TRAINING

Each customised training course is developed in conjunction with the client to meet the needs of the participants. Courses can be held both in-company as well as at the IMPACT training facility.

IMPACT nv obtained the Qfor quality label and is recognised by the Flemish government

as a service provider within the scope of the SME portfolio for the pillars

training’ (DV.O101320) and ‘advice’ (DV.A101319.)

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Point over the photos for the content of the courses

  • Assessing the competencies of employees.

  • Giving instructions.

  • Establishing standards and targets.

  • Correcting and making adjustments.

  • Motivating employees.

  • Initiating employee engagement conversations.

  • Delegating.

  • Holding disciplinary meetings.

  • Delivering bad news.

Leadership

  • Evoluation of the organisation and the rol of the manager 

  • Communication

  • Assertiveness

  • Motivation

  • Situation leadership

  • Emotional intelligence (BarOn EQi-questionnaire)

  • Conflict management

  • Giving feedback

  • ...

Leadership & emotional intelligence

Teamwerk
  • Persuasive communication.

  • Evaluating the behaviour of the discussion partner and responding to it with a result-oriented approach.

  • Dealing with confrontations and avoiding conflicts.

  • Providing feedback.

  • Being assertive.

  • Saying no and pressing forward.

  • Sharing bad news.

  • Dealing with stalemates.

Collaboration

  • What is ‘being assertive’?

  • The difference between assertive, aggressive, manipulative and submissive behaviour.

  • When (not) to be assertive?

  • Verbal and non-verbal assertiveness.

  • Being able to give feedback correctly in dialogue.

  • The assertive monologue.

  • Saying no and pressing forward.

  • Dealing with difficult messages.

Assertiveness

Bokshandschoenen
  • What is the difference between a confrontation and a conflict?

  • Advantages and disadvantages of a conflict.

  • Address and manage the emotions associated with a conflict.

  • The 5 ways of managing conflicts.

  • The win-win method.

  • Dealing with negative feedback.

  • Being able to give feedback correctly.

Conflict management

Vintage houten klokken
  • What is time management?

  • Managing time effectively and efficiently.

  • What are my objectives and responsibilities?

  • The laws of time management.

  • Creating a daily, medium-term and long-term schedule.

  • Dealing with time-consuming activities (email, meetings, telephone calls, work discussions and drop-ins).

  • Daring to be assertive to guard your own time.

Time management

  • Conditions at the start-up of a project.

  • Projects as part of structured problem-solving.

  • Communicate or hold meetings?

  • Targeted project meetings.

  • Communication in projects:

    • Kick-off meeting

    • Project follow-up meetings

    • Schedule of activities

    • Lessons Learned

  • Project management instruments:

    • Project charter

    • Milestones plan (PERT planning) & Gantt diagram

    • Project responsibility plan (RACI).

Projectmanagement

  • Addressing difficulties when realising project targets.

  • Dealing with situations that cannot be resolved: HEEL principle.

  • Dealing with situations that can be resolved:

    • Caused by ourselves: managing mutual dependence.

    • Caused by others: the assertive confrontation.

  • Solving stalemates.

  • Difficulties to avoid.

  • Saying “no”.

  • Persuading with a product features matrix.

  • Good delegation.

  • Dealing with objection.

Leadership in projects

  • Preparing for a meeting efficiently.

  • The agenda.

  • The different types of meetings:

  • Gathering information​

  • Sharing information

  • Problem-solving

  • Decision-making

  • The role of the chairperson and participants in the different types of meetings.

  • The course of a meeting.

  • Responding to different personality types at the table.

  • The report.

  • The follow-up.

Effective meetings

  • Defining the objective of the presentation.

  • Preparing a presentation with the following functions: objective, target audience, content, method, media, and timing.

  • Being able to present persuasively.

  • The role of the presenter: verbal, non-verbal, intonation, enthusiasm, getting the message across to the audience.

  • Effectively handling questions and comments from the audience.

  • Being able to deal with unforeseen circumstances.

  • Being able to avoid presentation anxiety.

Dynamic presentations

Train-the-trainer

  • The basic qualities which each training course must have.

  • Preparing a training course efficiently.

  • The trainer as an example.

  • Assessing the audience.

  • Being able to give both individual and group training courses.

  • Dealing with questions and comments from the audience.

  • Handling unforeseen circumstances.

  • Evaluating and adjusting the course.

Change management

  • Understanding change.

  • Planning change.

  • Managing change.

  • Gaining insight into the change process.

  • Recognising, understanding and acknowledging yourself and your reactions.

  • Using techniques that help us accept the change.

  • Tips and pitfalls in each phase of the process.

  • Communicating in times of change.

  • The purpose of evaluations.

  • Conditions for a good evaluation.

  • Preparing an evaluation.

  • Holding evaluation meetings:

    • Introduction

    • Evaluation

    • Making agreements

    • Reaching a concrete plan of action

  • Follow-up.

Evaluating in a motivational fashion

  • Preparing a prospection or follow-up meeting.

  • Drafting the lift speech.

  • Product features matrix.

  • Frequently Asked Questions.

  • Objection and rebuttal.

  • Customer psychology.

  • Being able to make an agreement by telephone.

  • The sales meeting.

    • The introduction.

    • Detecting requirements.

    • Line of reasoning.

    • Objection rebuttal.

    • Closing.

  • Dealing with complaints.

  • Holding challenging commercial meetings

Sales

  • Preparing for a negotiation.

  • The principles of win-win negotiations.

  • Seeking solutions.

  • What to do if the opposite party is ‘more powerful’?

  • What if negotiation is impossible?

Negotiating

  • Learning to recognise and accept stress.

  • Different kinds of stress.

  • Acknowledging/managing inappropriate emotions.

  • Developing emotional self-awareness.

  • Basic insights for making stress-reducing choices.

  • Insight into the importance of time as a stress factor.

  • The ability to create mental peace.

  • Insight into how we influence our own stress levels.

  • Translating insights and concepts into concrete actions to reduce or avoid negative stress.

Stress management

Customer-oriented approach

  • Customer-oriented actions.

  • The function requirements.

  • The 3 levels of a customer-oriented approach.

  • Communicating via telephone, e-mail and face-to-face.

  • Responding to the customer's different behaviours.

  • Having difficult discussions in a correct manner.

  • Dealing with complaints.

  • The correct way to say ‘no’ to customers.

  • The basic qualities which each training course must have.

  • Preparing a training course efficiently.

  • The trainer as an example.

  • Assessing the audience.

  • Being able to give both individual and group training courses.

  • Dealing with questions and comments from the audience.

  • Handling unforeseen circumstances.

  • Evaluating and adjusting the course.

  • ...

Absenteïsme

  • The basic qualities which each training course must have.

  • Preparing a training course efficiently.

  • The trainer as an example.

  • Assessing the audience.

  • Being able to give both individual and group training courses.

  • Dealing with questions and comments from the audience.

  • Handling unforeseen circumstances.

  • Evaluating and adjusting the course.

  • ...

Outlook

  • Sensitisation.

  • The ABC model.

  • The Johari Window.

  • How do you correct behaviour? 

  • How do you encourage safe behaviour? 

  • Giving acceptable feedback in relation to unsafe actions.

  • How do you hold a safety meeting? 

  • Reacting assertively to unsafe behaviour of a colleague, external visitor or boss.

  • How do I say “no” to a request to do something that is ‘unsafe’? 

  • How do I continue to push safe actions?

Safety coaching

Coaching-style leadership

  • Awareness that the supervisor or manager/coach is the essential link between the organisation's targets and the efficiency of the employees.

  • The iceberg model.

  • Creating insight into how feedback is given.

  • Learning to deal with various leadership styles.

  • Insight and reflection of his/her own motivators and the motivation of the employees.

  • Considering effective and feasible activities to motivate employees.

  • Holding performance appraisals

Contact us for more information, an appointment or quote without obligation.