elements Company Profile

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2. Table of Contents
About US ...................................................................................................................3
Mission .................................................................................................................................. 4
Vision ..................................................................................................................................... 4
Our Ethos ............................................................................................................................... 4
Values & Philosophy ........................................................................................................................ 5
Why We Are Different ........................................................................................................... 6
Our Activities ............................................................................................................7
Training.................................................................................................................................. 8
Consultancy ......................................................................................................................... 12
Recruitment......................................................................................................................... 13
Our Training Approaches......................................................................................... 14
Courses List .......................................................................................................................... 15
Interpersonal Skills......................................................................................................................... 15
Supervisory Level ........................................................................................................................... 16
Managerial & Leadership Level ..................................................................................................... 16
Human Resources Management Skills .......................................................................................... 17
Finance & Accounting .................................................................................................................... 17
Sales & Marketing ......................................................................................................................... 18
Technical Skills ............................................................................................................................... 18
Courses Contents................................................................................................................. 19
Interpersonal Skills......................................................................................................................... 19
Supervisory Level ........................................................................................................................... 44
Managerial & Leadership Level ..................................................................................................... 55
Human Resources Management Skills .......................................................................................... 71
Finance & Accounting .................................................................................................................... 83
Sales & Marketing ....................................................................................................................... 106
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Technical Skills ............................................................................................................................. 135
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3. Training Curriculums ............................................................................................. 146
Silver Bullet: Sales Persons Curriculum ............................................................................. 146
Golden Bullet: Sales Managers Curriculum ....................................................................... 148
Good-2-Great “G2G”: Leadership Curriculum ................................................................... 150
The “WOW” Level – Customer Service Curriculum ........................................................... 152
Our Clients ............................................................................................................ 154
What They Say About elements ........................................................................................ 156
Affiliations .......................................................................................................... 159
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4. About US About Us
Never before have the talent, skills, and experience of the
workforce been as critical to organizational performance and
sustainable business success as they are today.
At Elements, we are all about helping organizations establish,
develop and maintain workforce excellence. We launched in 2005
serving private, public and non-profit organizations operating in
the Middle East & North Africa (MENA), our products and services
are designed to help our clients recruit, assess & develop the best
candidates for the job.
In addition to recruitment we help our partners by providing
thoughtful training and coaching programs designed by well
selected training & development tools to deliver sustainable
improvement in skills and performance at all levels from frontline
customer facing staff to team leaders and managers.
We have an unwavering commitment to quality, professionalism
and innovation. These values ensure that every programme is
delivered to the highest professional standards.
Regardless of the industry, geography, or job, the one constant in
business success and organizational excellence is the quality and
performance of the people who sell for, service, support, manage,
and lead the organization. Our track record of delivering a strong
return on investment to our clients, the depth and quality of our
portfolio offering, and the thought leadership and discipline of our
people and processes are attributes we strive to demonstrate on
every client engagement. These are the things that have made us
a highly reliable service provider and talent management partner
within the Middle East and North Africa MENA.
We welcome you to learn more about Elements!
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5. Mission
Mission
Our mission is to improve organizational effectiveness and enduring superiority through:
 The recruitment, assessment, and selection of a premier workforce
 The development of critical job skills through Training and coaching
 Differentiating our partners’ capabilities & creating a culture of winning
Vision
Vision
Elements provides high value training, recruitment & consultancy services to organizations within the private,
public and non-profit sectors. Our purpose is simple: it is to deliver practical, innovative training solutions
and consultancy services designed to add value for our clients by helping develop one of their most
important assets - their people
Ethos
Our Ethos
A culture exists that encourages and promotes openness, originality and independent thought. Internally we
strive to be an energetic and enthusiastic team that thrives on providing a high quality professional and
flexible service. We endeavor to find innovative ways to meet our clients' requirements and put originality
before traditional thought. We aim to work openly and honestly with all stakeholders to ensure the
organization and team work in a seamless and efficient manner - "together making it happen". 4 Page

6. Values & Philosophy
Values Philosophy
Integrity: First and foremost, we are  To build customer relationships that is
committed to integrity in all that we do, characterized by results, service, cost
always, everywhere. effectiveness, timeliness, and value.
 We are committed to professionalism
Respect: We respect every individual – our and excellence, not only in our results
employees, our consultants, and our clients. but also in our methods.
We value and benefit from the diversity and
 To be known for high value, service,
entrepreneurial spirit of each individual.
and, above all results by providing the
Professionalism: It is our duty to perform to best expertise and best services to
the highest standards of professionalism. We meet the highest standards required
are determined to deliver outstanding quality by our client.
so that we unite with our clients and have  To develop our clients to become
long lasting relationships.
winners and leaders in their
Teamwork: It is the essence of our ability to competitive fields, to be responsive,
succeed as a trusted vendor of training and resourceful.
solutions to our clients. We continue to learn
from our employees, consultants and strategic
partners – sharing skills, resources, and
experiences to help benefit our clients as well
as ourselves.
Commitment: We are committed to
excellence and self-improvement. We draw
strength from performance evaluations –
striving to excel and improve in all aspect of
business.
Dedication: We are dedicated and have the
willingness to take on big challenges and see
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them through.

7. Why We Are Different
Why We Are Different
Elements builds client relationships by listening to your
needs and objectives. We strive to understand your business
challenges and training needs up front. With this knowledge
we’re better able to explain the development technologies
best suited to your situation, presenting alternatives that
may save on cost and/or time, and collaborating on a clear
set of training objectives to work toward. Whether you’re
implementing a custom or readymade solution, you’re
always fully informed and in control. And no matter what
your business need, we're ready, capable & flexible.
We understand the concerns that arise at various stages in
any development program and our experienced team is here
to put you at ease, The experience that we posses and bring
to each project enables us to anticipate the challenges that
can affect the production and effectiveness of your unique
development program, insight that can help you avoid
technical and budgetary issues during implementation. It's
one of the reasons we're the learning solutions provider of
choice for many multinational organizations within the
MENA
We are unique since we use the most effective training
methodologies and the latest training schools ensuring the
effectiveness of the training programmes and matching all
learning styles.
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8. Our Activities
Our Activities
ELEMENTS has the expertise needed to be your success
partner we do Train your candidates professionally and
Consult you to bring the best solutions in the shadow of
the current market challenges. And we also Recruit the
best personnel & talents depending on the job
requirements & needs. And we can use our experience
in the Outsourcing to give you a working hand outside
your payroll that gets things done.
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9. Training
Providing the Best Training Methodologies
It has been recognized that each trainee prefers
different learning styles and techniques learning styles
group common ways that people learn. Every trainee
has a mix of learning styles. Some trainees may find that
they have a dominant style of learning, with far less use
of the other styles. Others may find that they use
different styles in different circumstances. There is no
right mix. Nor are our styles fixed.
Therefore we proudly provide multiple learning styles
“multiple intelligences” for learning which is relatively
the most effective approach. This approach is known as
the “Modern school of Training” Traditional schooling
used (and continues to use) mainly linguistic and logical
training methods. It also uses a limited range of learning
and teaching techniques. Many schools still rely on
PowerPoint presentation and book-based teaching.
A key principle of the training of the human resources
is how people prefer to gather, organize and think
about information, as expert in the training field it was
our duty to master the latest training and development
tools, our learning tools which assure the effectiveness
of all conducted training courses and match all learning
styles are:
• Focusing on employees’ KPIs & tackling the gaps
• Practical business related training materials prepared
by well-known Entrepreneurs & Business Consultants
• The best qualified trainers well-Known in the MENA
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10. • Providing opportunities to observe & Practice
• Using case studies and assignments
• Providing challenging simulations
• Using educational activities & games
• Using teams’ tasks, role plays & after training projects
• Best “Training Videos” for world-wide well-known
trainers
• Using a comprehensive range of Assessments
Learning Plans for Individuals (or Groups)
Tie learning resources directly to personal development
plans
In order to excel in their jobs, employees tasked with
taking on new responsibilities need a clear path for
professional development. Their managers need a
quick way to identify competency gaps, and an easy
method for delivering the right learning to bring
individuals or groups of related workers up to speed. ,
our learning plans can help you set up the right mix of
content to promote professional development and
improve job performance.
Learning solutions targeting learning plans for
employees and groups deliver:
• Support for any variety of custom development plans
• A wide range of modular courses with up-to-date
content
• The right courses to assess and target competency gaps
• Simple access to all employees, including a dispersed
workforce
• Measurement of progress and completion rates
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11. Organizations with under-utilized learning programs can
start seeing a return on their learning investment -- and
growth in key areas of their business -- by setting up
personal development plans for employees.
High Potential Leadership
Crucial leadership development for the next generation
From handling key business issues, to difficult
organizational challenges, managers and leaders tackle
the toughest decisions on a daily basis. Effective leaders
need a wide range of business & personal skills crucial
to their positions
Proper leadership skills development training in these
areas ensures that managers at all levels know how to
take charge and inspire by example.
The key drivers of performance in most organizations
are the leadership qualities and behaviors that are
demonstrated by all staff on a day to day basis.
Leaders at all levels are operating in an age of
uncertainty; effective leaders bring new direction,
clarity and inspiration. What is critical is to define
leadership for you in the context of your business; we
work with you to define leadership at all levels in your
business. Working with a wide range of stakeholders,
front line teams, their managers and leaders, we take
time to understand your business and what success is
for you. Based on our understanding of your
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organization, together with our expertise in how people
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12. learn, we design integrated leadership solutions to build
core skills and behaviors, based on real and relevant
and critical incidents.
Leadership development learning solutions deliver:
•Curriculum relevant to the problems facing
contemporary managers and leaders
•Content that communicates strategic direction,
maximizes organizational productivity, and
demonstrates leadership qualities
•Support for online training, facilitated classroom
events, and one-to-one mentoring opportunities
•The capability to customize content with business or
industry specific examples
•Collaboration opportunities among participants
Our leadership solution provides blended learning
modalities, job aides, and opportunities to experiment
through simulations and role-play. Organizations can
customize training to match their internal business
needs, and benefit from the experience of our
respected learning partners, such as Fifty Lessons video
library, get Abstract Business Book Summaries, and
Harvard Business Publishing.
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13. Consultancy
Elements for Consultancy provides business consultancy to small and medium enterprise (SME)
companies primarily focusing on business development and lead generation. We aim to help you
grow your business through improving the business flow and creating a winning culture within your
foundation
Our partners call us when:
 They have something pressing on their minds—whether it is a major strategic or operational
need or an organizational challenge.
 They are Under pressure to deliver results
 Information is difficult to get and insights are scarce and/or fuzzy
 They need to make decisions that will have major consequences for their people, their
organizations, and the countries in which they operate.
We work with the world’s leading businesses, governments, and organizations to create and deliver
essential advantage by building capabilities and successfully navigating through critical junctures in
their business. We help clients lead transformational change, create new organizational models,
capture value from their customer and channel strategies, increase the effectiveness of their supply
chains and assets, and integrate security into their strategy to ensure the resilience of their
business. We know that our clients' success depends on differentiating their capabilities—and we
have the experience and depth in these areas to ensure that our clients gain the advantage they
need. The services we provide are:
We are committed to:
• Creating competitive advantage through unique solutions
• Building capabilities and mobilizing organizations
• Driving sustainable impact
• Providing unparalleled opportunities for personal growth
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14. Recruitment
Recruitment
Elements optimizes your hiring process with our combination
of innovative technologies, custom hiring workflows, and
world-class pre-employment selection tools ,We strive to make your hiring process a
stress-free one, which we accomplish through our automated recruiting solutions.
These proven solutions weed out inefficiencies, ease or eliminate labor-intensive
tasks, and dramatically improve process standardization.
Additionally, our solutions are designed to cast a wider recruiting net, identify and select the best
talent, and improve speed-to-hire-all while driving significant cost savings, Elements’ automated
recruiting solutions deliver results -- results that are demanded by HR professionals, operations
management and executive leadership. Some results we've helped our clients achieve include:
 Cut hiring costs 50-80% (e.g. cost-per-hire reduced)
 Increased speed-to-hire by more than 50% (e.g. Average Time Per Hire reduced from 6.6 hrs
to 3.1 hrs)
Our clients engage us on a partnership basis as they understand that the Calibres with outstanding
qualifications are sourced 'proactively' via a dedicated
search and selection process, We conduct fresh research
on every search assignment to ensure that we provide the
greatest number of qualified candidates available,
consistent with our client's needs.
We continue the search process beyond the point of initial
candidate presentations and stop only after our client has
made an offer which the candidate has accepted. This
process provides clients with an optimal pool from which
to choose the final candidates and sufficient back-up
candidates to protect critical competition schedules.
When you deal with Elements for Recruitment and
Outsourcing, you can be assured of the most professional,
aggressive search & selection services available, you will maintain a full quotient of outstanding
talent in your organisation, and can pursue your business goals without months of wading through
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unqualified resumes, interviews or even financial and legal procedures.
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15. Our Training Approaches
Our Training Approaches
Interpersonal
Skills
Technical Supervisory
Skills Level
Marketing / Managerial &
Sales Leadership Level
Finance & Human
Accounting Resources
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16. Courses List
Interpersonal Skills
 Remove The Fuse
“Manage Your Emotions in Workplace”
 Communication for a better Relations
 Business World Without Conflict
 Pillars Of Communication
“Listen Carefully For Successful Communications”
 Goals Come True
“Developing Your Emotional Intelligence”
 Negotiation: Getting To “YES”
“Negotiation Skills to win Negotiations easily”
 The Reactor Factor
”Handling Difficult Work Situations”
 You Are What You Present
“Effective Presentation Skills”
 The 14-Fourty Time Manager
“Manage Your Time”
 Write N Right
“Business Writing For Administrative Professionals”
 The A,B,Cs of Successful Business Meeting
 Making Conversations Work
“Effective Business Conversation Skills”
 Creativity: Think or sink
“Creativity and Innovation”
 Use Bait With Business Etiquette
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17. Supervisory Level
 101 Supervisory Management : The First Mile in The Milestone
“Management Skills for New Supervisors”
 102 Supervisory Management : The Extra-Miles in The Milestone
“Management Skills for Supervisors”
 Manage People Successfully
 Coaching & Counseling Path Finder
“Coaching and Counseling for high Job Performance”
 Always Maximizing Through Business Prioritizing
“Set Priorities and Make Decisions under Pressure”
Managerial & Leadership Level
 101 Managerial Skills : The First Mile in The Milestone
“Management for new Managers”
 102 Managerial Skills : The Extra-Miles in The Milestone
“Management for new Managers”
 Lead Like A Pro.
“How to be an Executive Leader”
 What it takes to LEAD?!!
 Teamwork – Build To Last
“Manage people effectively”
 A Step Ahead : Strategic Planning
“Strategic Planning”
 Take No Risk: Making The Right Decision
“Effective Decision Making”
 Organizational Change Re-inventing
“Plan & Manage Organizational Change”
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18. Human Resources Management Skills
 HRM Corner Stone
“Basics of Human Resources Management”
 Keep-N-House : Fighting Turnover
“Employee Retention – Strategies to fight Turnover”
 Eagle Eye – Hiring Best Of The Best
“Recruiting and Selecting Employees”
 Talent Management
 Awakening Z Giant : Train The Trainer
 The Instructional Design List For Trainers Best.
“How successful trainers use Instructional Design”
Finance & Accounting
 101 Cost Accounting: The First Mile In The Milestone
“Cost Accounting Basics”
 102 Cost Accounting: The Extra Miles In The Milestone
“Advanced Cost Accounting”
 101 Controllers: The First Mile In The Milestone
 102 Controllers: The Extra Miles In The Milestone
“Advanced Strategies for Controllers”
 The Nuts & Bolts Of Internal Auditing
“Effective Internal Auditing”
 How To Fix The Fixed Asset Accounting
 Making Financial Analysis Work
 Finance And Accounting for Administrative Professionals
“Fundamentals of Finance and Accounting”
 Finance And Accounting for Nonfinancial Managers
 Accounting Concrete For Business Elite
 The Essentials of Budgeting
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19. Sales & Marketing
 Marketing X, Y, Z
“Fundamentals Of Marketing”
 Marketing 2 Sales
“Aligning Marketing and Sales”
 Measuring and Maximizing Marketing Return Of Investment (ROI)
 Techniques Surprising For New Products Uprising
“Planning and Developing New Products”
 Decoding Product Management
“Successful Product Management”
 Market Research, get it right
 Make Pricing List That Makes You The Best
“Pricing Strategies for gaining a Competitive Advantage”
 Customer Service Excellence
 Effective Channel Management
 4X4 Selling : Selling Techniques For New Salespersons
 Sales Wizard : Professional Selling
 Strategic Sales Negotiations
 Competitive Advantage in Sales
 New Sales Managers Excellence Formula
“Sales Management for the Newly Appointed Sales Manager”
 Motivating And Coaching That Score
“Motivating and Coaching Your Sales Team”
Tec
 Inventory Management Techniques
 Technical Project Management
 Tech. - Write N Right
“Effective Technical Writing”
 Applying Six-Sigma Cure For Project Management Secure
“Achieving Project Management Quality By using Six Sigma Approach”
 TQM For Life
Total Quality Management
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 Six Sigma : Green Belt
Lean Six Sigma Green Belt Training
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20. Interpersonal Skills
Remove The Fuse
Manage Your Emotions in Work Place
Interpersonal Skills
Courses Contents
Who Should Attend
Sales and customer service professionals, managers and supervisors and any employee
who needs help managing emotions or stress in the workplace.
Our Mutual Objectives
 Understand the Statistics on Job-Related Stress
 Consider How Perception Has a Direct Impact on Your Emotions, and Understand How to
Modify Your Perceptions
 Analyze How Hurt, Loss, Anxiety, Anger, Guilt and Depression Trigger Emotional Arousal and
Reactions
 Identify the Six Myths about Stress
 Examine the Difference between Stress in Type I and Type II Business Situations
 Make the Connection between Emotions and Workplace Stress
 Practice Hands-on Techniques to Keep from Being "Emotionally Hijacked" at Work
 Describe Key Characteristics of Emotional Health, Including How Feelings Work, How to Pay
Off Emotional Debt, How to Recognize Where Your Defense Mechanisms Can Distort Your
Perception, How Defense Mechanisms Work, and How to Create Emotional Peace of Mind
 Create Work Environments Where Emotional Honesty and Emotional Energy Are Accepted
 Use Emotional Feedback and Practical Intuition as a Tool to Be More Perceptive about Your
Own Feelings and Those of Other Employees
 Combine Both "Head Level" and "Heart Level" Information to Make Better Quality Decisions
 Identify and Practice Assertive Communication Skills to Effectively Express Your Emotions
and Use Assertive Messages
 Create Rituals to Remind Yourself How to Lower Stress and Better Manage Your Emotions
by Balancing the Mental, Physical, Emotional and Spiritual Aspects of Life
 Create a Personal Action Plan That Includes Support from the Seminar Group after the
Course Is Over
Course Outline
1- Understanding More about Stress
 Identify Common Causes of Stress from Personal Experiences
 Interpret the Psychological and Physiological Effects of Stress
 Categorize Stressors and Common Symptoms, and Distinguish Acute Stress from Episodic
Stress
 Discern the Difference between Positive Stress and Negative Stress
 Determine Your Levels of Personal and Work-Related Stress
 Recognize the Ways You May Be Unintentionally Contributing to Your Own Stress Levels
through Perceptions of Excessive Demands
 Identify Aspects of Your Personal and Professional Lifestyles in Relation to Your
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Management of Emotional Well-Being
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21.  Synthesize Your Personal Profile by Creating a Graphic Representation of the
Interconnectedness of the Causes, Effects, and Personal Characteristics of Stress
2- A Closer Look at Feelings and Emotional Well-Being
 Define Personal Mastery and Its Impact on Your Work Life
 Differentiate between the Two Groups of Emotions to Better Understand How You Are
Feeling and Why
 Assess What You Are Feeling and Why You Are Feeling That Way
 Differentiate among Feelings in the Past, Present and Future
 Evaluate Your Emotional Debt and Discover Ways to Pay It Off
 Analyze Situations So That Your Emotions Do Not Sabotage the Results You Want
 Identify Thoughts, Feelings, and Behaviors Associated with Stressful Situations
 Analyze Behavior Patterns Associated with Stressful Events
 Assess the Discrepancies between the Magnitude of a Stressful Event and the Ramifications
and/or Implications of the Results of the Event, Based on the Management of Your
Emotions
3- Communicating or Controlling? Balance or Ballistics
 Use Your Mirror Listening Skills to Understand How Others Are Feeling
 Identify Feelings and the Reasons Why People Feel the Way They Do
 Recognize When to Be Assertive in Interacting with Others
 Construct Assertive Messages Using the XYZ Technique
4- Rituals—Managing Emotions and Stress
 Identify Rituals That Presently Exist in Your Life
 Classify Rituals According to the Purpose They Serve
 Create Meaningful Workplace Rituals
 Test Workplace Rituals against Real-Life Events
5- Personal Action Plans—Putting It All Together
 Create a Personal Action Plan to Implement Your Learning Back at Work
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22. Communication For A Better Relations
Who Should Attend
This Course is designed for people who want to build better work relationships, maximize
impact, increase productivity and drive results by applying effective communication and
relationship management
Our Mutual Objectives
 Learn How to Build Rapport and Achieve Trust
 Define the Fundamental Competencies Needed to Achieve Solid Work Relationships
 Develop Flexibility in Actions, Thoughts, and Feelings to Better Handle Any Situation
 Identify and Accept Personal and Professional Responsibilities in Communicating Effectively
with Others
 Recognize Short- and Long-Term Implications of Communication as a Cycle of Continuous
Responses That Create "Relationship Residue"
 Identify and Avoid Communication Mistakes Such as Misinterpreting Others or Ineffective
Listening
 Understand and Use Others’ Communication and Thinking Style Preferences to Influence
and Motivate Them to First-Rate Performance
 Define Productive Relationships in Terms of Achieving Workable Compromise and Strategic
Interdependence
 Identify Strengths, Weaknesses, and Opportunities in Your Workplace Relationships
 Understand Values, Beliefs, Attitudes, and Perceptual Processes and Their Impact on
Establishing Workplace-Specific Trust and Respect
 Investigate Emotions and How They Translate into Workplace Emotional Intelligence
 Create Ways to Be a More Effective Team Member and Leader by Using Polished and
Conscious Communication
 Master the Key to Excellent Communication: Observe, Listen, Analyze, Plan, and
Communicate
Course Outline
1. Effective Workplace Relationships
 Identify Behaviors That Support or Undermine Effective Workplace Relationships
 Assess Personal Uses of Behaviors That Support or Undermine Effective Relationships with
Important People and Groups at Work
2. Communication and Perceptions
 Identify and Accept Personal and Professional Responsibilities in Communicating Effectively
with Others by Becoming a "Conscious Communicator"
 Evaluate a Model of Communication in Order to Be Conscious of the Direct Correlation
between Effective Communication and Strong Work Relationships
 Identify Behaviors That Erode Trust and How They Can Be Avoided
 Recognize Short- and Long-Term Implications of Communication as a Cycle of Continuous
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Responses That Create "Relationship Residue"
 Use Rapport Building as a Tool to Improve Relationships
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23. 3. Investigating Emotions and Emotional Intelligence
 Apply a Broader Definition of Intelligence
 Redefine Yourself and Others Using a Multiple Intelligence Model
 Identify the Relationships Amongst Emotional Intelligence, World View, Perception, and
Effective Relational-Communication Behaviors
 Analyze and Identify Strategies to Improve Work Relationships by Applying Emotional
Intelligence
4. Building Better Relationships with Ourselves and Others
 Evaluate the Impact of World View, Perception, and Emotional Intelligence on Self-Concept,
Self-Esteem, and Self-Awareness
 Identify the Impact of Self-Perception on Our Interactions with Others
 Explain and Apply the Concepts of Self-Fulfilling Prophecy in the Workplace
 Identify Your Particular Social/Communication Style—How You Most Often Relate
5. Relationship Building
 Identify Behaviors That Build Trust and How They Can Be Used to Build Effective Workplace
Relationships
 Recognize and Manage the Use of Assumptions in Explaining and Predicting Others’
Behaviors and Reactions
 Apply Conscious Communication Skills to Assessing the Situational Trustworthiness of
Others
 Analyze, Assess, and Counteract People and Situations That Elicit or Exhibit Unproductive
Attitudes
6. Expressing Needs within Relationships
 Assess Interpersonal Influence Choices Using the "Need to Control" Continuum
 Analyze When and How to Most Effectively Use Assertive Verbal and Nonverbal Behaviors
 Apply Insights Gained through Completing a SWOT Profile to a Personalized Influence
Development Plan
7. Relational Communication
 Improve Your Communication Style with Others Who Have Different Styles, Therefore
Building More Meaningful and Productive Relationships
 Assess and Sharpen Verbal and Nonverbal Behaviors and Skills
 Apply Direct and Indirect Messages in Order to Flex Communication to Meet Varying Goals
 Utilize Feedback and Questioning Skills to Better Understand Others and Their Relationship
Needs
8. Relational Listening
 Identify Listening Barriers and Their Impact on Development of Effective Workplace
Relationships
 Ask Good Questions and Use Paraphrasing to Improve Listening Skills and Relationships
 Apply Active and Reflective Listening Skills in Specific Types of Workplace Listening
Situations
 Apply Best Practices for Giving or Seeking Feedback
9. Addressing Relational Change and Conflict
 Assess and Adapt to Changes in Work Relationships and the Work Environment
 Identify Conflict Management Strategies to Fit Specific Relationships and Situations
 Synthesize Skills Addressed in the Program and Systematically Apply Them in Creating a
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Comprehensive Plan for Assessing and Resolving Relational Conflicts
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24. Business World Without Conflict
Who Should Attend
Business professionals who want to expand their conflict management skills, understand
their own emotions and behaviors when addressing conflict and find productive ways to
manage conflict
Our Mutual Objectives
 Clarify and Expand Your Thinking About Conflict
 Identify Underlying Causes of, and New Ways to Respond to and Manage, Conflict
 Respond to Conflict Rather Than React to It
 Map a Conflict and Read the Map to Gain Insight into It in Order to Create Ways to Manage
It
 Draw on the Experiences of Others to Validate or to Expand Your Own Approach to Conflict
 Comfortably Practice Various Techniques, Strategies, Approaches and Models, Adding
Flexibility to Your Own Behavior
 Apply the Ideas, Techniques and Approaches from the Seminar to Situations Beyond the
Classroom
 Implement Flexible Strategies to Improve Your Communication and to Respond to Conflict
Course Outline
1. Developing Conflict Awareness
 Explain What You Need from This Seminar as Well as What You Are Willing to Contribute to
the Group
 Illustrate, with Examples, How Conflict Can Be Positive and, When Left Unmanaged, Can be
Negative
 Explain the Difference Between Disagreement and Conflict
 Orally Describe a Conflict as It Goes Through the Five Stages
 Explain the Role of "Feelings" in Moving Disagreement into a Conflict
 Describe Barriers to Managing and Resolving Conflict
2. Responding to Conflict
 Demonstrate a Belief That Each Person Is Responsible and in Charge of Their Own Feelings
and Behaviors
 Explain How Emotional Intelligence Relies on People Tuning in to Their Own Feelings and
the Feelings of Others
 Apply the P-U-R-R Model to Demonstrate Understanding and Application
 Summarize Content and Feelings from Conversations
 Apply the Validating Process
 Distinguish Between Listening for Thoughts and Listening Feelings in a Conversation
 Explain That Meaning Often Comes from the Context of the Relationship Rather Than the
Intrinsic Definition of the Words We Use
3. Different Ways to Manage Conflict Productively
Explain the "Gender Trend" in Conflict
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
 Detail the Four Steps of the "Zip the Lip" Technique
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25.  Discuss How Conflict in Relationships in Contrast with Conflict About Content Should Be
Handled
 Explain Why the "Why" Should Be Avoided in Managing a Conflict
 Analyze a Case to Synthesize the Information Presented and to Evaluate Alternate Ways to
Handle the Problem Presented
 Evaluate Possible Solutions, Create a Solution and Role-Play Its Application
4. Conflict Strategies
 Identify Your Preferred Strategy (ies) for Responding to Conflict
 Demonstrate an Understanding of All Five Conflict Strategies By Identifying Each Style in
Action
 Analyze Given Examples and Recommend Appropriate Strategies to Minimize or Manage
the Conflict
 Exclude Inappropriate Strategies, Demonstrating an Understanding of When to Use Each
Strategy for Maximum Results
 Implement Each of the Five Conflict Strategies in Role-Play Situations
5. Moving Beyond Conflict
 Differentiate Among Passive, Assertive and Aggressive Behavior
 Name and Exemplify the Six Assertiveness Skills Presented in the Video, When I Say "No," I
Feel Guilty
 Use "I-Messages" to Assertively Express Yourself
 Demonstrate How to Turn Potential Disagreements Into Discussions By Applying the "Model
to Disagree"
 Say "No" Assertively
 Detoxify Emotional Statements and Devise Alternative Ways to Express the Message Behind
the Emotional Statement
6. The Role of Trust in Minimizing Conflict
 Describe the Four "Cs" as the Cornerstones of Building Trust
 Explain How Trust Is Lost and Regained, and How Transparency Validates Trust
 Identify Interests Behind Positions
 Apply the Suggestions of the Positive Confrontation Tips
7. Mapping the Conflict
 Map a Conflict Through the Five Steps By Applying the Model and the Worksheets to a
Selected Conflict
 Explore a Given Conflict from Various "Viewing Points"
 Separate Interests from Positions in a Specific Conflict
 Select an Appropriate Conflict Strategy Depending on a Goal
 Demonstrate the Implementation of the Chosen Conflict Strategy in a Role Play
8. Dealing with Difficult Behavior
 Explain the Difference Between Difficult People and Difficult Behavior
 Demonstrate an Understanding of Effectively Handling Passive Behavior
 Demonstrate the Two-Step Process of Handling Passive or Aggressive Behavior
 Analyze Intra Divisional Conflict and Create a Viable Alternative to Handle That Conflict
 Demonstrate Mastery of the Conflict Strategy Chosen
24 Page

26. Pillars Of Communication
Listen Carefully For Successful Communications
Who Should Attend
This course is designed for every manager who wants to ensure that he or she is applying
listening skills to communicate effectively
Our Mutual Objectives
 Motivate Other People to Give You the Information You Need
 Ensure That You’ve Understood Another Person’s Message Correctly
 Increase Positive Information Flow to Enhance Productivity and Performance
 Strengthen Staff Trust and Morale
Course Outlines
1. Opening Introductions, Introduction to Listening
 Gain an Understanding of the Importance of Listening
 Explore Some of the Popular Conceptions and Misconceptions about Listening
 Complete a Listening Self-Assessment
2. Verbal Communication System, a System for Listening,
 Understand How Listening Relates to Verbalizing Information, Feedback, and Feelings
 See How the Verbal Communication Categories Can Be Used to Improve the Effectiveness of
Interpersonal Communication
 Develop a Strategy for Monitoring the Progress of a Discussion and Learn How to Revise
Your Communication Strategy as the Discussion or Situation Changes
 Review the Four Typical Response Patterns
3. Hear the Message—Acknowledge Emotion and Encourage
 Learn How to Use the Acknowledge Emotion Category to Separate the Content of the
Message from the Feelings It Contains
 Learn How to Use the Encourage Category and Praise to Build Openness and Rapport
4. Interpret the Message—Acknowledge Ideas
 Learn to Recognize That Barriers Can Affect the Interpretation of a Message
 Discover the Importance of Nonverbal Communication Signals and How They Affect the
Communication Process
 See How to Listen More Effectively by Recognizing Nonverbal Signals
 Learn How to Use the Acknowledge Ideas Category to Verify Information, Promote a Feeling
of Understanding, and Clarify Meaning
5. Evaluate the Message
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 Learn to Use the Question Category
 Distinguish between Open-ended and Closed-ended Questions and Know When to Use Each
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27. 6. Respond to the Message
 Learn How to Use the Inform Category to Give Out Information Such as Facts, Thoughts, and
Opinions
 Develop and Understanding of How to Use the Direct Category, Including Commanding,
Delegating, and Communicating Orders
 See the Right Way to Use Criticism to Bring about Positive Effects
7. The Matrix
 Develop a Strategy for Monitoring the Progress of a Discussion
 Know How to Revise the Communication Strategy as the Discussion or Situation Changes
26 Page

28. Goals Come True
Developing Your Emotional Intelligence
Who Should Attend
All business professionals who want to maximize performance by developing their
interpersonal skills and increase self-understanding and emotion-management through
emotional intelligence training.
Our Mutual Objectives
 Recognize the Central Nature of Emotional Intelligence in Achieving Professional Success
 Manage Trigger Events That Cause an "Emotional Hijacking"
 Respond Effectively to Workplace Social Cues
 Build and Maintain Productive, Working Relationships with Others
Course Outlines
1. Introduction to Emotional Intelligence
 Recognize Emotions in Yourself and Others
 Identify the Need for Emotional Intelligence as Well as IQ in Achieving Productive Work
Relationships and Professional Success
 Recognize the Key Concepts of Emotional Intelligence
2. Self-Awareness
 Assess Your Emotional Intelligence
 Relate Individual Emotional Intelligence Scores to the Four Core EQ Personal and Social Skill
Competencies
 Practice Applying the Core EQ Competency of Self-Awareness
 Apply Self-Awareness Strategies to Investigate the Impact of Both Positive and Negative
Emotions
3. Introduction to Emotional Intelligence
 Recognize Emotions in Yourself and Others
 Identify the Need for Emotional Intelligence as Well as IQ in Achieving Productive Work
Relationships and Professional Success
 Recognize the Key Concepts of Emotional Intelligence
4. Self-Awareness
 Assess Your Emotional Intelligence
 Relate Individual Emotional Intelligence Scores to the Four Core EQ Personal and Social Skill
Competencies
 Practice Applying the Core EQ Competency of Self-Awareness
 Apply Self-Awareness Strategies to Investigate the Impact of Both Positive and Negative
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Emotions
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29. 5. Self-Management
 Recognize the Sequence of Brain-Based Activity That Results in the Human "Impulse to
Action" Response
 Assess How the Second EQ Core Competency of Self-Management Allows You to Better
Manage Trigger Events and Avoid Emotional Hijackings
 Apply Strategies to Reframe Negative Self-Talk Patterns into Positive Patterns
6. Social Awareness
 Discuss the Obvious and Non-Obvious Messages Others Present
 Evaluate How the Information We Receive from Others Interacts with Our Own Emotions
and Thoughts to Determine Our Actions
7. Relationship Management
 Assess the Roles of Self-Awareness, Self-Management, and Social Awareness in Creating and
Maintaining Productive Relationships
 Identify What Is Required of You to Manage Relationships While Meeting Your Needs and
the Needs of Others
 Evaluate the Place of Emotions in Conflict and How to Use Core EQ Skills to Break the
Conflict Code
8. Train Your EQ Brain
 Teach Others to Recognize the Behaviors of EQ’s Four Core Competencies
 Apply Proven Strategies for Training Your EQ Brain Using Repetition, Practice, Imagery, Self-
Talk, and Mentoring
 Recognize the Sequence of Brain-Based Activity That Results in the Human "Impulse to
Action" Response
 Assess How the Second EQ Core Competency of Self-Management Allows You to Better
Manage Trigger Events and Avoid Emotional Hijackings
 Apply Strategies to Reframe Negative Self-Talk Patterns into Positive Patterns
9. Social Awareness
 Discuss the Obvious and Non-Obvious Messages Others Present
 Evaluate How the Information We Receive from Others Interacts with Our Own Emotions
and Thoughts to Determine Our Actions
10. Relationship Management
 Assess the Roles of Self-Awareness, Self-Management, and Social Awareness in Creating and
Maintaining Productive Relationships
 Identify What Is Required of You to Manage Relationships While Meeting Your Needs and
the Needs of Others
 Evaluate the Place of Emotions in Conflict and How to Use Core EQ Skills to Break the
Conflict Code
11. Train Your EQ Brain
 Teach Others to Recognize the Behaviors of EQ’s Four Core Competencies
 Apply Proven Strategies for Training Your EQ Brain Using Repetition, Practice, Imagery, Self-
Talk, and Mentoring
28 Page

30. Negotiation : Getting To “YES”
Negotiation Skills to win Negotiations easily
Who Should Attend
Executives, managers, salespeople and top-level dealmakers who seek the negotiating
skills necessary to meet their responsibilities for negotiating the best possible terms of an
agreement for their company.
Our Mutual Objectives
 Identify Situations That Are Actually Negotiations
 Decide When to Engage in a Negotiation and When to Ignore the Negotiation Option
 Plan the Content of Any Negotiation
 Recognize the Stages of Negotiation and Determine Appropriate Behavior to Utilize in Each
Stage
 Make a Business Decision Before Determining the Negotiation Strategy
 Develop an Appropriate Strategy to Use During a Negotiation
 Identify the Communication Styles of Others
 Adjust Your Own Communication Styles to Achieve Desired Results
 Exhibit Knowledge of the Principles of Persuasion Through Applying Them to a Negotiation
Situation
 Plan a Negotiation Strategy for Traditional Face-to-Face Negotiations as Well as Those
Negotiations Supplemented by the Use of Other Media
 Demonstrate an Understanding of Team Negotiation By Planning and Carrying Out an
Effective Team Negotiation Case
 Display the Use of Ten Popular Ploys and Tactics Commonly Found during
 Negotiation and Explain How to Counter Them
 Understand the Role Culture Plays in Negotiation
Course Outlines
1. Introduction to the Negotiation Process
 Determine When You Are in a Negotiable Situation
 Discriminate between the Two Types of Negotiations
 Explain the Business Importance of Taking a Win-Win Approach to Negotiation
 Identify the Primary Factors Required to Establish an Agreement
 Describe What Influences the Negotiation Process
2. Planning the Content of Your Negotiation
 Explain the Importance of Planning
 Determine Alternatives to a Settlement before Negotiating
 Use the Negotiation Planning Guide
 Identify Ranges of Acceptability
 Negotiate Internally Before Launching Your Prepared Negotiation
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 Apply Planning Skills in a Case Study
Page

31. 3. Negotiation Stages
 Chart the Course of a Negotiation through Its Five Stages from Both the Content
 Point of View and the Process Point of View
 Determine Appropriate Behavior to Use in Each Stage
 Design a Questioning Strategy to Assist You to Move among the Five Stages
 Identify the Causes of Resistance You May Face During the Negotiation Process and Design
Ways of Handling It
4. Communication Styles
 Explain the Four Styles of Communication
 Determine Your Style of Communication
 Identify the Communication Styles of Others
 Adjust Your Style to Get Results You Want
 Recall Communication Guidelines for Effective Negotiators
5. Persuasion
 Apply the Structured Persuasion Model to Improve Your Ability to Convince
 Others of Your Point of View
 Combine Appropriate Logic and Emotion to Develop Support for Negotiable Positions
 Modify Your Approach to Persuasion Depending on the Other Side’s Communication Style
6. Planning a Strategy for Negotiation
 Plan a Strategy to Apply during a Negotiation
 Consider Various Dynamics That Impact the Negotiation Process
 Structure Effective Concessions
 Know How to Break Deadlocks
 Identify and Use Your Leverage When Negotiating
 Adjust Your Strategy According to the Medium in Which the Negotiation Is Taking Place
7. Negotiating with a Team
 Identify Opportunities for Using Teams to Negotiate
 Explain How to Organize, Control, and Effectively Manage a Team
 Plan with a Team
 Use a Negotiating Team to Achieve Business Goals
 Participate on a Team
8. Negotiation Ploys and Tactics: Measures and Countermeasures
 Explain Ten Key Negotiating Tactics
 Provide a Countermeasure for Each Tactic
 Understand How to Identify the Tactic When It Is Used By Others Bringing It All Together
 Incorporate the Negotiation Checklist from This Module to Work-Related Situations
 Apply the Theories of Negotiation to Your Personal Action Plan Using Work-Related
Situations
30 Page

32. The Reactor Factor
Dealing With Difficult Situations in Workplace
Who Should Attend
Business professionals across all functional areas who are interested in building thinking
skills and getting tools to respond effectively when faced with difficult people, situations
and workplace conflicts.
Our Mutual Objectives
 Identify the Dynamics of Individual Behaviors That May Evoke an Emotionally-Charged
Reaction
 Recognize the Personal Choices and Approaches One Takes to Deal with Stressful Behavioral
Situations
 Apply Effective Conflict Management and Communication Skills to Stressful Behavioral
Situations
 Practice Skill Building at all Employee Levels in the Workplace That Deals with Difficult or
Challenging Behaviors
Course Outlines
1- Workplace Conflict Basics
 Identify Advantages and Disadvantages of Personal Differences in the Workplace
 Define Conflict Management
 Describe the Iceberg of conflict and its Personal Impact
2- Constructive Feedback Skills
 Differentiate the Terms "constructive Feedback" and "Criticism"
 Identify the Roles of Verbal and Non-Verbal Behaviors in Feedback
 State at Least Three Guidelines for Giving and Receiving Constructive Feedback
 Apply the Six-Step Model for Giving Constructive Feedback
3- Role of Emotions and Self-Management in Stressful Behavioral Situations
 Define Emotional Intelligence (EI) and Its Role in Interpersonal Relations
 Assess Personal EI
4- Situational Responses in Problematic Individual and Group Settings
 Explain and Apply the Four-Step C-A-L-M Model for Standing Strong
 State at Least Two Techniques for Handling Five Potentially Stressful One-on-One Behaviors
in the Workplace
 Demonstrate How to Defuse Emotions and Address Difficult People in a Meeting Situation
5- Action Plan
 Develop an Action Plan for Two Specific On-the-Job Situations
 List Three Personal Behavioral Changes to Help Manage Conflict Regularly At Work
31 Page

33. You Are What You Present
Effective Presentation Skills
Who Should Attend
This course is recommended for everyone who needs to develop their presentation skills,
speak in front of groups or sell ideas to others and has little or no presentation experience.
Learning Objectives
 Tailor Your Presentation to Your Audience
 Use Relaxation Techniques to Overcome Nervousness
 Learn How to Project Your Voice and Use Pauses to Dramatize Your Point
 Expertly Handle Difficult Questions and Situations
Course Outline
1- Balancing Verbal and Nonverbal Messages
 Explain the Need to Balance Style and Substance
 Identify the Importance of Nonverbal (Visual and Vocal) Messages
 Receive Feedback on the Nonverbal Messages You Send
 Practice Nonverbal Impact Skills to Reduce Nervousness and to Engage the Attention of
Your Listeners
 Demonstrate How to Make Your Content Clearer and More Memorable by Incorporating
Anecdotes, Analogies, Examples, and Quotes in Your Presentation
 Demonstrate How to Use Audience Participation Techniques
2- Developing and Organizing Presentation Content
 Set Presentation Parameters
 Create an Audience Profile
 Tap into What You Already Know
 Identify What You Need to Find Out
 Structure Your Information
 Demonstrate How to Condense the Speech Outline into Notes You Can Speak From
3- Preparing to Give the Presentation
 Explain the Benefits of Rehearsing, Adhering to Time Frame, and Speaking from Notes
 Demonstrate How to Reduce Stress and Speaker’s Anxiety
4- Using Visual Aids and Support Materials
Describe the Purpose of Visual Aids and Support Materials
Distinguish among Visual Aids, Speaker’s Notes, and Audience Handouts
Identify Tips for Effective Composition of Visual Content
Describe the Criteria for Selection among the Many Types of Visual Aid Media
Demonstrate Guidelines for Interacting with Visual Aids and Managing Handouts
5- Handling Questions from the Audience
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 Explain the Importance of the Question and Answer Session
 Demonstrate How to Respond Professionally to Questions from the Audience
Page

34. 6- Managing the Presentation Environment
Describe the Advantages and Disadvantages of Different Room Setups
Be Able to Anticipate, Avoid, and Handle Equipment Problems
Identify What Logistical Arrangements to Check
Demonstrate How to Use Lecterns and Microphones Effectively
7- Exercises/Worksheets
 Self-Introduction Worksheet
 Prepared Presentation #1
 Setting Presentation Parameters Worksheet
 Audience Profile Worksheet
 Prepared Presentation #2
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Page

35. The 14-Fourty Time Manager
Manage Your Time
Who Should Attend
Business professionals who want greater control of their time, management style and life
by using effective time management techniques Includes tips on coping with voice mail
and e-mail
Our Mutual Objectives
 Recognize Key Components of Effective Goal Setting through Time Management
 Discover Your Time Management Strengths and Self-Management Opportunities
 Manage Multiple Priorities Based on Validity and Urgency
 Redirect Your Efforts to the Most Important and Valid Tasks
 Identify Ways to Deal with Distractions and Eliminate Interruptions
 Set Group Goals and Priorities
 Discover Quick and Easy Ways to Handle Non-Valid Tasks
 Learn Strategies to Improve Your Concentration and Increase Your Efficiency
 Implement Tools and Techniques for Effective Multi-tasking and Scheduling Abilities
Course Contents
1- Time Management Is Self-Management
 Define Time
 Understand and Reconcile the Shifting Priorities in Your Workday
 Identify Typical Time-Wasters in Your Workday
 Categorize the Time-Wasters as Self or Other Imposed
 Identify the Value (Cost) of Your Time
 Recognize Effective Time Management as Self-Management
 Learn the Six Key Steps to Value and Control Your Time
 Identify Your Current Time Management Strengths and Self-Management Opportunities
2- Planning Your Way to Success
 Understand the Goal-Setting Process
 Recognize the Key Components of Effective Goal Setting
 Create Clearly Defined Goals Based on Your Role
 Develop Skills to Set SMART Goals
 Write Your Own SMART Goal(s)
3- Managing Multiple Priorities—Focus on the Important and Valid
 Set Priorities Using Importance and Validity as Guideposts
 Use Urgency to Tie-Break between Competing Priorities
 Create Five Windows of Time
 Open a New Window of Opportunity
34
 Redirect Your Efforts to the Most Important and Valid Tasks Based on Your Role and
Responsibilities
Page

36.  Discover Five Ways to Handle Non-Valid Tasks
 Prioritize Your Day by Answering Nine Key Questions
 Effectively Delegate Appropriate Tasks
 Implement Four Techniques to Improve Your Scheduling Abilities
 Commit to Follow-up Strategies to Ensure Your Success
4- Concentration—Your Key to Productive Efficiency
 Develop an Understanding of the Terms "Productive" and "Efficient" and Learn to
Distinguish between the Two Concepts
 Uncover the Myth of Multitasking
 Understand the Importance of Concentration and Focus
 Identify Your Concentration Quotient
 Learn Ways to Improve Your Concentration
 Identify Fifteen Ways to Deal with Distractions
 Utilize Twenty Tips to Eliminate/Minimize Interruptions
 Focus Your Efforts and Skills to Increase Your Effectiveness
5- Taming the Typical Time-Wasters
Get Organized and Stay Organized
Learn the IOK Method for Handling Paperwork
Incorporate Some of the Twenty-Four Timely Tips for Putting Paperwork in Its Place
Use the Top Twenty Suggestions for Eliminating E-mail Overload
Diagnose and Treat Your Procrastinating Ways Using Seven Timely Tips
6- Managing Meaningful Meetings
Identify Reasons Why Some Meetings Are Ineffective
Match Your Meeting Method to Your Message
Develop Ways to Ensure Your Meetings Have Meaning
Incorporate Thirteen Timely Tips to Make Your Meetings Meaningful
Plan and Lead More Productive and Effective Meetings
Learn Effective Meeting Attendee Behaviors
Improve Your Meeting Attendee Skills
Deal with Difficult Attendees
7- Establish Boundaries to Create Balance
 Prioritize and Choose Your Activities to Provide Balance
 Use the Ten Timely Tips for Establishing Boundaries
 Understand the Importance of Honoring Your Own Time
 Say Yes to Yourself by Saying No to Others
8- Crafting Your Time Mastery Plan
 Identify Three Key Learning from the Course
 Write Two SMART Goals for Your Time Mastery Plan
 Transfer Your Key Learning into Action
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Page

37. Write n Right
Business Writing for Administrative Professionals
Who Should Attend
Administrative assistants, administrative support personnel, office managers and executive
secretaries/assistants interested in improving their business writing skills.
Our Mutual Objectives
 Master the principles of good grammar and punctuation
 Organize and write memos, minutes and procedures
 Confidently write and ghostwrite for your boss(es), using appropriate style and tone
 Learn how to write effective e-mail
 Understand the entire writing process
 Write effective letters for all occasions
 Save time through proven tricks of the trade
 Gain recognition as your boss’s backup and representative—become the “office writing
expert"
Course Outlines
Formulas for Editing, Proofreading, and Rewriting
 Understand Basics of Grammar
 Eliminate Unnecessary Language
 Edit and Proofread Effectively
1- Letters That Get Results
 Organize Letters Effectively
 Convey a Warm, Personal Tone
2- Winning on Paper—Strategies for Success
Vary Your Sentence Length and Structure
Subordinate Secondary Ideas
Highlight Key Ideas
Design Your Page Effectively
Gain Recognition through Your Writing
3- Memos and Minutes
 Organize Logically
 Select a Winning Tone
 State Opinions or Pinpoint Problems
 Write Effective Procedures
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 Summarize Effectively
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38. 4- Tricks of the Trade
Write for Your Boss
Write Disciplinary Communications
Become "the Office Writing Expert"
Apply Time Management Techniques to Writing
Create a Style Manual for Your Office
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Page

39. The A,B,Cs Of Successful Business Meeting
Who Should Attend
Executive secretaries, senior secretaries, administrative assistants, administrative
secretaries, administrative coordinators, executive assistants, meeting coordinators and
any individual with an office support function or responsibility for planning meetings
Our Mutual Objectives
 Know How Objectives and Budget Drive Meeting Planning Decisions
 Know with Whom to Communicate When Doing Meeting Planning Tasks
 Match Room Setup with Meeting Objectives
 Select the Appropriate Hotel Facilities and Audiovisual Equipment
 Understand Food and Beverage Options
 Effectively Negotiate Hotel Contracts
 Know Which Services Hotels Provide
Course Outlines
1- Introduction to Meeting Planning
 Recognize That Many Planners Share the Same Challenges and Concerns
 Define the Skill Set Required to Become a Meeting Planner
 Deal Proactively with Your Boss about Meeting Issues
 Recognize the Terminology and Acronyms of the Industry
2- Objectives, Budgets, and the Meeting Specification Sheet
 Evaluate Whether a Meeting Should or Should Not Occur
 Develop a Meeting Specification Sheet
 Identify the Major Revenue and Expense Areas of Meetings
3- Site Selection
 Identify the Components of a Proper Site Selection, Including Effective Industry Resource
Utilization
 Refine Your Site Selection Needs
4- Room Setup and Design
 Identify the Various Types of Room Setups, and Match Them to Specific Meeting Formats
 Determine How Much Space per Person Is Required in Each Room Setup
5- Negotiations and Hotel Contracts
 Identify What Is and Isn’t Negotiable in a Hotel Contract
 Identify How Hotels Make Money, and Assess the Value Your Business Represents
 Understand Critical Hotel Contract Clauses and How You Should Modify Them
 Recognize the Power of "No" in a Hotel Contract Negotiation
 Practice Your Negotiating Skills by Learning the Needs of the Hotel
38 Page

40. 6- Audiovisual Technology
 Identify Various Types of Fundamental AV Equipment
 Discuss Four Rules Critical for Successful AV Presentation
 Understand AV Money-Saving Tips
7- Food and Beverage
 Recognize How Food and Beverage Activities Complement the Program and Make an
Appropriate Selection
 Define Key Money-Saving Tips in Food and Beverage
8- Communicating with Vendors
 Identify the Key Players within a Hotel and within the Hospitality Industry
9- Registration
 Recognize Why Registration Is Needed, and How It Can Make or Break the Entire Event
 Understand Key Elements of a Successful Registration
10- Computers in Meeting Planning
 Navigate the Internet Sites and Portals That Are Designed for the Meetings Industry
 Understand Critical Terminology Referring to Bandwidth
 Redefine the Capabilities of the Basic Work Software You Already Have (Word Processing,
Spreadsheets, Databases) in Assisting You to Accomplish Meeting Planning Tasks
39 Page

41. Making Conversations Work
Effective Business Conversation Skills
Who Should Attend
Managers, supervisors, team leaders and business professionals at all levels who wish to
have more effective business conversations.
Our Mutual Objectives
 Create Messages That Are Organized and Coherent
 Design Messages That Get to the Point by Mastering Conversational Discipline
 Steer and Control the Direction of Conversations to Manage and Effectively Use Time and
Resources
 Perform Workplace Conversations (Teaching/Training, Setting Direction, Coaching,
Reviewing Performance, Etc.) to Become More Productive
 Listen for Information and Create Conversational Bridges to Better Engage Others in the
Creative Problem-Solving Discussions and Meetings
 Create Complete Messages That Cover Critical Information in Order to Influence and Build
Trust
 Establish Rapport to Build Stronger Workplace Relationships and Open Communication
Course Outlines
1- Focused Conversation Skills
 Creating a focused and results-oriented conversation goal
 Achieving clarity by organizing your ideas and remaining focused
 Redirecting conversations that have gone off-track, exiting those that are dragging
 What to include in your business conversations from the listeners’ perspective
 How to create complete messages that cover all critical information
 Calibrating language to avoid becoming too specific or too abstract
 Integrating confidence and competence into your conversational behavior
2- Engaging Others in Conversation
 Building rapport and establishing open communication
 Listening strategies to gain information and create conversational bridges
 Asking and responding to questions as a way to promote effective business conversations
 Communication insights to help you flex your personal style to others’ preferences
 The appropriate role of humor
 Choosing the right verbal and nonverbal language to create consistent, coherent and
targeted messages
 Implications of gender and culture on the dynamics of conversations
 How to avoid creating or showing defensiveness in business conversations
40 Page

42. 3- Workplace Conversations
 How to successfully approach various types of business conversations
 Tools and strategies to plan and demonstrate a specific conversation type
4- Conversational Style Preferences and Flexing Strategies
 Assessing conversational style preferences, strengths and weaknesses and flexibility
 Learning to use humor (carefully) in business conversations
 Mastering verbal and nonverbal language skills
5- Action Plan
 How to Implement new business conversation skills
 Setting Your Plan to Implement New Business Conversation Skills
 Define an Ongoing Business Conversation Skill Development Plan
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Page

43. Creativity: Think or Sink
Creativity & Innovation
Who Should Attend
Managers, team leaders, directors, project managers, supervisors and staff in all
industries—and anyone who has influence over the creation, adoption and
implementation of new products, services and processes
Our Mutual Objectives
 Practice creative thinking methods to generate ideas and solutions
 Turn existing problems into opportunities for growth
 Discover new techniques for securing enthusiasm for new initiatives
 Encourage out-of-the-box thinking
 Apply creative thinking techniques to foster innovation and improve systems, products and
processes
 Enhance morale, group performance and collaboration
Course Outlines
1- The Messy Nature of Innovation
 Identify Practices That Help Promote Creativity and Innovation
 Describe the Trade-Offs Between Focusing on Results vs. Focusing on Good Process
 Explain the Connection Between Courage, Confidence and Creativity
2- Nurturing New Ideas and Solutions
 Use Various Brainstorming Tools for Generating Ideas
 Describe the Conditions That Make for Effective Brainstorming
 Identify Which Idea Generation Tool Works Best for Different Situations
3- Recommended Practices Review
 Identify the Practices and Guidelines That Create an Innovative Work Environment
 Give the Creative Process the Patience Necessary to Get to Bold Ideas
 Identify the Moment When to Move the Process from Diverging to Converging
4- Real-World Practice
 Manage a Problem-Solving Process from Beginning to End
 Recognize the Iterative Nature of the Design Process
 Implement Problem-Solving/Idea-Generation Meetings
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44. Use Bait with Business Etiquette
Who Should Attend
This course is designed for anyone who is looking to advance professionally in their field
Our Mutual Objectives
 Build relationships, create a professional appearance.
 Develop positive relationships with coworkers.
 Practice cubicle and office etiquette.
 Use the appropriate behavior and etiquette when using the Internet.
 use Etiquette in daily communications.
 Use Etiquette In meetings.
 Handle ethical dilemmas and personal issues.
 Become a good conversationalist.
 Be courteous when communicating.
 Examine the appropriate etiquette for business meals and functions.
 Be a courteous traveler at home or abroad.
Course Outlines
1- Office protocol
 Office etiquette
 Cubicle and office etiquette
 Office relationships
2- Professional conduct
 Appropriate use of the Internet
 Ethical dilemmas
 Personal issues in the workplace
 Monitor the progress
3- Communicating in the workplace
 Introductions
 Conversations
 Etiquette in meetings
4- Etiquette in communication
 Telephone courtesy
 E-mail etiquette
 Writing guidelines
5- Business functions
 Attending business functions
 Business dining
6- Traveling for business
 The courteous traveler
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 International travel
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45. Supervisory Level
101 Supervisory Management: The first Mile in The Milestone
Management Skills for New Supervisors
Supervisory Level
Who Should Attend
New supervisors with less than five years of supervisory experience and process and
production supervisors who want the benefit of basic management skills training
Our Mutual Objectives
 Understand How to Succeed in a Rapidly Changing Environment
 Learn How to Plan, Organize, Communicate and Monitor
 Apply the Most Appropriate Supervisory Style to Individuals and Situations
 Understand Your Legal Responsibilities
 Solve Problems Effectively by Using Active Listening Skills to Ask the Right Questions
 Learn How to Give Constructive Criticism
 Understand How to Apply Various Motivation Techniques
 Maximize Productivity by Leveraging a Diverse Workforce
 Learn Techniques to Help You Cope with Difficult Employees
 Use Delegation for Effective Employee Development, Time Management and Motivation
 Learn a Five-Step Coaching Model and Create an Action Plan
Course Outlines
1- Embracing Your New Role and Expectations
 What your boss, employees, peers and senior management expect from you in your
supervisory role
 Four basic management functions: planning, organizing, communicating, monitoring
2- Managing a Diverse Workforce
 Diversity issues and how they affect you, your work unit and your company
3- Filling Your Communication Skills Toolbox
 Advantages and disadvantages of one-way and two-way communication and when to use
each
 Capitalize on the benefits of e-mail
4- Communication, Building and Boosting Team Performance
 Demonstrate paraphrasing to check for content understanding
 Experience the impact of nonverbal communication
 Send harmonious messages
 How to ask questions that get the answers you really need
5- Coaching for High Quality Performance
 How to give and receive criticism constructively
 How to minimize defensiveness in yourself and others
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 Demonstrate a five-step coaching discussion model
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46. 6- Creating a Motivating Environment
 Establish the essentials of a motivating environment
 Demonstrate rules for reinforcing productive behavior
7- Taking Delegation, Performance and Team Development to the Next Level of Excellence
 Use delegation as a motivational tool
 Develop a strategy for solving a current employee motivational problem
8- Managing Performance Appraisals
Understand your company’s appraisal system
Record-keeping and compliance issues
Write a performance appraisal document
Conduct an effective performance appraisal meeting
9- Managing Time Effectively
 Key principles of effective time management
 Share time management best practices
 Five stages of managing meetings
10- Planning for Continuing Growth
 Select and prioritize your own next steps
 Develop an action plan for continuing professional development
45 Page

47. 102 Supervisory Management : The Extra-Miles in The Milestone
Management Skills for Supervisors
Who Should Attend
Managers and supervisors with three to five years of experience, process and production
supervisors and graduates of Management Skills for New Managers, Management Skills for
New Supervisors and Making the Transition from Staff Member to Supervisor.
Our Mutual Objectives
 Master practical, proven techniques for dealing with uncomfortable, challenging situations
 Become skilled at trying to avoid potentially litigious situations
 Write a difficult-to-create performance evaluation
 Enhance your team-coaching skills
 Overcome communication barriers to productivity
 Understand how to supervise while coping with survivor shock
Course Outlines
1- Coaching Uncooperative Employees
Define "Diversity" and How It Relates to Coaching Difficulties
List Specific Behaviors You Expect from Your Employees
Reaffirm the Importance of Coaching Today
Explain the Value of Eleven Critical Coaching Skills
Use the Contribution Connection to Plan a Coaching Approach for Your Own Most
Challenging Employee
2- Resolving Conflict to Increase Cohesiveness
 Discuss Constructive and Destructive Conflict and How to Capture Conflict’s Benefits
 Describe Four Resolution Positions and Your Own Style Preferences
 List Techniques for Using Conflict to Increase Cohesion
 Demonstrate the Contribution Connection Approach to Resolving Conflict
 Explain Four Stages of Mediation
 Mediate Disputes between Others
3- Delegating to Reluctant Staffers
Discuss the Difference between Delegating to an Individual and to a Team
List Ways to Make Delegation "Attractive" in Tough Times
Explain Six Authority Levels and Explain the Importance of Delegating Them Specifically
Develop an Authority Level Matrix for Two Staffers
Demonstrate the Contribution Connection as a Delegation Monitoring Tool and Delegation
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
Meeting Guide
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48. 4- Motivating "Survivors"
Discuss Key Issues for "Survivors"
Face the Feelings behind Complaints, Accusations
List Strategies for Helping People Through
Use the Contribution Connection to Plan Alliances to Overcome Organizational and
Interpersonal Obstacles to Performance
5- Managing Performance: The Written Part
Adapt the Contribution Connection Framework to Draft Hard-to-Write Documents
Use Grammar and the "Power of Three" to Confront Tough Writing Tasks
Write and Edit Corrective Action Memos That Encourage Behavior Change
Write Helpful, Legally-Sound Performance Appraisal Documents
Develop and Use a Customized Editing Checklist
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49. Manage People Successfully
Who Should Attend
Managers and individuals with management responsibilities whose success depends on
managing people successfully through clear communication, a cooperative attitude and
commitment to shared goals
Our Mutual Objectives
 Appreciate How the Role of Manager Has Changed in Modern Times
 Understand the Role of Values in Managing People
 Adjust Management and Personal Style to the Needs of Different Situations
 Adopt the Approach Needed to Motivate Different People in Different Situations
 Use Effective Feedback to Deal with Difficult People
 Delegate Tasks in Ways That Develop Your People
 More Effectively Resolve Conflict
 Understand How Your Organization’s and Workgroup’s Culture Shapes the Behavior of the
People with Whom You Work
 Practice the Principles of Emotional Intelligence to Achieve Greater Effectiveness
 Appreciate How Good Ethics Is Good Business
Course Outlines
1- The Experience of Being a Manager
 How to get people to want to do what they’re supposed to do
 Specific challenges you face when motivating others
2- Values
 Values and their impact on work life
 How values can have productive and nonproductive results
 Identify value conflicts in yourself and in others
3- Personal Styles
 Determine your own personal style profile
 Gain insight into the strengths and limitations of your profile
 Use behavioral clues to determine others’ personal styles
 How to work more effectively with other personal profiles
4- Motivation
 Employee motivation factors and their impact on behaviors and work settings
 How to tailor your motivational efforts to individual employees and different situations
5- Listening, Body Language, Giving Feedback and Dealing with Difficult People
 Use active listening to gain information and understand employees’ perspectives
 Effectively apply positive and corrective feedback
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 Use appropriate values alignment when dealing with difficult employees
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50. 6- Conflict
 The dimensions of conflict resolution
 Identify your own preferred conflict-resolution styles for better conflict management
 Use different conflict resolution styles in different situations
7- Delegation
 Different delegation styles: how and when to use them
 Determine the appropriate delegation style for employees and situations
8- Understanding Organizational Culture and Subculture
 The impact of organizational culture and subculture and “cultural blinders”
 Explore the assumptions that impact your team’s thinking and actions
 Identify and build on the strengths of your team’s culture
9- Emotional Intelligence
 The components of emotional intelligence
 Gain an honest and accurate assessment of yourself
 Develop an improvement strategy
10- Ethical Leadership
 Identify your group’s values
 Your vision for ethical leadership
11- Action Planning
 Develop a specific plan for applying what you’ve learned back on the job
 Identify people who can support your action plans
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51. Coaching & counseling Path Finder
Coaching and Counseling for high Job Performance
Who Should Attend
Managers, supervisors, project or team leaders, human resources professionals and
counselors responsible for performance management
Our Mutual Objectives
 Identify the Components of Performance Enhancement
 Define the Four Coaching Approaches or Styles
 Identify the Paradigm Needed by an Effective Coach
 Apply Development-based Coaching Techniques
 Learn to Create a Coaching Partnership between Supervisor and Employee
 Learn the Organizational, Group and Developmental Environments Faced by Coaches
 Learn One’s Interpersonal Style and Use It Effectively in Coaching Situations
 Develop and Apply the Fundamental Skills of Coaching through Case Study, Role Play, and
Discussion
 Close the Gaps between Current and Desired Performance
 Apply Counseling Skills to Coaching Situations
 Understand and Apply the Critical Steps of Coaching
 Utilize, throughout the Program, the Coach’s Tools That Apply to Real Work-Coaching
Situations
 Create an Action Plan Using the Coach’s Planning Guide
Course Outlines
1- Coaching Styles
 Distinguish between Current and Required Managerial Attributes
 Identify the Components for Performance Enhancement
 Define the Four Coaching Styles (Approaches)
 Define Your Preferred Coaching Style
 Understand the Dynamics of the Coaching Issues Circle
2- Coaching Model
 Identify the Coaching Model for Development-based Coaching by Applying the:
—Coach’s Paradigm
—Coaching Framework
 Apply Development-based Coaching Techniques
 Create a Coaching "Partnership" between Supervisor and Employee
50 Page

52. 3- Coaching Context
 Understand and Effectively Utilize the Four Critical Environments for Coaching to Be
Effective:
— Organization’s Cultural Environment
— Group’s Learning Environment
— Employee Development Environment
— Interpersonal Communication Environment
 Assess One’s Coaching Communication Environment through the Personal Style Indicator
(PSI)
 Expand Interpersonal Communications into Coaching Patterns That Impact the Employee
Response to the Coaching
 Apply the Results of the PSI to Actual Work Situations
4- Coaching Skills
 Develop a Better Understanding of the Four Fundamental Coaching Skills Of:
—Observation
—Questioning
—Listening
—Giving Feedback
 Fully Use and Apply These Skills So That, as a Coach, You Will:
—Observe and Not Judge
—Listen to the Words and the Real Message
—Ask Questions That Elicit Information and Maintain a Dialogue
—Provide Feedback That Structures Future Behaviors
5- Coaching Performance Improvement
 Understand and Distinguish between the Different Coaching Situations:
—Career
—Performance
—Development
 Understand That, to the Employee, Coaching Is a Form of Intervention
 Motivate the Employee Toward the Desired Performance Levels
 Effectively Use an Appraisal Form to Provide Feedback on Future Performance Behaviors
6- Developmental Counseling
 Define the Counseling Process
 Identify the Six Skills for Effective Counseling
 Specify the Guidelines When Counseling
 Use Precise Communication Skills to Foster the Counseling Process
 Conduct a Counseling Session in a Coaching Situation
7- Coaching Process
 Link the Learning on Coaching in This Program into Three Practical Steps, and Apply These
Steps
 Provide Effective Feedback and Coaching for Typical Work Situations
 Use Conflict Skills in Difficult Coaching Applications
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 Incorporate the Planning Guides to Address Real Work Situations
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53. 8- Coaching Application
 Connect the Learning from the Coach’s Tools into One, Real-World Application
 Use a One-Page Coach’s Planning Guide for Every Coaching Situation
 Use Feedback from the Role Play on the Real-World Coaching Situation to Make
Adjustments When Coaching on the Job
9- Action Plan
 Develop Your Personal Action Plan to Be a More Effective Coach
 Understand the Impact That You As a Coach Can Have on Job Performance
 Avoid Some of the Common Coaching Mistakes
52 Page

54. Always Maximizing Through Business Prioritizing
Set Priorities and Make Decisions under Pressure
Who Should Attend
Anyone who needs time management training to deal with multiple projects and/or faces
expanding workloads, tight time lines and increased uncertainty
Our Mutual Objectives
 Analyze the Sources and Impact of Workplace Chaos
 Apply Tools Designed to Help Determine Priorities
 Examine New Time Management Strategies and Techniques
 Apply Tools to Help Make Good Decisions Under Pressure
 Select Tools and Techniques to Apply Back on the Job
Course Outlines
1- A Look at Workplace Chaos
 Identify the Sources of Workplace Chaos
 Estimate the Impact of Chaos on Individuals, Teams, and Organizations
 Begin to Develop an Action Plan to Help You Attain Your Top Business Goals By Using Tools
to Manage Workplace Chaos
2- Determining Priorities—The Starting Point
Identify Why Determining Priorities Is Critical
Compare a Proactive vs. Reactive Work Approach
Analyze How You Spend Your Time
Negotiate to Help Manage Your Time and Requests
3- Maintaining Focus on Priorities
 Compare Older and Newer Time Management Strategies
 Review a Selective Daily Action Plan
 Describe Three Cures for Illusions About Competing Priorities
 Apply Tools That:
– Educate Requesters on "Blind Risks" in Their Requests
– Help Requesters Arrive at Your Door Better Prepared
– Match Assigned Deadlines with Actual Estimates
– Track Interruptions
4- Assertive Communication
 Define Assertive Communication Required to Manage Workplace Challenge and Pressure
 Employ Assertive Responses No Matter How Manipulated or Provoked You Feel
 Decline a Request Successfully, Whether from Your Manager, Your Peers or Your Customers
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 Identify Helpful Language
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55. 5- Decision Making Under Pressure
Determine the Risks of Making Decisions Under Pressure
Identify Good Decision Making Considerations
Practice a Fast Focus Analysis Make Your Decision. Weigh It Against Your "Quick Pick"
Examine the Decision Guide Format Through a Demonstration Case
Complete the Decision Guide Using Your Own Case
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56. Managerial & Leadership Level
101 Managerial Skills: The First Mile in The Milestone
Managerial & Leadership Level
Management for new Managers
Who Should Attend
Managers with one to three years of experience who are seeking additional management
training
Our Mutual Objectives
 Clearly Articulate Your Role and Responsibilities as Manager
 Effectively Manage the Performance of Your Direct Reports
 Capitalize on Your Employees’ Natural Motivators for Success
 Determine the Best Ways to Communicate throughout Your Organization
 Learn and Apply the Principles of Situational Leadership
 Identify the Benefits and Procedures of Effective Delegation
 Uncover Your Strengths as a Coach
Course Outlines
1- Manager Self-Assessment
 Identify what you do well in your new role and what you can do even better
 Determine the skills you have that still need improvement
2- Defining Your Role
 Your responsibilities and the expectations of your boss, peers and former colleagues
 Create an environment to achieve results with and through your team
3- Performance Management
 Differentiate between your responsibilities and those of your direct reports
 Learn what to keep in a personnel file
4- Effective Communication
 Determine the best communication strategies with your manager and your team
 Plan and conduct effective meetings
5- Motivational Strategies
 Causes of dissatisfaction in your group
 Uncover your employees’ motivators and capitalize on them
6- Situational Leadership —the Art of Influencing Others
 How to develop people, value differences and encourage honest communication
 Develop your leadership style to gain commitment from your employees
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 Match your leadership style to your employees' developmental needs
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