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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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Buiten werken


  • 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.

openbare demonstratie
  • 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


Vuist Stoot
  • 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



  • 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

Ouderwetse klok
  • 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

Visueel project
  • 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

Post-its op glas
  • 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.



  • 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

Sporen van de spoorweg

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.



  • 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



  • 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?

Snoepwinkel Eigenaar

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.

leeg kantoor


  • 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.



  • 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.

beklemtoonde Vrouw

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?

Leiderschap Presentatie

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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