procedures, formal ethics office
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Conclusion
Managing Human Resources
Coming Soon.
Talent Recruitment Selection and Employment
Coming Soon.
Managing Employee Performance
Coming Soon.
Managing Employee Compensation
Coming Soon.
Organizational Intelligence
Coming Soon.
Organizational Design
Coming Soon.
Leading Change, Managing Transitions
Coming Soon.
Individual Psychological Assessment
Coming Soon.
Selection Interviewing
Coming Soon.
Service Leadership
Coming Soon.
Frontline Customer Service
Coming Soon.
Selling Skills
Coming Soon.
Psychological First Aid
Learn to provide psychological first aid to people in an emergency by employing the RAPID model: Reflective listening, Assessment of needs, Prioritization, Intervention, and Disposition.
Utilizing the RAPID model (Reflective listening, Assessment of needs, Prioritization, Intervention, and Disposition), this specialized course provides perspectives on injuries and trauma that are beyond those physical in nature. The RAPID model is readily applicable to public health settings, the workplace, the military, faith-based organizations, mass disaster venues, and even the demands of more commonplace critical events, e.g., dealing with the psychological aftermath of accidents, robberies, suicide, homicide, or community violence. In addition, the RAPID model has been found effective in promoting personal and community resilience.
Participants will increase their abilities to:
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Discuss key concepts related to PFA
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Listen reflectively
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Differentiate benign, non-incapacitating psychological/ behavioral crisis reactions from more severe, potentially incapacitating, crisis reactions
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Prioritize (triage) psychological/ behavioral crisis reactions
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Mitigate acute distress and dysfunction, as appropriate
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Recognize when to facilitate access to further mental health support
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Practice self-care
Sharpening Your Organizational Intelligence
Program objective
This program aims to develop participants their ability in using those concepts and processes that impact organizational performance and productivity. Specifically to identify the aspects/factors (internal and external) that affect organizations, adopt the strategies in dealing with each of those factors, and develop confidence in relating intelligently about performance improvement interventions in terms of:
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Language of Business
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Organizational processes/operations.
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Identifying and communicating critical issues (internal or external) of the organization
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Gather information about your organization.
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Identify the key issues facing your organization.
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Identify what key measures your organization is concerned about.
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Determine the current and desired states of those measures.
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Determine the gaps in organization performance.
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Create performance improvement interventions that are aligned with the business and culture of the organization.
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Communicate those gaps and your proposed solutions for closing them to management in a language that management understands and accepts.
Target participants
Business managers, department managers, HR/OD practitioners, and those who are involved in organizational planning and development
Topics
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How the organization makes a profit and achieves growth
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The organization’s purpose, the direction it is moving in, and its plans for getting there, including the organization’s culture
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How the organization acquires and keeps customers
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How the organization’s products or services appeal to the customer, how they are differentiated, and the organization’s image with its customers or its brand
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How the organization creates, produces, and delivers its products and services
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The organization’s infrastructure and its knowledge management, learning and innovation, and human relations functions.