|
Custom-Tailored by E – GO TRIPS [Enterprises on the Go – Training Resulting in Perceptible Success] Our Custom-Tailored, Advanced ESP*, HR and management Training Workshops and Seminars are designed around a company's particular needs, researched and prepared in an interactive format allowing management to input company specific policy, culture and dynamics in small work groups that encourage introspection and analysis. Assessments of findings (syntheses) further clarify information and point to possible areas for improvement and problem solving. A follow-up session will solicit "how-to" proposals for enhancing the process and move the theoretical into the domain of real time reality. A unique combination of English and management training that "kills two birds with one stone!" Our purposes are multiple To create interactive role-playing situations in workshop format where trainees / participants feel at ease due to their familiarity. Topics are chosen for their focus on issues of import, their timeliness and the effective use of in-house or special purposes culture, goal clarification and personal development that improves a team's effectiveness. To solicit active participation in the creation of common tools to improve companies in pivotal change situations, while at the same time facilitating communication among different levels of hierarchy who oftentimes do not have the occasion or the time to meet and discuss company challenges in depth. To increase motivation, recognition and involvement, which often leads to better understanding of issues discussed, increased awareness of one's role in the team and in the company, as well as acceptance of personal responsibility and the impact an individual's usefulness brings to the whole (group or project). Should management so desire, visibility may be enhanced and recognition given to participants for their proposals, whether they be risk-analysis/prevention, forecasts of possible future markets to explore, cost-saving procedures or materials or improved human and social factors management... Our ultimate objectives are a combination of enhanced ESP facility in context and positive changes in thinking processes and paradigms leading to measurable improvement in behaviour, work habits and efficiency. Leading people is more than merely managing people. Experience has proved that personal challenge, growth and satisfaction nearly always spill over directly into corporate growth and profit.
A List of some recent ESP*, HR and Management Workshops (ESP=English for Specialized Purposes)
1)
Needs Assessments
Taking a good, objective and honest look at one's own company is not the easiest thing in the world to do. This workshop gives line managers the chance to do just that, in a non-judgmental atmosphere, which should lead to thoughtful proposals for meeting the perceived and real needs analyzed by the participants.
2)
SWOT Analysis Similar, but not at all seen in the same manner, is the SWOT analysis that assesses the Strengths, Weaknesses, Opportunities and Threats faced by a department or corporation. Participation is usually extremely active and motivating in a non-judgmental atmosphere. The study frequently results in a clearer vision of the goals aimed at and the measures needed to achieve them. Focus will be on the positive aspects of all areas analyzed, and what steps will turn a negative situation around so as to accentuate, enhance and improve by sorting through new options uncovered by collaborative emphasis on strength-building.
3)
Self-Assessment How to be objective when considering oneself and one's work style? This type of intense and sometimes difficult assessment is often undertaken in pairs who help each other, and is not suggested for the weak at heart or the overly sensitive. On the other hand, this seminar can lead to a better appraisal of one's skills and talents, abilities and work preferences, and ultimately to better placement within the team. Knowledge of self is precious because it allows for greater compassion and better insights into motivating factors, and better acceptance of personal responsibility and ownership.
4)
Communication Arguably one of the most difficult of seminars. Communication, or non-communication is a constant in the workplace - a risk and/or a trump card. Interactive role-playing in situations which are unusual, the objective being to improve understanding of how and why people in other positions react they way they do. One of the basic questions is how the trainee can facilitate true communication by a change in his own perceptions and procedures. Team vs. individual vs. management communication procedures; how age, interests and goal differences impact... 5)
Teamwork The squeaky wheel gets the oil... If it ain't broken, don't fix it! Age old expressions that accurately express the common feeling about dealing with the team as an entity and individually as team members. Human Resources experts have been trying to increase teamspirit and teamwork for ages, only to find themselves confronted with a stubborn individualism. The root question is why are teamspirit and teamwork so important? What is their impact on the company, and how does one go about achieving them?
6)
Management Styles
The boss says do it and you do. Is that management? What is the difference between leadership and management? Pyramid, Horizontal, Associative or TQM, By orders, by trickle down or by consensus... New management styles are cropping up every day and the gurus are multiplying like flies. Which is best for your company - for your department - for your team? Are they necessarily the same? To what extent do you need to adapt them to your cultural and work style differences and environment? The topic is lengthy and rarely completed in one to two days... This seminar is better for a full week's intensive. The objective is to enhance awareness and allow participants to suggest alternatives...
7)
Changing Paradigms
The notion of a glass that is either half empty or half full is endemic to the concept of changing mental, cultural or work paradigms. Cornucopia plenty vs. vine-withering scarcity. Where one hoards knowledge fearing lack, no one benefits from it. Where another uses the key and opens the doors wide, the results are totally different. Is changing paradigms enough to considerably reduce destructive tendencies, and possibly even drastically improve the impact of one's actions? What can one do to enable a change that is beneficial? Need it be a wide-sweeping change or can it be one subtle change after another that is incorporated and accepted? Can changes last? What takes place emotionally and psychologically when the changes made have been enforced rather than accepted, or do not produce the desired effects? What impacts can be foreseen and eased into place? Short or long term? The following seminar is suggested as a good follow-up.
8)
Managing Change Factors Fear, jealousy, boredom, indifference or outright anger. Change solicits all of these emotions, and many more. Habits are comfortable, reassuring. Well-known procedures form a stable base for an infinite number of other activities. Change one and the card castle risks falling apart. How do good managers handle the implementation of change and the factors which are impacted? Are changes truly necessary? In what dose? How quickly? For what reasons? The question might be how does one weigh the differences to be achieved against the inertia encountered? Is measuring change and its benefits or drawbacks the final step? What else could remain to be done?
9)
Saving Time Do you squeeze it like a lemon, to get all the juice out of it? Or do you work smart? How can you save time when people are throwing last minute tasks and happenstance at you all day? Do you know when to take a break to work better later on? This seminar leads nicely into Organization and Prioritizing - the three are often linked as a trio for a full week's intensive workshop series on enhancing awareness of and improving work habits to become more efficient. Good at all levels, and particularly for those on their way up the ladder.
10)
Decision-Making Checking out all the angles, the lay of the land, the speed required and how to avoid the obstacles... That's all part of making a good putt. But think about it: don't you also take the same steps into account when making a decision? This seminar asks the participants to consider how they make decisions, what factors and/or information are necessary prior to taking any steps, what part is insight or experience talking and how much, if any, is intuition? Risk-taking and future searches start with an analysis and understanding of how one makes decisions, for the good of whom and why. Individual or consensus, team or manager - each set is arrived at differently. The more aware one is of factors answering concerning how, why and when, the more enlightened the decisions tend to be.
11)
Organization How do you work? Are you organized or scattered? Can you find anything at a moment's notice, even if it's under a pile of documents, or are you the filer type? Analysis of organization, its needs, uses and benefits or drawbacks, as an individual or as part of a team. Can it be overdone, as well as on the contrary, underrated? Where do you (and your team) stand?
12)
Prioritizing In order to accomplish the most during a day, a week, a month, an order of priority is necessary. What are the criteria for choosing what is considered priority and what not? Over what period of time? How do we stay on "schedule?" Are there different layers of priority? Say, personal vs. team or corporate priorities? Where does the family fit in? Is there balance among the various components or is your castle lop-sided? Will it fall or stand? How can focusing on priorities make your work not only simpler but also more productive? What steps do you need to take to be more capable of prioritizing and streamlining your efforts?
13)
Work Flow
Charts and Diagrams Systematically facilitating good workflow depends on many factors. What are they? Ergonomics, appropriate personnel, good equipment, sufficient time, material and financial resources... and creating efficient and effective work flow charts and timetables for a task from cradle to grave. What elements need be present? Are they different based on the job and who the client is - in-house or exterior? How do we create work flow charts and of what importance are diagrams in the comprehension and communication of what is to be done by whom and when?
14)
Dealing with Anger Is there good and/or bad anger? What provokes it? What/who controls it? Can it be controlled and channelled? Anger may be a life-saving emotion or the switch that shorts the tired heart. Examining when and where it occurs to better deal with its consequences is important for all those who find it too often present in their lives or who need to deal with a punishing public… its cause? Who is responsible for its sudden flare? What methods can diffuse it? How can it become a tool to greater achievement? There is always a positive side to everything, including anger.
15)
Root Cause Analysis
The steps to take to make a root cause analysis. and when to do one. How soon does it need to be completed to be useful? Why? Who, in what capacity and how many need to be involved in the analysis and for what reasons? Is it truly necessary? Does it effectively help to understand why an accident or event took place, and how to avoid the same elements that provoked a difficult or dangerous situation in the past, in the future? To what extent is everything capable of being analyzed, or are there factors involved that can not be tallied or are not logical, as well as the physically visible stair tread material failure that caused a fall? Is that the true root cause or is it the misalignment of the machine that made the tread, or the fact that the worker who was overseeing the action was exhausted because he had been on duty overtime, or poor management of personnel who should have been rotated earlier, etc.? How far back does one go to get to the root cause?
17)
Learning How to Say No
The meeting's at 8 o'clock - you're coming, aren't you? Of course. This scenario replays day after day. You don't have time to go to another meeting that won't help you get your job done, but you don't dare say no. This seminar is often linked to Prioritizing and to learning how to put the responsibility back in the lap of the person who is taking you away from your work. Small gestures count - take the time to check your agenda - show the person that you're already busy and ask them if they would be willing to help you with the other challenge later on... Or ask him/her if what is being proposed is as important as what you are already doing. At some point, you may need or what to simply decide for yourself which is more important. It's liberating! Thanks, but no thanks, I need to see my family once in a while, you know! Maintain the balance that lets you get the most done while remaining sane and enjoying your work. Not all of us are Super Heroes and knowing our limits is important to staying happy, because in the long run happy people perform better.
18)
Educated Risk-taking "That's too risky." Who's to say what is too risky? What is an educated risk? What is necessary to making a decision about a risk? Is it worth it? How do you decide if it is or not? Specific circumstances are chosen from among those proposed by the group and discussed. Teams may be drawn up to make joint decisions that seem worthwhile - and justifications given to prove how and why... It is not only interesting but enlightening to see how other people think and act when it comes to risk!
19)
Professional Presentations Group choice of theme and practical, yet creative follow-up and discussion. Making a presentation is easy, you say. Perhaps, if you are accustomed to speaking in public, are sure of your subject and therefore credible, know how to choose your audience, target (or play to) their needs and expectations and if you are computer literate and somewhat knowledgeable in design. What tools and ingredients are necessary for a good presentation? What must you consider? Cultural differences? Your dress, your gestures, your ability to make eye contact or not with the public and to look at ease during that all important question and answer period. How good a designer are you? Can you prepare transparencies that are simple but visually compelling? Have you thought about "take-home" documents for follow-up.... and reminders of the next action steps to take?
20)
Drawing Your Dragons An interesting and diverting seminar in a relaxed atmosphere to discover, assess, prioritize, name and face our most persistent problems, with an eye to eventually putting them into a more realistic perspective. Come prepared to get dirty and paint or draw (even if you have no talent!), as well as do a bit of realistic and objective digging into overlooked personality traits. Individual work which can be shared: the ultimate in self-assessment, goal discovery and learning where we place others in our lives! Bring a couple of paint brushes, a good pencil and eraser and we’ll supply the paints and paper… Curious? Good! Come and join us!
21)
Coaching
For individuals or teams, for business or personal clarification of goals and objectives, as well as change management, improved communication, spot checking in the field and performance improvement. All coaching is undertaken when an expressed need is indicated and a contract is written prior to commencing. Most coaching starts with as series of a minimum of 6 X 2-hour sessions, for a total of 12 hours of discovery and oftentimes, skills and confidence building to better undertake clarification of relationships, communication breakdowns, to identify short and long term objectives and desired improvements and to set performance goals and standards. Attached is a sample French/English bilingual E-go Trips memory technique for topics and aspects often taken into consideration when coaching is begun with an A-type team or individual who has difficulty letting go of some of the strings/reins... See CONTRÔLE.
One more service by Contact us for the development and implementation of interactive, Tailor-made Training and Coaching Workshops ! Ask for Anaïs Laurent at Bus +41 32 725 7780 / Cell +41 79 255 0308 / Fax +41 32 725 7570
|
S
W
O
T
