training                                            Leadership Development Training

We have numerous dynamic leadership training options for you!

Whether it is in the skill area of intra-personal, business improvement, managing, or leading, The Sergay Group can customize a program just for you. We also provide curriculum development. In addition, we offer numerous Employee Development Training Courses and HR Management Training Courses.

Change Management

OVERALL OBJECTIVE

The Change Management Workshop aims to equip participants to manage change so as to ensure continuous improvement, survival or growth. The idea is to make change easier on the organization, the teams and the individuals involved.

Participants will gain understanding and skills to proactively initiate, and deal effectively with, change in an organization. From identifying the need to overcoming the obstacles, the practical approach is on ensuring the implementation of the change is successful.

OUTCOMES

The participants will be able to:

  Assist others in coping with change
  Know where to focus during change
  Plan for change and its implementation
  Recognize the need for change and what it entails
  Understand the system implications of any change
  Facilitate change on an individual and a group level
  Identify specific actions to facilitate progress through the change process
  Ensure personal and team effectiveness by empowering self and others for action and
    change

CONTENT

Change Concepts

  Organizational change
  A systems approach to change

Need for change

  Test people's assumptions around change
  Gain different perspectives
  Diagnose change needs:
      Organization
      Team
      Individual  
  Explore the impact of change
  Create strategies to overcome any ill-effects

Obstacles to Change

  Cope with change
  Know what to avoid
  Display personal flexibility during change
  Overcome the resistance others have to change
  Work through personal transitions

Strategies for Empowered Change

  Employ strategies to cope with change
  Communicate throughout a change process
  Implement change systematically and proactively
  Support employees during the change process
  Manage the change process through:
      A plan
      Processes
      Facilitation
      Organization
      Communication
      Political activity
      Symbolic activity
      Resource utilization
      Self-management techniques

Change Management.pdf

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Coaching for Employee Development

OVERALL OBJECTIVE

The Coaching for Employee Development Workshop, aims to equip participants to successfully establish coaching relationships, and to ensure optimal value and accelerated development for the individual's being coached in line with identified development requirements and plans.

OUTCOMES

By the end of the intervention, participants will:

  Increase the effectiveness of their own coaching
  Increase understanding of coaching relationships
  Be able to identify the potential competence in others
  Be able to determine the actions required to create an enabling environment for
    development coaching to take place
  Have tools to assist in coaching:
      good performers to enhance their skills
      employees not meeting expectations
      individuals with new job tasks
      planning of development
      planning of careers
      difficult employees
      new employees
  You will walk away with a toolkit with which to engage the employee you will be
    coaching.

CONTENT

Prepare for the Coaching

  Determine What is Coaching
  Review My Role Model
  Understand Adult Development
  Understand the Coaching Stages
  Understand Different Coaching Styles
  Establish Parameters for Development Planning Discussions
  Having an Effective Development Planning Discussion
  My Approach to Development Discussions
  Establish Support Roles

Start the Coaching Journey

  Create a Coaching Contract
      Establish the Coaching Parameters 
  Perform Accurate Learner Needs Assessments
  Establish a Development Action Plan
      Establish Progress Measurements 
  Set the Coaching Objectives
  Use the Most Appropriate Approach
  Handle Introduction to the Coaching Effectively
  Clarify Expectations in the Coaching Relationship
  Work with Performance Contracts (objectives, deliverables, and measurement) where
    appropriate
  Work with Personal Development Plans, where appropriate

Hold the Coaching Conversation

  Stage 1 - Analyze
      Assist the Learner to Isolate the Issues at Stake: Assess root causes, brainstorm and
        categorize, problem-solve, develop action plan
      Establish Development Needs and Fill the Gap
  Stage 2 - Interface
      Create a Climate of Trust
      Practice Listening and Asking the Right Questions
      Give Constructive Feedback to Maximize Learning
  Stage 3 - Evaluate
      Talk about Performance
      Have an Effective Development Planning Discussion

Moving Beyond the Coaching Experience

  Incorporate Coaching into the Entire Learning Process
  Ensure Transfer of Learning by the Learners/Leaders
  Coaching Self-Assessment

Coaching for Employee Development.pdf

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Communicating Difficult Messages

OVERALL OBJECTIVE

The Communicating Difficult Messages Workshop aims to equip participants with the skills and knowledge required to prepare for, position, communicate, and follow up the giving of a difficult message so that all parties involved grow from the experience and strong reactions are constructively handled. Learn how to give constructive feedback.

OUTCOMES

Participants will be able to:

  Keep the review process going throughout the year from when objectives are set
  Make effective use of the performance review tools available in the organization
  Use core communication skills when offering and receiving feedback, and correcting or
    enhancing performance
  Generate and deliver a performance review and/or evaluation
  Handle strong employee and manager reactions
  Give and receive constructive criticism
  Communicate difficult messages

CONTENT

Positioning the Communication

  Difficult Messages We Face
  The Performance Management Process
  Rules Specific to Review Discussions
  Behaviors that Build a Trust Relationship

Preparing for Delivering the Difficult Message

  Focus of Review Discussions
  Thoughts on Review Discussions
  Style Review Discussion Worksheet
  Dealing with Performance Problems
  Dealing with the Games People Play
  Self-fulfilling Prophecy and Positive Reframing

Communicating the Difficult Message

  Giving and Receiving Feedback
      Some Rules of Feedback
      Understanding Feedback
      Constructing a Difficult Feedback Message
      Constructing a Positive Reinforcing Message
      Listening to Criticism
      The Cost of Avoidance or Poor Communication
      Feedback to the Person Communicating the Difficult Message
  The Review Discussion Process

 Communicating Difficult Messages.pdf

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Conflict Management - Conflict to Collaboration Skills

OVERALL OBJECTIVE

The Conflict to Collaboration Skills Workshop aims to ensure that participants are equipped to effectively deal with different conflict situations and be able to deal with their own conflict issues and styles. Learn to turn conflict into collaboration so that potentially negative impacts emerge as positive outcomes.

OUTCOMES

Participants will be able to:

  identify the sources of conflict
  understand the nature of conflict
  assess their own style in handling conflict
  understand systems theory and group cohesion
  turn destructive conflict into constructive collaboration while participating in the conflict
    situation
  turn destructive conflict into constructive collaboration while being a third-party mediator
    in a conflict situation

CONTENT

  Intra-personal, interpersonal, team, and organizational conflict
  Dealing with conflict assumptions
  A personal definition of conflict
  Diagnosing conflict situations
  Conflict situations and styles
  Managing conflict
  The "how to" in conflict resolution
  Mediating conflict to collaboration

Conflict Management - Conflict to Collaboration Skills.pdf

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Finance for Non-Financial Managers

OVERALL OBJECTIVE

The Finance for Non-Financial Managers Workshop aims to ensure that participants improve their financial literacy, understand basic financial principles, and can engage in the budgeting process. Participants need to understand and practice some of the financial skills needed by all managers in order to operate ethically and soundly in today's world of work.

OUTCOMES

Participants will be able to:

  Understand financial concepts
  Communicate financial information
  Execute effective budget management
  Calculate the cost of organizational activities
  Interpret financial information in order to make decisions or recommendations

CONTENT

  Basic Financial Terms

  Financial Questions for Better Results
       How did we do?
       How are we doing?
       How are we going to do?
       What opportunities are there?
       What areas need improvement?

  Budgeting
       Types
       Different approaches
       As a planning and control tools

  Accounting
       GAAP (generally accepted accounting principles)

  Tracking the Numbers
       Sales
       Discounts
       Warranties
       Returns
       Inventory
      Debts
       Expenses
       Equipment
       Cash flow

  Financial Reporting
       Balance sheets
       Assets
       Liabilities
       Income Statements
       Working capital
      Reports

  Public vs. Private Methodologies

  Implications of Financial Position Changes

Finance for Non-Financial Managers.pdf

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Learning to Lead

First line supervisory skills are addressed that provides basic business understanding, while building skills in planning, organizing, staffing, controlling, delegating, and managing performance both downwards and upwards. It is to ensure optimized efficiency in operational management. 

Manager - Executive Assistant / PA / Secretary Teambuilding

Learn to create an integrated, cohesive and enthusiastic team that increases the effectiveness of the relationship. Expectations and roles are clarified, communication channels, methods and styles are established, and work processes are defined to ensure smooth operations and effective support. 

Managing Productive Meetings

OVERALL OBJECTIVE

The Managing Productive Meetings Workshop aims to equip participants with all the skills required to prepare for, conduct, and follow through from meetings. They will have the competence to decide on different processes to use, and ensure a meeting results in progress made.

OUTCOMES

By the end of this workshop, the participants will:

  Plan and execute productive meetings
  Lead a meeting through its three phases
  Handle resistance and conflict and ensure full participation
  Achieve a desired outcome with the support of all group members
  Create the atmosphere and relationships conducive to team co-operation
  Listen and guide the process of the discussion towards a desired outcome
  Establish what type of practical exercises, tools, methods, techniques to use and when
    to use them
  Manage the people, resources, process, group dynamic, and reporting components of
    meetings to ensure optimum meeting execution

CONTENT

Prepare for the meeting

  What types of meetings are there?
  Why manage meetings?
  How to organize the meeting
  What to communicate?

Conduct the meeting

Commence

  What works and what doesn't work in meetings?
  How to ensure alignment
  How to establish needs and expectations
  How to shift from a manager to a facilitator

Clarify and Consolidate

  How to prioritize
  How to manage your time
  How to use lists and schedules
  How to keep a meeting on track
  How to handle the documentation
  How to choose processes for different situations
  How to conduct conference calls
  How to lead meetings

Commit

  How to summarize
  How to complete, or adjust, the progress or meeting plan
  How to shift from a facilitator back to a manager

Follow through from the meeting

  How to measure the success of your meeting
  What is the formula for a successful meeting?
  What to communicate
  Self-Assessment
  Key Points

Managing Productive Meetings.pdf

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Managing People

Be able to plan with, and for, your people, manage performance, one-on-one interactions, and a group. Learn how to deal with different people and how to get the most out of them. 

Managing Diversity

OVERALL OBJECTIVE

The Managing Diversity Workshop aims to increase awareness and buy-in from a personal and business case point of view - on one level to motivate managers and on another level to empower staff. The additional component is to provide managers with the skills to manage the diversity required. The objective of the intervention is to ensure that participants contribute constructively to, encourage, and value the cultural diversity in the workplace.

OUTCOMES

By the end of the intervention, participants will be empowered to:

  co-operate in effecting change regarding diversity
  appreciate the strategic business thrust to diversity
  demonstrate individual awareness regarding diversity
  understand prejudice and discrimination and how to break it down
  apply diversity concepts back in the workplace to drive improved work results

CONTENT

Our Strategic View 

  Why the Need for Diversity?
  Our Business Case
      The power game
      Legal parameters
      Equity versus equality
      Our equity objective

Our Worldview 

  My Uniqueness
  My Worldview Components
  Testing My Worldview
  Systemic versus Individual Discrimination
      Hiring and promotion
      Discrimination in management
      Discrimination in teamwork
      Discharge and termination

Dealing with Dynamic Tension 

  Dynamic Tension
  The Cycle of Discrimination
  How to Break the Cycle
      Understanding values
      Value statements
      Values in the organization
      Congruent values to behaviour
      Taking control
      Workplace case study

Planning for Action 

  Leveraging My Diversity
  Resistance to Diversity
  Our Diversity Action Plan
  Planning for Personal Action

Managing Diversity.pdf

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Mentoring

OVERALL OBJECTIVE

The Mentoring Session aims to equip participants to successfully establish mentoring relationships and to conduct mentoring conversations so as to ensure optimal value and development assistance with identified development and/or challenge requirements.

OUTCOMES

By the end of this workshop, the participants will:

  Determine the actions for creating an enabling environment for mentoring to effectively
    take place
  Understand tools and approaches available to assist them in accelerated development of
    the Mentee/Protege to be mentored
  Increase the effectiveness of their own mentoring skills

CONTENT

The Mentoring Context:

  Where the Term Mentor Comes From
  Determine What is Mentorship
  Review My Role Model
  Roles of a Mentor
  What I Can Offer
  What I Choose Not to Offer

The Mentoring Conversation:

  Stage 1 - Analyze
      Assist the Mentee/Protege to isolate the Issues at Stake:
        Assess root causes, brainstorm and categorize, problem-solve, develop action plan

Stage 2 - Interface
      Create a Climate of Trust
      Practice Listening and Asking the Right Questions
      Change "You" into "I" sentences
      Give and Receive Feedback

  Stage 3 - Evaluate
      Talk about Performance

Skills Development for Mentors:

  Assess Mentoring Skills

Building the Mentorship Relationship:

  Establish a Mentoring Partner Contract
  Establish a Development Action Plan
  Establish the Mentoring Parameters
  Establish Progress Measurements
  The Relationship in Perspective

Mentoring.pdf

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OVERALL OBJECTIVE

The Negotiation Skills Workshop aims to equip participants to understand the process of negotiation and apply successful negotiation techniques when managing a project.

OUTCOMES

The participants will learn how to:

  Prepare for negotiations
  Conduct productive negotiations
  Work through the negotiation process
  Include stakeholders, as and when required
  Negotiate while retaining workable relationships

CONTENT

  Defining Negotiations
  Types of Negotiations
      Problem solving
      Interest based
  Stages of a Negotiation
      Establish a mandate
      Prepare and plan
      Negotiate and close a deal
      Sell the agreement
      Implement the agreement
  Face-to-Face Skills
      How to handle difficult situations
      Dealing with dirty tricks
      Working with negotiating tactics
  Power and Influence in Negotiations
  Negotiate to Agreement
  Negotiating to Build Relationships
  Successful Negotiators
  Negotiation Competency Checklist
  The Negotiation Process

Negotiation Skills.pdf

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Performance Management Discussions

OVERALL OBJECTIVE

The Performance Management: Conducting Good Performance Discussions Workshop aims to equip participants with the skills and knowledge required to provide effective performance feedback, hold effective performance planning, development, and review discussions, build relationships, and ensure top performance.

OUTCOMES

The managers will learn how to:

  Keep the performance process going throughout the year from when objectives and
    responsibilities are set until the final review is conducted
  Overcome barriers to effective performance management
  Make effective use of the performance planning, development, and review tools available
    in the organization
  Generate and deliver a performance appraisal and/or feedback
  Use core communication skills when offering and receiving feedback, and correcting or
    enhancing performance
  Handle strong employee reactions
  Use review discussions as the base for planning to develop employees to their fullest
    potential
  Hold coaching dialogues
  Master both the technical (documentation forms, timing, etc.), as well as the interpersonal,
    aspects of planning and evaluating performance
  Write targeted and compelling performance goals
  Generate employee involvement in, and gain employee buy-in to, the performance
    management cycle

CONTENT

The Performance Management Process

  Performance Management Process: Component Definitions

Establishing Parameters for Performance Planning and Development Discussions

 Having an Effective Performance Planning Discussion
 Rules of Planning and Development Discussions
 Thoughts on Performance Review Discussions
 Concerns and Circles of Influence

Preparation for a Performance Planning Discussion

  Individual Performance Agreement: Prompts

Preparation for a Development Discussion

  Development Discussion Planning Sheet
  Fill the Gap
  Career Needs
  Skills and knowledge Preparation Worksheet
  Professional Development Plan
  Core Behaviors' Sheet
  My Approach to Planning and Development Discussions

The Performance Planning Discussion Process

The Development Discussion Process

Establishing Parameters for Review Discussions

  The Importance of Having Effective Feedback & Appraisal Discussions
  Rules Specific to Review Discussions
  Focus of Review Discussions
  Thoughts on Review Discussions

Preparation for Review Discussions

  Evaluating Performance Against Objectives, Responsibilities & Measurement
  Evaluating the Core Behaviors
  Assessing Job Development Needs
  Dealing with Performance Problems
  Dealing with Feedback Games

The Review Discussion Processes

  Giving and Receiving Feedback: Some rules
  The Formal Appraisal and Informal Feedback Discussion Processes
  Force Field Analysis and Consequences
  Feedback on How You Handle the Review Discussion Processes

Performance Management Discussions.pdf

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Presentation Skills

OVERALL OBJECTIVE

The Presentations for a Positive Impact Workshop aims to enhance the professional impression you make on others when giving presentations, through your ability to prepare content and a message suitable for a particular audience and then to articulate ideas appropriately, build relationships, and deliver the presentation with the desired impact; utilizing the verbal, vocal and behavioral skills necessary to influence others. Maximize the impact you make!

OUTCOMES

The participants will learn how to:

  effectively utilize voice, words, and behavior to influence others during presentations
  motivate and inspire others regarding ideas, concepts, and actions
  assess and monitor their presentation strengths and weaknesses
  make use of tools and approaches to improve their presentations
  utilize effective persuasive techniques
  prepare adequately for a presentation
  cope with "glitches" and questions
  handle visual, and electronic aids
  suitably engage an audience
  draw on own strengths
  make a positive impact
  respond to questions
  read an audience
  think on their feet
  build rapport

CONTENT

Pre-Work:

  Participants to receive helpful guidelines to use
  Bringing a prepared two to three minute example of a presentation they have delivered or
    are planning to deliver. This will be their first prepared presentation filmed in the workshop

Workshop:

  Making presentations that make the difference
      Practicing using a notebook and LCD unit, overhead projector, flip chart, post-its,
        white board, microphone, or podium (any of these that would be appropriate)
Cornerstone tools for professional presentations
      What you look like
      what you sound like
      What you say
 Utilizing both content and delivery for maximum impact
 Planning and preparing for presentations
      Analyzing the audience
      Different techniques to quickly construct presentations
 Applying engaging techniques

Follow through:

  Feedback sheets and personal filmed copies
  Additional mentoring if required (optional)

Learn how to prepare and present professionally. (For a case study click here...)

Presentation Skills.pdf

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Problem Solving and Decision Making

OVERALL OBJECTIVE

The Problem Solving and Decision-Making Workshop aims to equip participants with all the skills required to understand and use strategies to solve problems by themselves or within a group context and to ensure that the outcomes are aligned to the organizational strategy and objectives. Participants will learn how to master the problem-solving and decision-making techniques and be able to work collaboratively with others when making decisions.

OUTCOMES

By the end of the intervention, participants will:

  have the capability to problem solve and make decisions in a group
  apply a simple, flexible and effective framework for problem solving and decision-making
  understand how participative problem solving within different teams contributes to the
    performance of the organization and the achievement of its strategy
  understand and be able to apply the "process" and the "content" in the problem solving
    and decision-making context
  be able to effectively implement different problem solving and decision-making techniques
    and select the appropriate method for different situations
  make decisions taking into account all variables, including human capital consequences 

CONTENT

Alignment

  From Vision to Action
  Stakeholders (Mind Map)
  Stakeholder Expectations
  Understanding the Context

Problem Solving

  Techniques For Different Problems
  Ways to Reach Alternative Solutions
  Ways to Think Fully through Solutions
  How to Facilitate a Team in Problem Solving

Decision Making

  How to Make Decisions
  Techniques to Use for Decision-Making
  Implications of Decisions for Implementation

Putting Into Action

  Handling the Group Process
  Competency Checklist
  My Commitments

Problem Solving and Decision Making.pdf

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Project Management for Non-Project Managers

OVERALL OBJECTIVE

The Project Management Workshop aims to provide non-project manager participants with the project management knowledge, skills, tools and techniques necessary to move through all project stages: initiating, planning, delivering, monitoring, and completing so as to ensure optimum project execution.

OUTCOMES

Participants will be able to:

  Make the transition to a project leadership role
  Position their projects within the organization's strategy
  Use practical checklists and tools when managing projects
  Apply a consistent approach to deal with or manage projects
  Access the workbook as a working reference guide after the workshop
  Work on selected projects, so that they walk away with actual work done
  Manage projects designed to improve product, service, process, or system changes
  Fulfil their roles in projects and have the understanding to deal with the people component
    and the necessary interfaces

CONTENT

Project Management

  Define Project Management
  Components to Consider
  Stages of Project Management
  Project Strategy
  My Experience with Project Managers

Initiating
  Project Definition
  Stakeholder Analysis
  Project Success Measures
  Project Scope
  Project Challenges
  Information Flow
  Our Project Scope

Planning

  Creating Order
  Developing a Team
  Project Review Parameters
  Project Strategy Flow
  Techniques and Tools
  Project Team Resources
  Handover Plan
  Integrate Plan

Delivering & Monitoring

  Managing the Delivery Stage
      Formats for Meeting Notes
  Changes to be Recorded

Completing

  Project Review Plan
  Document Lessons Learned
  Closure

Leading

  Integrating Your Project
  Project Management Glossary
  Project Roles and Responsibilities
  Competency Checklist

 Project Management for Non-Project Managers.pdf

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Strategic Planning

OVERALL OBJECTIVE

The Strategic Planning Workshop aims to assist managers and team leaders to plan strategically, set goals and objectives for their functional team, and align them with actions, as well as to demonstrate strategic thinking during everyday operations.

OUTCOMES

The managers or team leaders will learn how to:

  think outside the box
  set goals and objectives
  balance the tactical and the strategic
  demonstrate strategic thinking during everyday operations
  construct a plan that aligns everyone's actions to the organization strategy
  apply tools and techniques to think differently about issues or situations in their work.

CONTENT

Balancing the Tactical and the Strategic

  What is Tactical Execution vs. Strategic Thinking?
  Leadership Expectations of Deliverables and Competencies
  Aligning Strategy to Performance
  Strategy Terminology

Taking a Strategic View of Your Team

  Analyzing the Environment
  Stakeholder Analysis and Expectations
  Customer Needs versus Performance
  Mission
  Vision

Setting Goals and Aligning Actions

  Challenges
  Creating Order
  Strategic Actioning
  Linking to Job Descriptions

Strategic Planning.pdf

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Team Building

OVERALL OBJECTIVE

The Team Building Workshop aims to equip participants with the skills and knowledge required to establish, maintain and grow teams that are effective and sustainable within the organization. Participants will have a thorough understanding of why teamwork is so important within the organization.

OUTCOMES

By the end of the intervention, participants will:

  have defined what a team is and who it consists of
  have defined themselves as part of a team
  have explored the advantages and disadvantages of working as a self-directed team
  have determined the context conducive to self-directed teams or leader-led teams
  be able to identify what functions are, and could be, delivered more effectively by
    different types of teams
  identify what is required to make a team really effective
  have practiced different processes required of a team, e.g., conflict management, problem
    solving, decision-making, goal setting
  know ways to gain commitment of all diverse team members
  understand the differences in roles within a team
  understand the stages of team development
  have prepared a plan for developing their team back at work

CONTENT

Understanding Teams

  What constitutes a successful team
  Discovering circumstances best suited to working in a team
  Identifying stages of team development
  How the team can develop and grow

Focusing Teams

  Aligning the team to the organization's strategy
  Setting clear goals and objectives
  Aligning the team to other functions in the organization
  Handling stakeholder expectations
  Understanding roles and responsibilities within the team
  Creating future-focused norms
  How to keep focus and energy

Managing Teams

  What does a team need to do to be sustainable?
  Building cohesion
  Working through change
  Understanding different contributions to the team
  Working with team members' strengths and weaknesses
  Facilitating and holding team discussions and meetings
  Managing performance, problems, and conflict

Ensuring Results

  Developing a plan of action
  Developing a team to be highly successful
  Focusing on both the tasks and the relationships

Team Building.pdf

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______________
High Impact
Results Driven Services

Consulting

Human Resource Management

Organizational Culture

Needs Assessment

Strategic Planning

Team Building

Coaching

Career Coaching - Moving to a New Job

Coaching for Continuous Improvement

Executive Coaching

Training

Employee Development Training

HR Management Training

Leadership Development Training

Speaking