Have you ever wondered how some people have a natural ability to project themselves without being arrogant, to lead without being forceful and to have influence without seemingly trying?
Is it their posture, language or tone that makes them successful influencers? What do they do differently?
Our influence and personal impact course demonstrates how anyone can overcome awkwardness and instill confidence to anyone they meet. We look at how small changes can make a large positive impact.
This fascinating one day course is not just valuable training for managers and leaders. Increasing our self-confidence, influence and impact is a valuable life skill for everyone, regardless of role or profession. It releases hidden talents, maximises our own potential and increases our own self worth which makes us more valuable to our organisation.
Attendees will learn valuable techniques that will help them create and project a ‘personal brand’, raising their ability to assert themselves with influence which is both personally rewarding and beneficial to the organisation.
Influence and Personal Impact FAQs
How much is this course?
Do you use powerpoint for your courses?
Our training courses are highly engaging and designed to challenge you to think and act. We don’t believe a powerpoint presentation delivers this, so we never use it for any of our courses.
What resources will I receive on your courses?
All attendees will receive professionally printed A5 workbooks covering every aspect of the training delivered. These make a great reference resource for the future and can be supplied in electronic format too.
How experienced are your trainers?
All of our trainers come with many years of real world operational experience. They are able to bring maturity of thinking and the experience of real life situations into the training room.
Latest Influence and Personal Impact Resources and Guidance
Why developing competence is the managers responsibility
There’s been a lot of talk lately about the advent of self directed learning - in other words creating the environment where staff take control of their own learning, often supported by the organisation. I’ve nothing against this approach, it’s great if people take charge of their own development, however my word of caution is concerned with this becoming the only approach.
Building a high functioning team
There is a clear difference between high performing teams and high functioning teams. Put simply, many high performing teams are not necessarily high functioning. They achieve what they achieve through effort, blood, sweat and frequently tears. Performance in these organisations is exhausting, often stressful, there is fall out and discontent.