Training | IMPACT bv

TRAINING & WORKSHOPS

IMPACT obtained the Qfor quality label and is registered by the Flemish government as a service provider within the framework of the SME-wallet for the pillars 'training'(DV.O101320) and 'advice'(DV.A101319.)

"Ze werken kwaliteitsvol met inzicht. Ik beveel ze zeker wel aan. Ik zie geen verbeterpunten."

Anonieme citaten van onze klanten via de kwaliteitsaudit van Q-for. Klik hier voor het volledige rapport

Each training is developed in consultation with the client to be customized to meet the needs of the participants. The trainings can be organized in-company as well as in IMPACT's training room. We are a recognized training agency, which means that various subsidies are possible through the government. We work with different partners to support our training with the appropriate questionnaires.

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Collaboration

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.

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

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

Leadership

Assess the competencies of employees.
To give instructions.
Setting standards and targets.
Adjust.
Motivate employees.
Conduct a motivational interview.
Delegate.
Have a discipline conversation.
Talk about bad news.

Leadership & emotional intelligence

Evoluation of the organisation and the rol of the manager
Communication
Assertiveness
Motivation
Situation leadership
Emotional intelligence (BarOn EQi-questionnaire)
Conflict management
Giving feedback

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 management

Addressing difficulties when realising project targets.
Dealing with situations that cannot be resolved: HEEL principle.
Dealing with situations that can be resolved:
Solving stalemates.
Difficulties to avoid.
Saying “no”.
Persuading with a product features matrix.
Good delegation.
Dealing with objection

Leadership in projects

Dynamic presentations

Defining the objective of the presentation.
Preparing a presentation with the following functions.
Being able to present persuasively.
The role of the presenter.
Effectively handling questions and comments from the audience.
Being able to deal with unforeseen circumstances.
Being able to avoid presentation anxiety.

Effective meetings

Preparing for a meeting efficiently.
The agenda.
The different types of meetings:
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.

Train-the-trainer

The basic qualities of a training
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

Evaluating in a motivational manner

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.

Sales

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.
Dealing with complaints.
Holding challenging commercial meetings

Negotiating

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?

Cutomer-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.

Absenteeism

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

The basic qualities which each training course must have.
Preparing a training
The trainer as an example.
Assessing the audience.
Giving both individual and group training courses.
Dealing with questions and comments from the audience.
Unforeseen circumstances.
Evaluating and adjusting the course.

Stress management

Learning to recognise and accept stress.
Different kinds of stress.
Acknowledging/managing inappropriate emotions.
Developing emotional self-awareness.
Basic insights stress-reduction
Insight into the importance of time as a stress factor.
The ability to create mental peace.
Our influence in our own stress.
Concrete actions to reduce or avoid negative stress.

Safety coaching

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?

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.
How to give feedback
Dealing 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

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