ed ebreo's training list

Edwin C. Ebreo [email protected] (632)8933199 or (63918)9399394

Pag

e1

2011

Edwin C. Ebreo President exeQserve, Corporation 8933199 09189399294 [email protected] www.exeQserve.com

Ed Ebreo’s Training Catalogue

mailto:[email protected]

http://www.exeqserve.com/


Pag

e2

Contents

About Edwin Ebreo ........................................................................................................................................................... 3

Our Methodology ............................................................................................................................................................... 4

We offer more than training ......................................................................................................................................... 4

High Performance Team Leadership ............................................................................................................................... 5

Basic Leadership and Management Development Program (3-day Course) ............................................................. 7

Applying Situational Leadership ....................................................................................................................................... 9

Employee Performance Management Workshop ........................................................................................................ 11

Maintaining Discipline in the Workplace ...................................................................................................................... 14

Time Management Basics ................................................................................................................................................ 16

Interpersonal Communication ........................................................................................................................................ 18

Workplace Conflict Management ................................................................................................................................... 20

Training the Trainer Workshop ...................................................................................................................................... 22

Presentation Dynamics .................................................................................................................................................... 24

Selling Basics ..................................................................................................................................................................... 26

Bringing Creativity to the Workplace ............................................................................................................................ 27

Introduction to HR for HR & Non-HR ....................................................................................................................... 29

Service Excellence Workshop ......................................................................................................................................... 31

Work Attitude and Personal Effectiveness ................................................................................................................... 33

Organization-Wide Team Culture Building .................................................................................................................. 36

2-Day Management Team Building Outline ............................................................................................................ 38

2-Day Organization-wide Team Building ................................................................................................................. 40

Outplay! Amazing Race Type Team Building .............................................................................................................. 41

Survivor-Themed Team Building ................................................................................................................................... 43

Paintball War Games-Themed Team Building ............................................................................................................ 47

Strategic HR Team and Competency Building............................................................................................................. 49

Visioning Workshop ........................................................................................................................................................ 51

Leading and Managing Change ....................................................................................................................................... 53

Strategic Planning ............................................................................................................................................................. 57

About ExeQserve ............................................................................................................................................................. 60


Pag

e3

About Edwin Ebreo

Edwin C. Ebreo is the founder and President of ExeQserve, Corporation, an HR Solutions Company. He is also the company’s head consultant for Organization Development and Human Resource Development. Prior to establishing ExeQserve, Ed worked as HR Director/Manager for CheQ Systems, a Software Quality Engineering Company, Athena E-Services Group of Companies, a BPO company and PET Plans, a pre-need company that had a diverse number subsidiaries that Ed was tasked to manage. During his stint with these companies, Ed was able to develop his expertise in managing the HR Department as a shared resource among groups of companies, handling no less than three companies at a time. He was also Head of Training for SPI Technologies, one of the largest and pioneering BPO companies in the Philippines. He also headed the training department of Philippine Seven Corporation, the local licensee of the 7-Eleven chain of convenience stores. He started working as a freelance Human resource and

Organization Development Consultant on weekends at the early age of 28. He finally left full time HR Management practice 5 years ago to concentrate on consulting. He eventually setup ExeQserve Corporation in 2007 to cater to his growing clientele. His more than 15 years of experience helps Ed appreciate organizations and people from various industries and help them achieve their full potential through training and other HR-related interventions. As a Human Resource Management and Organization Development Consultant, Ed has helped several companies and government agencies establish their HR and OD Strategies. Ed has also designed and facilitated training on the following skills; leadership and management; coaching; performance management; customer service; creativity and innovation; presentation skills; time management; personal effectiveness; visioning; assertive communication; HR Management for line Managers; problem solving and decision making; managing meeting; change management; selling; team building; strategic planning and trainers’ training, etc. He continues to customize programs to meet the unique needs of organizations. Ed is a passionate public speaker. He is an active member of Toastmasters Club with a norm of Advanced Communicator Silver. As a Toastmaster, he has helped establish clubs and mentored members to achieve their full potentials as public speakers and leaders. As a consummate HR Professional, Ed has offered free advice on career, human resource management, leadership and other topics through his popular blog ―Anything HR by Ed‖ (http://anythinghr.blogspot.com) and Pinoy Career Coach (http://pinoycareercoach.blogspot.com) Ed took up Mass Communication at New Era University and has completed various training programs that helped him develop his competence in leading and training. His most important education is his experience as human resource development professional helping companies achieve their full potential through their people.

You may ask Ed for his CV detailing his career background and the number of courses and clients he already has.

http://anythinghr.blogspot.com/

http://pinoycareercoach.blogspot.com/


Pag

e4

Our Methodology

We offer more than training We offer you five reasons to avail of our service.

1. Customization – we are eager to know more about your company and the target participants in order to enhance the accuracy of our program in addressing your employees real needs.

2. Preparation – We believe that training and change go hand-in-hand. We prepare our participants for training by giving them a briefing and helping them prepare for the requirements of the training. Because of this approach, our participants are ready to jump in with both feet when they attend our training.

3. Engaging workshops – We make sure that our courses are highly interactive. We employ the most interactive activities to help participants be more engaged and focused on learning.

4. Post-training report – During our workshops, our facilitators carefully observe the behaviors of our participants and take notes of possible issues and challenges that may get in the way of application of learning. We also observe participants for demonstration of leadership, creativity and communication skills. These, together with the many outputs of the program are organized into a report together with our recommendations for next steps. This helps our clients keep tab of the participants learning and follow through.

5. Follow through session – We offer a half-day session meeting with the participants one month after the session to find out how they applied the learning and what additional help they need so they can be more effective in their jobs.


Pag

e5

High Performance Team Leadership

If you want to build a high performance organization, you need to equip your managers and supervisors to build and lead high performance teams. High performance teams are capable of delivering results; the individual members are accountable and committed to goals and strategies. There’s high quality communication that allow members to manage complexities, respond rapidly to the needs of the company and the customers, and make high quality decisions. These things don’t just happen. For high performance teams to form, Leaders must know what it takes to build one. They must demonstrate positive behaviors that inspire members. Leaders must understand team development phases, respond to the needs at each stage and then ultimately bring the team to the high performance stage. Leaders need to be equipped to manage communication within the team and conduct effective coaching activities to help each member achieve his full potential. We put together a two-day workshop that will provide your leaders all the necessary tools in order to successfully build high performance teams. Our activities are highly engaging and we provide practical tools that are immediately useful when they return to the job. Your leaders will go home with Re-entry Action Plans from what they gathered in the training to ensure application of learning. This allows whoever is interested in their leadership growth to see their how they intend to use what they learned to build their very own high performance teams. Key Learning

• Demonstrate high performance leadership behaviors

• Create a high performance leadership agenda

• Describe the ingredients of high performance teamwork

• Facilitate high performance team culture building by: o Building a trusting relationship o Encouraging open communication o Building commitment to goals and strategies o Establishing accountability for performance and behavior o Focus the team’s energy towards delivering results.

• Take on the role of a coach to help members achieve their full potentials. Target Participants New or upcoming supervisors, managers, team leaders who haven’t attended a basic training on leadership and management.


Pag

e6

Process Objectives Activities Time

Day 1

· Know the course organization and apply house rules

Introduction

• Opening Remarks

• House Rules

• Leveling of Expectations

• Ice Breaker

8:30 to 9:30

• Identify one’s strengths and areas for improvement as a leader

• Describe practices of high performance leaders

• · Develop a personal leadership development agenda.

Module 1 Strengthening Leadership Foundation

· Assessing your current leadership competencies

· What high performance leaders do o Modeling the way o Inspiring a shared vision o Enabling others to act o Challenging the process o Encouraging the heart

· Creating your high performance leadership agenda

9:30 to 12:00 And

1:00 to 5:00

Day 2

• Describe the stages of team development and the roles leaders play at each stage

• Identify the five barriers to teamwork and take appropriate actions to remove them.

Module 2 Facilitating Teamwork

• Leading from forming to high performing teams (

• Building team fundamentals o Building trust o Encouraging open communication o Getting commitment on goals and strategies o Building accountability for performance and

behavior o Focusing the team on delivering results

8:30 to 12:00

• Describe the necessary mindset for high performance coaching

• Identify various coaching approaches and the situations where they are useful

• Apply ―situational leadership styles‖ in coaching

• Develop a coaching plan to address a real coaching issue at work.

Module 3: Coaching to improve performance · Demonstrating the right coaching mindset · Directive and nondirective coaching approaches · Use of situational leadership approaches in improving performance. · Implementing a coaching plan

1:00 to 5:00

• Create a concrete plan to apply learning to work.

Module 4 Reentry Action Planning

5:00 to 6:00

Closing 6:00


Pag

e7

Basic Leadership and Management Development Program (3-day Course)

Investing in the development of leaders is the best one an organization can make. Leaders fulfill key responsibilities that could spell the difference between success and failure. It is therefore critical that they are equipped with the right set of knowledge, skills, attitudes and habits (K.A.S.H.) to carry out the responsibility of mapping the organization’s future, developing strategies to get the organization there and actually making it happen. These are seldom done through sheer leadership talents. Leaders whether they are called team leads, supervisors or managers need to acquire these K.A.S.H. through an appropriate training interventions and their deliberate effort to enrich their cache of leadership and management tools through continuing personal development. The Basic Leadership and Management Workshop is designed to help the supervisors and managers assess their own mindsets and adjust accordingly to the NEW leadership paradigm. It will also equip them with the basic management tools like planning, organizing, leading and controlling and communicating. It is also designed for them to appreciate not only their roles as leaders but more so the dynamics of teams and what they need to do to encourage teamwork. The workshop also contain tools for coaching that they can use to capitalize on the strengths of their team members and work on their areas for improvement. The program also covers leadership styles and covers situational leadership lengthily. Both programs utilize learning games, role plays and case studies for deeper impact. At the end of each session, the participants will be asked to commit to a forward agenda to put learning to action. The facilitator will gather inputs from the workshop and submit a post workshop report that management can use to support the ongoing development of its leaders. Workshop Objectives By the end of the workshop, the learners would be able to: · Shift mindset from worker to leader and from boss to leader · Describe the process in building teamwork · Identify the basic management tools (P.O.L.C.) · Use communication as an important leadership tool · Align actions with organizational values Target Participants New or upcoming supervisors, managers, team leaders who haven’t attended a basic training on leadership and management.


Pag

e8


Day 1


Introduction Opening Remarks House Rules Leveling of Expectations Ice Breaker

9:00 to 9:30

· Shift Mindset from worker to leader Module 1 Transitioning to Leadership Role · From Doer to Leader · From Boss to Leader · Key Responsibilities of a Leader

o To the Team o To the Individual Members o To the Organization o Key Leadership Competencies and Qualities

· Overcoming Roadblocks to effective Leadership

9:30 to 12:00 And

1:00 to 2:00

· Describe the process in building teamwork

Module 2 Understanding How Teams Work · Understanding What a Team is · 5 Stages of Team Development · Building Blocks of Team Effectiveness

2:00 to 5:00

Day 2 & 3

· Describe basic supervisory and management tools

Module 3: Supervisory and Management tools · Planning

· Setting S.M.A.R.T. Objectives · Programming and Scheduling · Action Planning

· Leading · Various Leadership Styles · Situational Leadership · Managerial Grid · Motivating

· Organizing · Appreciating structures · Delegating and empowering

· Controlling · Managing employee performance · Coaching to improve performance · Maintaining Discipline in the workplace

9:00 to 3:00

Use communication as an important leadership tool

Module 4 Communicating with your Team · Basic Principles of Communication · The Communication Process · The Leader as a Listener · Communicating to deal with Conflicts in Teams

3:15 to 4:00

Closing 5:00


Pag

e9

Applying Situational Leadership

Course Description: People are the most complex of all resources that a manager or supervisor has to deal with. In order to work effectively with people, managers must learn to adapt their style to a particular person’s current situation and disposition. Managers must learn how and when to choose directing, coaching, supporting and delegating. They must also develop the skills on how to effectively carry out each of these styles. This workshop is designed to help leaders diagnose the current developmental levels of their employees, choose the correct approach to dealing with them and learn to frequently use conversation to further develop the skills and performance of each employee. We shall utilize Kenneth Blanchard and Paul Hersey‖s model on Situational Leadership towards this end. We shall also utilize self assessment, case studies and role playing games to help participants apply learning to work. At the end of the session, the participants will engage in re-entry action plan to put what they learned to action by identifying a situational leadership project of their own. These projects can be used to measure the participants ability to absorb the lessons of the workshop and evaluate their ability to apply what they know.

After the session, the participants are expected to;

Identify the different developmental situations with employees and the matching leadership styles;

Describe the activities involved in applying each leadership styles; and

Use conversations to form partnerships with employees as a way to help them contribute to organizational goals.

Course Outline

Time Activity Process Objectives

Day 1

9:00 to 10:00

· Introduction

· Ice Breaker: Leaders Wear Many Hats

· Leveling of expectations

· Overview of Situational Leadership

Framework

· Know the administrative details of the workshop

· Level expectations

· Appreciate the concept of situational leadership


Pag

e10


10:15 to 11:00

Module 1: Diagnosis

· Assessing an individual’s competence and commitment levels to determine how to build motivation, confidence and productivity

· Understanding the need for a specific leadership style based on the individual’s needs in any given situation

· Describe the steps involved in diagnosing employees’ developmental level and matching it with the appropriate leadership style/s

11:00 to 5:00 (inclusive of lunch break)

Day 2

9:00 to 12:00

Module 2: Flexibility

· Becoming comfortable with a variety of

leadership styles

· Directing

· Coaching

· Supporting

· Delegating

· Matching your leadership style to your people's and situation’s need

· Identify techniques for applying the

four leadership styles.

1:00 to 4:00 Module 3: Partnering for Performance

· How to empower people to contribute their best to your organization’s success

· Exploring new ways to open up

communication and reach consensus with others

· Describe the relationship that must be built to get from directing to delegating.

4:00 to 5:00 Module 4: Taking the right action

· Transferring your new awareness and situational leadership skills into your work relationships and leadership responsibilities

· Practice…practice…practice

· Identify projects to apply and practice situational leadership styles in the workplace.


Pag

e11

Employee Performance Management Workshop

Some people mistakenly assume that performance management is concerned only with following

regulatory requirements to appraise and rate performance. Actually appraising performance is only one

part of the overall process (and perhaps the least important part.)

All organizations face the problem of directing the energies of their staff to the task of achieving

organizational goals and objectives. In doing so, organizations need to devise means to influence and

channel the behaviors of their employees so as to optimize their contributions. Performance management

constitutes one of the major management tools employed in this process. This is based on the premise

that an individual's performance in a job is improved by having definite goals, feedback about their

performance and complemented by an appropriate reward system.

Considering the profound objectives of performance management, it is elementary that managers and

supervisors learn to employ the tools within the system.

The goal of this course is to give the participants a clear view of what performance management is all

about and how to utilize it in achieving organizational objectives. At the end of this workshop, the

participants should be able to participate in the design and implementation of a performance

management system that includes the following elements:

• Policy Design and implementation mechanisms

• Performance goal setting mechanisms (KRA, KPI, Competencies)

• Performance Monitoring techniques

• Developing employees’ capability to perform through training and coaching

• Appraising performance

• Rewarding and recognizing performance.

Please note that the success of this program is hinged on organization’s performance management

initiatives. The Performance Management System is an Organization Development intervention, without

which, the training will be useless.

Policy Design and implementation mechanisms

Performance goal setting mechanisms (KRA, KPI, Competencies)

Performance Monitoring techniques

Developing employees’ capability to perform through training and coaching

Appraising performance

Rewarding and recognizing performance.


Pag

e12

Course Objectives

At the end of the session, the participants are expected to be able to:

Define Performance Management;

Describe the requirements for the successful implementation of a performance management

system.

Describe the roles managers and employees play in the implementation of a performance

management system.

Understand the components of Performance Management and how each relates to their

managerial or supervisory tasks;

Go through the steps towards successful employee performance management.

In order to ensure effectiveness of the program, we shall employ various methodologies, which include

participants briefing ahead of the workshop, post workshop report and a half day follow through

session.

Target Participants

Managers who are planning to implement or enhance their existing performance appraisal system and

those who need to have a better appreciation and skill in using it.

Course Content

Process Objectives Time Activities

Day 1 30 mins Opening Activities

Define Performance Management

Describe the importance of managing performance in contributing to the achievement of organizational goals.

1 hour Overview of Performance Management

Introduction of the Performance Management Concept

Breaking traditional assumptions about performance

The Roles of Organizational Leaders as Performance Managers

• Describe the requirements for the successful implementation of a performance management system.

2 hours Designing the System

• Designing the Performance Management Policy

• Change management and enablement of the people involved.

• Enumerate Activities involved in Planning Performance

2 hours Planning Performance

• Aligning Individual and Departmental Objectives with Organizational Objectives

• KRA, KPI and KPOs

• Clarifying behavioral expectations

• Seeking Understanding, Acceptance and Commitment


Pag

e13

• Enumerate the activities involved in monitoring performance

2 hours Performance Monitoring

• Measuring Performance based on standard

• Setting up a Performance Monitoring System

• Identifying Performance Gaps

• · Setting up a performance feedback system

• Identify ways to help employees improve their performance

2 hours Developing the Employees Capacity to Perform

• Various Activities Involved in Addressing Performance Gaps

• Training as an important tool for improving performance

• · Leaders’ role in ensuring success of training

Day 2

• Identify ways to help employees improve their performance

3 hours

• Coaching as an effective tool for improving performance

• Understanding the Coaching Mindset

• Establishing an environment that is ideal for coaching

• Offering constructive feedback

• Go through the steps of appraising performance

• Pursue continuous performance improvement through the performance

3 hours

Appraising Performance

• Performance Appraisal – Doing it right

• Guidelines for conducting performance appraisal interviews

• Setting Developmental Action plan to address performance gaps

• Use rewards and recognition to continuously motivate employees to perform

1 hour Rewarding and Recognizing Good Performance

• Impact of Rewards and Recognition

• Establishing a rewards and recognition program

• Individual Vs. Team-based reward

• · Various Tactics for recognizing good performance

Set Action plans to apply learning in the workplace

1 hour Re-entry action planning.


Pag

e14

Maintaining Discipline in the Workplace

Maintaining Discipline is a line function, therefore, managers have the important role of establishing and implementing rules pertaining to employee conduct, performance, and responsibilities so that all personnel can conduct themselves according to certain rules of good behavior and good conduct. The purpose of these rules is not to restrict the rights of anyone, but rather to help people work together harmoniously according to the standards the company established for efficient delivery of results Reasonable rules concerning personal conduct of employees are necessary if the facility is to function safely and effectively. Failure of the manager to communicate the company's rules or their failure to act on violations can have seriously adverse effect on people's perception of the company's seriousness to maintain a professional culture. This training module is designed to equip managers/supervisors to effectively communicate the company's rule and appropriately handle deviations without violating the rights of the employees. This workshop also aims to equip them with skills necessary for discussing disciplinary actions to ensure that reason for the corrective action is clear to the employee and that needed future behavioral improvements are achieved.

Course Objectives

Describe the role of Managers in instilling discipline within their respective teams

Appreciate the company's code of discipline

Go through each step of the company's disciplinary action procedures

Identify the dos and don'ts of disciplining

Activities Process Objectives Time

Introduction · Invocation · Opening remarks · Leveling of expectations · Workshop Framework introduction


9:00 to 10:00

Manager’s role in maintaining discipline · Communicating your preference for compliance · Modeling the way · To act or not to act on noncompliance · The hot stove rule

· Describe the manager’s role in maintaining discipline and dealing with employee grievances

10:15 to 11:00


Pag

e15

Activities Process Objectives Time

Understanding Company rules and regulations · Code of discipline · Schedule of Disciplinary Action · Due process · Progressive disciplining

· Familiarize themselves with the key elements of the company’s rules and regulation

10:30 to 11:00

What the law says · Employer rights · Employee rights

· Distinguish between employer and employee rights

11:00 to 12:00

Going through the due process · The ―show cause‖ memo · The investigation · Issuing disciplinary action memos

· Go through each step of the due process

1:00 to 1:30

Getting the message across clearly · Explaining the action · Pointing out why the business requires a change

of behavior · The coaching component · Ending on a hopeful note

· Ensure that disciplinary action discussion lead to better behavior and performance

1:30 to 3:00

Do’s and Don’ts in disciplining employees · Enumerate the dos and don’ts of grievance handling

3:15 to 4:00

Case Work · Apply learning to a hypothetical grievance situation

4:00 to 5:00

Closing · 5:00


Pag

e16

Time Management Basics

Course Description

Do you complain about being swamped with work and not having enough time? Do you often feel pressured and unprepared? Do you sometimes feel that you are doing so many activities but have no real achievement? As a professional, whatever your role is, Time is your most valuable asset. The Time Management Course offers you an opportunity for knowledge and skill enhancement on personal productivity. To have a greater sense of accomplishment, you must be able to set goal-oriented activities and follow them through with efficient action. In this class, you will learn the techniques in effective time utilization. The simulation exercises and cases will test your learning and get you ready for real-life application at work and in your homes.

Course Objectives: At the end of the program, the participants should be able to:

Understand the principle of Time Management

Apply techniques learned in prioritization of work & activities

Take control of things that derail work & personal productivity

Develop an Action Plan for improved productivity

Course Details:

Time Activities Activity Objectives

9:00 to 10:00 a.m.

I. Introduction Leveling of expectations Course Overview Establish house rules Introduction to Time Management

Know the guidelines of the course Appreciate the importance of time

management

10:15 to 12:00 II. Managing Time Wasters at work Self Generated Environmental How to deal with time wasters

Identify specific factors that impede employee productivity

Take appropriate action in order to manage time wasters


Pag

e17


1:00 to 5:00 III. How Can I Manage My Time?

Prioritizing The tyranny of the urgent The prioritization quadrant

tool Making Plans that work!

Activities in planning

Planning tools o Action planning o Milestones o PERT

Other planning and organizing tools

Optimizing your primetime

Circadian Rhythm

Avoiding that jet-lagged feeling

Mapping your Circadian Rhythm

Delegating Effectively Reasons why it is useful to delegate Principles of Delegation

Apply tips and approaches on how to manage time effectively

5:00 TO 6:00 FORWARD AGENDA Create a plan to put learning into action

6:00 Closing


Pag

e18

Interpersonal Communication

Course Description: Communication is the basis of all human interaction and for all group functioning. Every group must take in and use information. The very existence of a group depends on communication, on exchanging information and transmitting meaning. All cooperative action is contingent upon effective communication, and our daily lives are filled with one communication experience after another. Through communication members of groups reach some understanding of one another, build trust, coordinate their actions, plan their strategies, agree upon division of labor, and conduct all group activities ---even exchange insults. It is through communication that members interact, and effective communication is a prerequisite for every aspect of group functioning. (Joining together: Group Theory and Group Skills by David W. Johnson and Frank P Johnson, 1987,p.173) this proves just ho important communication is in the success of the organization. Poor communication can lead to performance and poor performance can lead to losses hence, a company cannot afford to have poor communication. The goal of this course is to help members of the team by equipping them with the necessary knowledge and skills for effectively conveying understanding.

Course Objectives: At the end of this course, the participants are expected to:

Appreciate the importance of communication in work success

Identify various communication styles

Pave the way for positive interactions

Appreciate the art of active listening

Anticipate and avoid common misunderstandings

Practice assertive communication

Manage challenging conversations


Pag

e19

Course Details:


9:00 to 10:00 a.m.

Communication overview

Communication and performance

Pay-offs to effective communication

Good communication lead to excellent customer service

The communication process

Barriers to effective communication

Your communication rights and responsibilities

Appreciate the importance of communication in work success

10:15 to 12:00

Communication Styles

Passive, Aggressive and Assertive communication

Building your assertive communication Skills


Identify the roadblocks that undermine your ability to communicate effectively

Pave the way for positive interactions

1:00 to 2:00

The art of listening

What you need to know about listening

Barriers to listening

Building your active listening skills


Appreciate the art of active listening

2:00 to 4:00

DEALING WITH CHALLENGING CONVERSATIONS

Causes of conflicts

Fixing your assumptions

Blame game

· Building your skills in professionally dealing with challenging conversations

Build greater relationship skills that emphasize trust and respect

4:00 TO 5:00

FORWARD AGENDA Create a plan to put learning into action

5:00 Closing


Pag

e20

Workplace Conflict Management

Conflicts are an integral part as well as a consequence of living in society. Whether in our professional, family or social environments, we are likely to face numerous conflicts; some having happy endings while others may be potentially disastrous to us. Not acknowledging the pervasiveness of conflicts in our daily lives is refusing to face facts and the reality of "living" in organizations. As sure as each person is different, conflict is bound to happen. Conflicts are neutral and healthy. The way it is handled makes it good or bad. In organizations, there are two types of conflict; ―Productive‖ and ―Interpersonal Conflict.‖ The lack of one leads to another. Encouraging productive conflicts in organizations maximizes the brainpower of its people, makes various options available, prevents the organization from making expensive mistakes and builds teamwork. Lack of it on the other hand, lead to interpersonal conflict that can brake trust, encourage second guessing, jumping to conclusion, ruin teamwork and hence performance. Maintaining productive conflict and avoiding interpersonal conflict however requires a change of mindset, acquiring of new communication skills and establishing norms. This workshop helps the participants understand the nature of conflict, understand their personal conflict resolution styles, make personal decisions to adjust their styles to fit the situation, learn skills in building team norms and rules of engagement. OBJECTIVES After the session, the participants are expected to; · Describe the nature of conflicts · Use some win-win tactics in resolving conflicts · Establish norms or rule of engagement when dealing with conflict situations

· Handle difficult conversations with skill

Time Activity Activity Objectives

9:00 to 9:30 Introduction · Opening ceremony · Energizer · Workshop objectives

Introduce the Workshop objectives and framework

9:30 to 10:30 Understanding Conflict · Conflict Definition · Levels of Conflict · Tools of conflict resolution

Describe Conflict


Pag

e21

10:45 to 12:00 The Win-Win Approach · Stimulus activity · How we behave in conflict · A model for understanding behavior in conflict · The principles of win-win approach · When the win-win seems impossible

Use some win-win tactics in resolving conflicts

1:00 to 3:00 Empathy · Exploring the meaning of empathy · Valuing Differences · Detailed look at empathy blockers · Introduction to empathy blockers · Introduction to active listening · Listening to gain information · Asking questions · Listening to give affirmation · Listening when under attack

Use of empathy in dealing with interpersonal differences

3:15 to 4:30 Appropriate Assertiveness · Distinguishing between aggressive, passive and assertive

behaviors · ―I‖ Statements · After an ―I‖ Statement: Where to next?

Use appropriate assertiveness

4:30 to 5:30 Conflict Norming

· Understanding norm

· Conflict management rules of engagement

Create norms or rules of engagement to enhance productive conflict.


Pag

e22

Training the Trainer Workshop

Course Description

If companies are to survive and succeed in the current trend of rapid changes across industries,

they need to be more adaptable and pro-active than before. An organization’s staying power

will greatly depend on an “able” workforce – thus the value of training.

In order for this to happen, the trainer should be able to put together a training design that does

not only addresses the learners needs but also considers the most effective ways of carrying out

the program utilizing the most appropriate methodologies. The trainer should be

knowledgeable of adult learning principles and is able to deliver the program effectively using

platform and facilitation skills.

Training is a huge responsibility! A lot rides on it whenever one is tasked to share know-how

with other people. Training is an investment in time money and effort not only of the trainer but

the organization and the participants as well. A well planned and executed program should

leave the learners with sufficient amount of knowledge, skills and attitude necessary to carry-

out whatever is shared during the learning event.

The purpose of this program is to help those who are tasked with the big responsibility of

training to acquire the basic skills necessary to prepare for and facilitate a training event.

General Objective:

At the end of the workshop, the participants are expected to enumerate and describe steps in the

process of preparing and conducting training

Specific Objectives:

At the end of the training, the participants are expected to be able to:

Explain the importance of training

Describe the role of the trainer; enumerate and discuss the qualities of an effective trainer.

Identify the key principles of Adult learning, approaches and styles.

Identify the components of a training design; list down some techniques and

methodologies suitable for training.

Determine logistical requirements in organizing and conducting a training course

Present a sample functional training design.

Prepare a lesson plan.

Enumerate tactics in effective presentation

Enumerate steps in the facilitating learning process

Identify ways to evaluate training effectiveness

TRAINER’S TRAINING COURSE


Pag

e23

This program was designed for anyone who wants to learn the basics and the magic of imparting

knowledge to be able to achieve organizational success!

Process Objectives Activities Day 1

INTRODUCTION

Introduction of Participants

Setting/Leveling of expectation

Course Overview

House Rules

Explain the importance of training

Describe the role of the trainer;

enumerate and discuss the qualities

of an effective trainer.

Shift to a Trainer’s Mindset

Module 1: OVERVIEW OF TRAINING

Training Definition and objectives

Training Process/ Cycle

Role of a Trainer

Qualities of an Effective Trainer

Identifying Training Needs

Identify the key principles of Adult

learning, approaches and styles

Module 2: LEARNING PRINCIPLES

Facts and Principles of learning

Adult Learning Process

Learning Approaches/Styles

Identify the components of a

training design; list down some

techniques and methodologies

suitable for training.

Determine logistical requirements in

organizing and conducting a training

course

Module 3: TRAINING DESIGN

Importance of designing a Training

Steps in designing training

Components of Training Design

Formulating objectives

Various training methodologies

Day 2

Prepare a lesson plan. Module 4: LESSON PLAN

Importance of a Lesson Plan

Elements of good Lesson Plan

Preparation of a sample lesson plan

Enumerate tactics in effective

presentation

Module 5: Presentation Rules

Presentation design elements

Presentation styles

Platform skills

Use of visual aids

Conducting a Training Presentation

Day 3

Enumerate steps in the facilitating

learning process

Module 6: Techniques in Facilitating Learning

The Facilitating Process

Dos and Don’ts

Describe some techniques for

evaluating and ensuring application

of learning in the workplace

Module 7: Evaluations and Follow Through

Reaction Level

Learning Level

Behavior Level

Operational Impact

Apply the learning from the workshop Skill practice

Course Summary

Closing


Pag

e24

Presentation Dynamics

They say..

Conducting a presentation or speaking before an audience is feared more than heights, flying or as

mentioned in one survey even dying! It’s crazy but if this is true most people would prefer to be lying in

the casket than to give a eulogy. In the business world, however, there is no avoiding having to present a

product, a report, or an idea. It is necessary, therefore, to have the confidence to be able to present

effectively. Develop this confidence by developing your employees’ skills. Develop their skills by

knowing what skills they already have. This workshop allows the participants the chance to assess and

develop the presenter in them and put together an action plan to use techniques for getting their message

across, keeping their audience interested and eliciting the desired reaction.

The Workshop would be a two-day, week apart skills development training. It starts with a gap analysis

of each learner’s presentation skills vis-à-vis the ideal. This analysis would enable the learner to develop

a Skills Inventory, which may be used to identify areas for improvement. Effective presentation

techniques and guidelines will be taught and demonstrated through a series of lectures and experiential

activities. By the end of the workshop, each learner will demonstrate learning by simulating a work-

related presentation. The presentations will be videotaped and will be critiqued by the learner, the class,

and the trainer. Feedback and the learner’s progress will be recorded in the Skills Inventory which will be

used by the learner to identify further development needs, and track progress.

Workshop Objectives

By the end of the workshop, the learners would be able to:

Assess their strengths and their areas for improvement as speakers and presenters

Learn and practice techniques for effective presentations

Manage interactions with the audience

Respond effectively to difficult questions and situations

Use presentation tools more effectively

Build an action plan for developing their presentation skills in relation to their job requirements

Pre-workshop requirement:

Participants should prepare a 5-7 minute presentation with visual aids which they will use in the

diagnostic activity at the beginning of the workshop.

Presentation Dynamics Course Content

Time Topics Activity Objectives

9:00 to 9:30 Introduction

- Opening Remarks

- Ice Breaker

- Guidelines and house rules

- Leveling of expectations

- Workshop Objectives

Know the objectives of the program and follow the house rules.

9:30 to 11:30 Diagnostic Activity - Individual 3 to 5-min presentations and critiquing

Assess the participants’ presentation strengths and areas for improvement

11:30 to 12:00

Facing the Presentation Challenge -Identifying problems with presentations

Identify reasons why presentations fail

1:00 – 2:00 Five Steps to Successful Presentation

- Preparation

- Prevention

- Presentation

- Practice

- Pursuit

Identify the five important steps to successful presentation

2:00 to 5:00 Building the Presentation Skill

- What makes an effective presenter

- Use of body language/gestures

- Vocal variation

- Controlling nervousness and bad habits

Identify platform skills necessary to effective presentation

9:00 to 10:30 Getting Your Message Across

- Using structure to strengthen the message

- PREP, AIDA, SMG, PPF and Two-point patterns

Describe techniques for structuring the presentation

10:45 to 11:00

Developing Your Presentation Materials

- Your Handouts

- Audio Visual Materials and other equipment

Describe ways to make the presentation materials contribute to the success of the presentation

11:00 to 12:00

Managing your Audience

- Dealing with different types of audience

- Dealing with hecklers

Identify tactics for dealing with different types of audiences.

1:00 to 5:00 Putting It all together

- Skill Practice

- Feedback and Critique

- Review of Skills Development Menu

- Commitment Exercise

Practice all the skills shared in the program and make action plans for continuous improvement.

5:00 Closing Activities

http://anythinghr.blogspot.com

Pag

e26

Selling Basics

Course Description Persuading customers to part with their money may not be easy, but the actual process is a straight forward one. Whether one is selling to business or individual customers, the rules remain the same. Identify targets, understand customers’ needs, then sell the benefit of your products, handle objections and then close the sale. What happens as the process progress spells the difference between selling and not selling. An important ingredient in the success of any business is good selling. Without it, many sales are lost – sales that may mean the difference between success and failure. This program will show participants and help them demonstrate creative selling techniques. This program will equip sales makers with the essentials of the selling process as a vital component of business operation. It will give them an understanding and appreciation of the attitudes and values that provide a winning sales edge using the time-tested ―Formula for Success.‖

Course Objectives:

Bring out the salesperson in every individual

Learn the different techniques in real estate selling system

Understand professional real estate selling

Be the best real estate sales professional that you can be

Course Details: Time Activities Activity Objectives

9:00 to 9:30 a.m.

Presentation of Conceptual Framework and Course Objectives

9:30 to 12:00 1. Developing Your Selling Competencies

Building a professional image

Appropriate professional appearance

Use of correct manners and etiquette

Appropriate personal behavior

Effective communications

Explain the importance of maintaining a positive professional sales image.

· Enumerate the characteristics

of an effective Sales/Service Professional.

1:00 to 4:30 2: Mastering the Selling Process

Prospecting and Qualifying

The Approach

Presentation and demonstration of the product

Handling objections

Closing the deal

Keeping your client happy long after the sales transpired

Describe the steps necessary for a successful sales transaction

4:30 to 5:00 Closing


Pag

e27

Bringing Creativity to the Workplace

Would your organization benefit from employees who are creative and who are constantly in pursuit the most innovative ways of doing things? Would it not be great if employees keep coming up with ideas your company can use? Wouldn't it be great if they can make things better, faster and at a lower cost? Wouldn't it be great if your people keep on coming up with ways to sell more and generate more profit? What if there is a way to make all these happen? Wouldn't be a worthy investment of time, money and effort? Wouldn't it be great?

People are naturally creative. Somewhere along the way, however, a lot of us stopped believing that we are. It also does not help that we create conventions and stereotypes

that stifle creativity and scare people away from taking risk. However, with some reprogramming, managers can make their people believe again that they are indeed creative and are capable of making innovations wherever they are in the organization.

This workshop aims to awaken the dormant creative sides of the participants and equip them with knowledge, skills and attitude needed in creating and innovating. The activities in this program are tactile, engaging, high experiential and designed to tap the creative spots in the participants’ brains.

Objectives

Dispel some of the myths surrounding creativity and innovation

Appreciate one’s natural ability to be creative

Describe the stereo types that lock creativity and the keys that unlock them;

Describe some techniques for enhancing creativity

Create an environment / work culture that fosters creativity and innovation throughout the organization,.


Pag

e28

Course Content


Introduction

Opening remarks

Leveling of expectations

House Rules

8:30 to 9:00

Describe the prevailing perceptions about creativity Go through the four steps of the creative process

Module 1: Introduction to Creativity

Creativity truth or false

Understanding the creative process

What one must do at each stage of the process

9:00 to 11:00

Identify factors that hinder creativity and the keys that will unlock the participants’ creativity

Module 2: Removing Barriers to Creativity

Recognizing key barriers

Bringing in the antidotes to the lack of creativity

11:00 to 2:00

Describe ways to enhance creativity

Module 3: How to be Creative

Catching Creativity

Exploring for ideas

The Creativity Challenge

Inspiring Creativity

2:00 to 5:00

Describe the way in which to translate creativity to innovation

Module 5: Moving from Creativity to Innovation

What’s the difference?

From thinking up new things to doing new things

5:00 to 6:00


Pag

e29

Introduction to HR for HR & Non-HR

Course Description HR is not a department; it’s a shared responsibility between the people in charge of HR and the ones who are directly responsible for their performance, the Line Managers and Supervisors. To think that this is not true is to risk having disjointed efforts to align people with organizational goals. Strong collaboration between HR and Line management is crucial to the success of organizational endeavor to align people with goals. In order for this strategic partnership to work, HR and the line should have a shared knowledge about their HR-related responsibilities in the same way that HR needs to align all its actions with the goals of the organization and in consideration of the nuances of business operations.

Course Objectives: The goal of this learning session is to help HR and non-HR supervisors appreciate the roles they and HR play in;

Getting the right people for the right jobs;

Managing their performance ;

Preparing them for bigger responsibilities;

Maintaining Discipline in the workplace; and

Retaining talents This orientation course is useful to those who are being given a human resource development and management assignment and those who wish to immerse their supervisors in HR work because they believe that people management should not be the sole province of the HR Department.

Course Details

Time Topics Process Objectives

8:00 to 9:00 Introduction

Why HR/Line Synergy Works?

The HR roles of Line Managers

· Needed HR Competencies for Line Managers

Describe the role of HR Department in helping line managers/leaders manage their human resources

Describe the roles and needed competencies of line managers in order to effectively carry out their people management tasks


Pag

e30


9:00 to 11:00 (including 15 mins snack)

Module 1: Recruitment

Clarifying your hiring expectations

Developing your interviewing skills

Participating in the on-boarding process

Explain the importance of setting all expectations clearly to avoid too much guesswork in recruitment process

Identify steps in the screening process

Demonstrate skills in using behavioral interviewing

Describe the roles of line managers in the new employee on-boarding process.

11:00 to 12:00 Module 2: Human Resource Development

Identifying your staff’s training needs

Identifying tactics for addressing learning needs.

Supporting training with ongoing coaching and mentoring

Describe steps in identifying employees’ learning needs.

Identify tactics for addressing training needs

Enumerate steps in preparing learners for training and following through with ongoing coaching and mentoring

1:00 to 3:00 Module 3: Performance Management

Setting performance goals

Monitoring performance

Developing capacity to perform

Appraising performance

Rewarding and recognizing performance

Identify steps in making full use of performance management to help improve people’s performance.

3:15 to 4:30 Module 4: Employee Career and Succession Planning

Career planning

Succession planning

Describe the importance of career planning in keeping employees engaged.

Describe the importance of succession planning in avoiding disruptions in the company due to employee departure

Identify tactics for career planning and the roles managers play in the process.

4:30 to 5:30 Module 5: Maintaining Discipline in the workplace

Line manager’s role in writing policies

Ensuring compliance in the workplace

Maintaining discipline

Explain the importance of line management participation in policy making and implementation

Describe needed compliance to regulatory requirement when addressing company policy violations.

5:30 to 6:00 Re-entry Action Plan Putting learning to action

Identify the necessary next steps in order to apply learning to the workplace.

Service Excellence Workshop

Course Description: According to one US research, high performing organizations are highly customer-centered. Yet research also shows that customer satisfaction levels have been declining steadily. Most attempts to improve customer service are too narrow and superficial. They fail to focus the organization's culture and core processes on serving customers. That's why 50-70% of these programs consistently fail. This happens because many companies hinge their customer service effort on training front liners on how to be friendly with customers and nothing else. That’s why we see many customers nowadays being greeted loudly but insincerely by deadpan front liners who knew how to do it but are not properly motivated to do so. Add to the aggravation the friendly front liner who tells the customer that the service/product she requested is unavailable. It is as if they do not know that training is only useful if all other conditions for establishing a service culture are met. The goal of this workshop is to equip the employees with a more in depth understanding of the customers and their needs and tools they can use to meet and exceed customer expectations.

Course Objectives: Imbibe the philosophy of total customer satisfaction; Understand and accept the challenge that the best way to increase sales and profitability is to satisfy

the customers with its products and services; Identify opportunities for service excellence. Shift one's mindset and attitude towards a full customer-oriented or focused individual; Analyze the process capability and eliminate snags in the process cycle; Obtain the skills in identifying customer's requirements and expectations and understand their

motivational needs; Learn effective methods of interfacing with customers and handling irate customers.

Course Details:

Time Activities Objectives Activity Description

30 mins Introduction:

- Opening Activities

- Leveling of expectations

- Program objectives

- House rules

- Ice breaker activity

Understand the details of the program

Level expectations

2 hours Module 1: Customer Service Overview

Stepping in to the customer’s shoes

Defining Customer Service, Customer Expectations, wants and needs

Describe Customer service and customer expectations

Identify the participants’ external and internal customers and their responsibilities for each

The participants will step into the customers shoes in order to reflect on how customers experiences

www.exeqserve.com [email protected] (632)8933199 or (63918)9399294

Pag

e32

Time Activities Objectives Activity Description

External and Internal Customers

Customers’ perception of value

customer

2 hours Module 2: Establishing Customer Centric Mindsets

Four C’s of Customer Centricity

Types of Service Attitudes

Relationship between Personal Values and Service Behavior

Appreciating the importance of attitude and mindset in achieving customer service success

Manifest the right service attitude

A discussion on the importance of quality in satisfying customers

Analysis of customer services moments of truth and current process and how it affects customer satisfaction

Identify areas for improvement in serving the customers

4 hours Module 3: Proactive Customer Service

Professionalism with no excuses

Going the Extra Mile

Moments of Truths of Customer Service

Identify opportunities for service excellence

Analyze and eliminate snags in the service process

Describe the art of delighting the customer

4 hours Module 4: Managing Relationship with Customers

Managing Customer perceptions

Establishing Rapport

Making the customer feel valued

Handling Different types of Customers

Describe techniques in managing relationship with customers and avoid customer dissatisfaction

Discussion on how to manage relationship with customers

Role play on handling of difficult customers and handling complaints

3 hours Module 5: Dealing with Difficult Situations

Dealing with difficult customers

Why customers’ complain

The art of taking the H.E.A.T.

Describe ways to handle difficult customers

Go through the process of managing complaints

30 Min Forward Agenda Establish steps in applying the learning to work

Group activity

Closing Activity


Pag

e33

Work Attitude and Personal Effectiveness

Course Description Leadership starts with oneself. An organization filled with leaders who are goal-driven, intrinsically motivated and effective in carrying out their tasks and dealing with their colleagues is just what the doctor ordered in order to maintain a healthy workplace. But finding these people and putting them all in one organization is an almost impossible job. Many people are dependent and reactive to their environment. This sense self entitlement cause them to think that others have failed them and so they lose trust and motivation to do their best at work and in their relationships. There is however a way to enhance personal effectiveness in the workplace and that is through interventions like training and putting together support systems that enhance people’s motivation to achieve work effectiveness and life success. The main goal of this workshop is to provide a source of information and motivation for people to take the goal-driven and self-motivated path towards personal and career success. This also aims to equip them with tools they can use to manage their work more effectively and their relationship with others. We designed this program to help participants achieve private success by conquering self-imposed limitations and public success by removing barriers to working with others. We made the program highly interactive and experiential to keep the participants engaged.

OBJECTIVES

After the session, the participants are expected to;

Identify ways to shift from being reactive and independent to proactive and independent

Clarify personal goals and values to guide them towards personal success

Device ways to prioritize and manage their time more effectively at work

Start building a rich emotional bank account and strong working relationship with others

Learn assertive communication and conflict management

Create a personal action plan to begin their journey towards better personal effectiveness.


Pag

e34

Course Outline Module 1: Paradigms and Self-Awareness – 4 hours This module shall introduce the fundamental concepts of personal effectiveness. It begins with understanding paradigms and how paradigms control us. This module also tackles how people can control their paradigms instead of it controlling them. This module also includes exercises that will help the participants rediscover themselves through introspection and through feedback from others.

Keys to personal effectiveness

Paradigm shifting

Building a proactive personal program Module 2: Journey to independence – 4 hours Stephen Covey in “The 7 Habits of Highly Effective People” spoke about beginning with the end in mind as a path towards personal victory. This module aims to help participants take ownership of everything they do, to be accountable for their future success by pursuing success where they are now. This workshop will also help them affirm their values and personal strengths that serve as guides and fuel in their quest towards achieving their goals.

Working with one’s strengths

Goal orientation

Aligning action with values Module 3: The Art of Getting Things Done – 4 hours While a roadmap provides the participants with a 300,000 feet view of what they are trying to accomplish, they will need some guide on how to negotiate the minute details of the daily grind. This module will equip the participants with tools for prioritizing tasks, dealing with time wasters and things that get in the way of getting things done. This module also focuses on how to deal with failure as a means to succeed.

Managing time and stress

Prioritizing

Action planning Module 5: Working with others as a Means to Personal and Professional Success - 8 hours This module aims to empower the participants to build a rich emotional bank account with others. They will learn how to earn and take care of the trust bestowed upon them by others. They will also learn to communicate more effectively using assertive communication techniques that will help them manage conflicts and engage others in productive exchange of ideas and feelings that can help them succeed at work and in their public lives.

Building a rich emotional bank account with others

Assertive communication

Managing conflicts Module 6: Forward Agenda – 2 hours In this culminating module, the participants will put together a plan for continuing personal improvement that will help them put all their learning to action


Pag

e35

Customizable Team Building Workshops and Other OD interventions

Organization-Wide Team Culture Building

HR Team and Competency Building

Amazing Race type Team Building

Survivor-Type Team Building

Visioning Workshop

Leading and Managing Change


Pag

e36

Organization-Wide Team Culture Building

The Way Forward More than its well established brand, the success of a team in achieving its full potential is dependent on its ability to work effectively as a team.

In a bestselling book called ―The Five Dysfunctions of a Team‖, Author and Organization Development Consultant Patrick Lencioni wrote: ―Not finance, not strategy, not technology. It is teamwork that remains the ultimate competitive advantage both because it is so powerful and so rare.‖ It has been said that if a company can get all its employees rowing towards one direction, there is no reason why that company can’t reach its rightful destination. Rowing towards one direction however, is close to impossible because teams are made up of people who are imperfect, fallible and teams are inherently dysfunctional. In many organizations, politics and confusion are more the rule rather than the exception. Fortunately for us, the dysfunctions that hinder teams from working effectively together have been identified and found to be curable. Lencioni recommends that the following team fundamentals be pursued to help the team succeed: Fundamental #1: Build Trust Highly effective teams work in an environment where trust is strong. It happens when expectations are clear, communications are unhampered and the environment encourages expression of ideas, opinions and feelings. Fundamental #2: Mastering Conflicts In teams where expression of ideas is encouraged, conflict or contrasting opinions are likely to happen. Establishing norms that allow people to communicate honestly and yet respectfully creates an environment where problems are easily identified and solutions are presented without any damage to relationships. Fundamental #3: Strengthen Commitment


Pag

e37

Two factors are important in establishing strong commitment; buy-in and clarity. Buy in is the ability to RESPECT and align with a management decision whether or not you agree with it initially. Achieving clarity reflects on a team member’s ability to manifest behaviors that align with team decisions. Fundamental #4: Build Accountability Successful teams have DISCIPLINE. They do not allow mediocrity to creep in to the organization. Individuals in the team ensures that everyone is doing his/her utmost for the team by keeping their promises, giving support and calling people’s attention when they demonstrate behaviors that are counterproductive to team. Fundamental #5: Focus on Results A team is able to set a goal for the whole organization and then rally the whole team towards achieving it. They feel the agony of defeat and celebrate success with much gusto. Because team members are accountable, committed, demonstrate open communication and trust the team to do its best. They are able to harness the team’s full ability to deliver the goods. Lencioni shared some formula for building these fundamentals. ExeQserve consultants studied the formula and successfully applied them to a number of companies who now enjoy stronger trust, productive collaboration, commitment, accountability and focus on results. The formula is not a training session but an intervention to help members of a team work more effectively together. This is the same intervention that we propose to facilitate for the team Striving to create a functional, cohesive team is one of the few remaining competitive advantages available to any organization looking for a powerful point of differentiation. High Performance Teams get more accomplished in less time than other teams because they avoid wasting time on the wrong issues and revisiting the same topics again and again. They also make higher quality decisions and stick to those decisions by eliminating politics and confusion among themselves and the people they lead. Finally, functional teams keep their best employees longer because "A" players rarely leave organizations where they are part of, or being lead by, a cohesive team.

The Framework The whole program is divided into four major segments: 1. Pre-workshop activities

a. Reading of the ―Five Dysfunctions of a Team‖ book by the Management Team b. Managers will take the MBTI or DISC personality test which will be used during the

session. c. Administration of the Five Dysfunctions Test to determine the current team climate. d. Further customization based on the result of the climate survey.

2. 2-day Management Teambuilding

a. The intention of this workshop is to prepare the management team to lead in a ―new‖ team environment. The management team members need to recognize that they are part


Pag

e38

of the management team first and leaders of their respective sub-teams second. b. By the end of the two-day session, the team would have agreed on a number of norms

intended to build cohesiveness and commitment among them that they can use as basis for aligning their respective sub-teams.

3. 2-day Organization-wide Teambuilding

a. This high energy two-day workshop is designed to help the leaders work with their respective sub-teams in aligning themselves with the bigger organizational goals and values

b. It follows the same framework as the first 2-day workshop except that we will use different SLEs that cater to larger groups.

4. Post Workshop and Follow-through

a. The Teambuilding Facilitators shall submit a comprehensive report detailing the following: i. Highlights of the workshop ii. Activity outputs and norms iii. Our observations iv. Recommendations for follow through

b. Follow-through sessions that the Leadership may opt to facilitate themselves or have our facilitators coach for a number of sessions.

2-Day Management Team Building Outline Objectives: · Identify the five fundamentals necessary for team effectiveness · Improve trust among team members · Use productive conflict to enhance teamwork · Achieve commitment on thematic goals and categorical objectives · Create a culture of accountability · Gauge ongoing success against its goals.

Time Activity Objectives

2 hours Overview and Assessment Overview of the five dysfunctions of teams Review of climate survey report

· Identify the five values necessary for team effectiveness

4 to 5 hours Fundamental # 1: Building Trust · SLE: Landmines · Personal Histories Exercise · Behavioral Profile Exercise · Trust Review

· Improve trust among team members

· Know each other in a deeper sense to foster better understanding and trust

· Establish trust building norms


Pag

e39

2 hours Fundamental # 2 Mastering Conflict · SLE: Blind Polygon · Conflict Profiling · Conflict Norming · Conflict Resolution Obstacles

· Use productive conflict to enhance teamwork

· Know each one deals with conflict and make necessary adjustments in styles

· Establish rules of engagement in dealing with conflict situations

2 hours (depending on team dynamics)

Fundamental # 3: Achieving Commitment · SLE: Footprints in the Sand · Commitment Clarification · Cascading Communication · Establishing a Thematic Goal Exercise · Rules of Engagement

· Achieve commitment on thematic goals and categorical objectives

· Establish rules of engagement for meetings and other forms of team interaction

2 to 3 hours Fundamental # 4: Embracing Accountability · Team effectiveness exercise

· Create a culture of accountability

· Establish norms for dealing with performance issues

1 hour Fundamental # 5: Focusing on Results · SLE: Card Sorting · Establishment of a Team Scoreboard

· Gauge on-going success against team goals

1 hour Wrap up and Follow-up • Strategies for Overcoming the Five

Dysfunctions • Cascading Communication Agreement • Personal Commitments • Closing Statement

· Ensure follow-through of agreed upon action


Pag

e40

2-Day Organization-wide Team Building


Day 1

9:00 to 10:00

Introduction · Ice Breaker: Lovely Confusion · Leveling of expectations · Presentation of the teambuilding framework · Defining teamwork

· SLE: Helium Stick

· Know the administrative details of the workshop · Level expectations · Appreciate the concept of teamwork

11:00 to 12:00

1:00 to 2:00

Fundamental # 1: Building Trust · Understanding the nature of trust

· SLE: Landmines · A Quick Team Profiling activity

· Trust building workshop

· Improve trust among team members

· Know each other in a deeper sense to foster better understanding and trust

· Establish trust building norms

2:00 to 5:00

Fundamental # 2 Improving Communication · 2 Kinds of conflicts: Productive and Destructive · Managing conflicts

· SLE: Traffic Jam/ Handshake challenge · Conflict Profiling · Rules for collaborating

· Use productive conflict to enhance teamwork

· Apply assertive communication in team interactions

· Know how each one deals with conflict and make necessary adjustments in styles

· Establish rules of engagement in dealing with conflict situations and team collaboration activities

Day 2 8:30 to

2:00

3 Fundamentals: Strengthening Commitment, Embracing Accountability and Focusing on Results (all outdoor activities) · Spider Web · Boat Building and racing · Team IQ Game · Leaking Drum

· Identify individual and team behaviors that manifest commitment, accountability for performance and behavior and focusing on results

2:00 to 5:00

Building the Team Rules of Engagement · Committing to a common goal · Team effectiveness Exercise · Creating team success milestones

· Create a culture of accountability

· Establish norms for dealing with performance issues

· Gauge on-going success against team goals


Pag

e41

Outplay! Amazing Race Type Team Building

High energy and challenging group activities bring out the best in teams. The needed planning to get things done, highlight the importance of planning and collaboration. Execution of tasks challenge team members to be quick thinking, flexible and supportive of each other. More importantly, these types of activities bring people closer together. They get to know more about each other and become more comfortable in working together. These are the objectives of this proposed program.

To achieve the objectives of this activity while incorporating fun, we propose to facilitate an ―Amazing Race‖ type of game that will help reinforce the desired outcomes of this event.

The group will be divided into five teams and will undergo a series of challenges (to be disclosed as they unravel). The team who finishes all the challenges wins. To add more excitement, special awards or prizes can be given to the other teams.

Preparation

1. Consultants and client point persons will go through the proposed route to determine viability of both route and tasks. This will also help in deciding on race details and rules.

2. Coordination of routes and tasks with external parties shall be coordinated after game rules and other matters are finalized.

3. Teams can be formed a few weeks ahead of the event. This will build excitement and heighten the participants’ sense of competition. Game rules shall be given in advance together with teasers that will be given a few days prior to the event, also to heighten excitement and curiosity of the participants.

4. On the day of the event, the participants will be given briefing by the workshop facilitators. Game rules will again be reiterated and questions answered to make sure that everything is clear.

Race Rules

1. Teams will be expected to meet at client head office at 7:00 a.m. (or any appointed time). Teams who are able to arrive first may begin the race ahead of the others. A task will be done at the office to get the participants started. This will ensure that some teams will be leaving the office ahead of the others.


Pag

e42

2. The game will be composed of several events to be determined during the finalization of the route and tasks. For each event, the participants are expected to complete a task as quickly as they can. When they finish each task, they will be asked to reflect and write down their realizations from the experience. When they are done, the point person for that activity will give them the clue to the next. All ―realization sheets‖ will be collected by the facilitators and then given back to them when it’s time to prepare their presentation for culmination activity.

3. Just like in the TV show, there will be different game categories which will unfold each time they finish a task. The categories are; typical task; detour; roadblock and fast forward. The teams shall decide the best way of accomplishing the tasks given their limited resources.


Pag

e43

Survivor-Themed Team Building

Course Description: HIGH PERFORMANCE TEAMS are competitive. They don’t back down on challenges. They surge forward, step up to the challenges and succeed. What makes a high performance team is a common sense of purpose, a clear set of rules of engagement and acceptance of the people who compose the team. Team cohesiveness and alignment is a powerful competitive advantage for any organization. Organization’s success is hinged on it. In order to prepare the organization for success, it needs to start with building a cohesive management team first. Five fundamentals are important in building a cohesive and aligned team. These are ; trust, openness, commitment, accountability and focus on results. These team elements are critical to building a management team culture that employees can emulate and use as a model. We have designed a highly engaging team building workshop aimed at strengthening these team values and establishing rules of engagement for effective team collaboration. In order to combine enhanced participants engagement and quality learning this program divided the activities into two categories: Team Challenges— The group will be divided to several competing teams who must outwit and outplay each other to earn points. The team/s with the highest score at the end of the game shall be declare the champions Tribal Council—During these activities, participants will work on reflecting on learning acquired from the team challenges and identify applications to work as they pursue the organization’s sales and performance targets.


Pag

e44

Course Outline


9:00 to 11:00

Team Bonding/Socials · Ice Breaker · Briefing · Grouping for the Team Challenge activity

· Team name/chant/ banner creation


· Level expectations · Prepare the group for

team building

11:00 to 12:00

& 1:00 to 1:30

Team Challenge Part 1: The Minefield Traverse · This event is a series of challenges aimed at highlighting

the importance of building trust at 3 levels; trust in self, others and the team.

· Team Output: Rules of engagement for strengthening trust.

· Build norms for strengthening trust among team members

1:30 to 4:00

Team Challenge Part 2: Team Creativity Challenge · SLE: Boatbuilding and racing challenge—This activity promotes collaboration, creativity, thinking out of the box, planning and execution · SLE: Team IQ Game—Promotes team problem solving

· Improve collaboration, conflict management and problem solving

4:00 to 6:00

Tribal Council Part 1: Leading at the Speed of Trust · SLE: Destinations · Building a Team Personality Gallery

· Quick Team Profiling activity · Building norms for team interaction and conflict

resolution

· Get to know each other in a deeper sense

· Build norms for addressing team issues and conflicts.

Day 2: 9:00 to 11:00

Team Challenge Part 3: Team Commitment Challenge · SLE: Spiderweb and Electric Maze challenge—These activities will test the ability of individual team members to unite behind a common goal and strategy.

Establish norms for committing to goals and strategies.

11:00 to 12:00

Part 4: Team Accountability challenge · SLE: Leaking Drum Challenge— this game emphasizes

the importance of individual accountability for performance and behavior.

Establish rules of engagement for clear communication.

1:00 to 2:00

Part 5: Results Orientation Challenge · This activity will challenge each team to build a

structure within limited amount of time. Their performance will be measured in terms of timeliness of delivery and ability of the structure meet certain criteria.

· Transform concepts to contexts

· Establish initiatives for better teamwork


Pag

e45

2:00 to 5:00

Final Tribal Council: Achieving the Common Goal · Activity processing

· Owning BCS’s success goal · Establishing team rules of engagement · Team effectiveness exercise · Team Forward Agenda

· Closing Activities

· Gather participants learning and establish action plans to apply learning to the workplace.


Pag

e46


Pag

e47

Paintball War Games-Themed Team Building

A strong team believes that the biggest room in the world is the room for improvement. Winners do not sit on their laurels lest they fall behind in the game. They also understand that they are aiming at moving targets and that the environment or the playing field and even the rules of the game can change anytime. Effective teams don’t sulk at the sight of the need for change; they recognize it and prepare for it. Your Group, just like any team faces the same challenge of continuously improving to keep themselves at the top of the game. This

means having solid yet flexible strategies, individual team member commitment and competence and most of all a well coordinated implementation of plans and strategies that lead to total internal and external customer satisfaction This Teambuilding workshop is aimed at showing the participants the things they need to do to get where they want to be and the kind of values and working relationship they need in order to reach their destination smoothly. The methodology to be used in this exercise is unconventional but highly effective because of its past paced and highly engaging nature. This workshop is guaranteed to help participants appreciate the value of team and teamwork and leave them with an experience that they will remember for a very long time. General Objective: At the end of the workshop, the participants are expected to gain a deeper understanding of what it takes to be a ―team‖. Specific Objectives: After the session, the participants are expected to; •Understand the components of effective teams. •Set goals to enhance their work as individual members of the team •Develop a more collaborative working relationship METHODOLOGY To ensure learning, this workshop will utilize the following:


Pag

e48

Group activities Structured Learning Experiences Learning games and exercises Agenda

Paintball War Games


9:00 to 9:30 Activity Briefing Know the game rules and safety guidelines

9:30 to 10:00 Game 1: General’s Game Appreciate the importance of Strategies and identify the requirements of proper execution in pursuing a goal

10:00 to 10:30 First Debriefing session

10:30 to 11:00 Break and preparation for next game

11:00 – 11:30 Game 2: Center Flag Appreciate the importance of learning from mistakes and improving on strategies.

11:30 to 12:00 Debriefing

12:00 to 1:00 Lunch Break

1:00 to 1:30 Gear-up for next event

1:00 to 1:30 Offense- Defense Appreciate the importance of offensive and defensive strategies 1:30 to 2:00 Debriefing and Gear up for Final

Event

2:00 to 2:30 Last Game: Last Man Standing Apply all the learning of previous activities.

2:30 to 3:00 Final De-briefing - Team Action Plan

Note: aside from aforementioned paintball objectives, the participants are also expected to appreciate the importance of Leadership, communication, trust and support in all the activities.

3:00 to 3:30 Closing


Pag

e49

Strategic HR Team and Competency Building

As HRs around the world are expected to meet the needs of the employees while promoting company goals, the need to become more strategic becomes very apparent. In order to meet all these expectations, HR needs to skillfully maintain a balanced focus between strategy and operation processes and people (David Ulrich). Maintaining such balance is difficult considering that processes and people requirements tend to demand the most time due to their urgent nature. If HR is to add value in the organization, it needs to look at how it organizes itself, how each player is integral to playing the team’s role of being strategic partners, change agents, administrative experts and employee champions. To your HR Team members, this means paradigm shifting to the new thrust, establishing clear rules of engagement to operate as a cohesive HR, and plotting a change map that establishes the needed partnership between HR and the line. ExeQserve consultants offer to facilitate a two-day event aimed exactly at helping the HR team members embrace a more value adding role in the organization, establish the needed norms and action plans to bring learning to the workplace.

Objectives: After the workshop, it is expected that the HR Team members will be able to;

Establish norms for building a high performing strategic HR team;

Clarify their various roles and goals in the organization;

Identify best practices in building partnership between HR and the Line; and

Create initiatives to manage the necessary changes in HR practices

Methodologies: In order to ensure quality of learning, interaction and output, we propose the following strategies: Meet with senior management to level program expectations and present program framework Meet with HR group heads to present the program framework and gather more data Conduct a two-day highly interactive program to ensure participation and quality of output Submit a detailed post workshop report that provides the highlights of the workshop, the group outputs, our observations and recommendations.


Pag

e50

Workshop Outline


Day 1

9:00 to 10:00 Introduction · Ice breaker · Leveling of expectations · House rules · Introduction to the workshop framework

· Know the administrative details of the program

· Level learning expectations

10:00 to 12:00 1:00 to 5:00

Module 1: Establishing a strong Team Culture within HRD

· SLE: Helium Stick · The five fundamentals of teamwork

· Trust · Communication · Commitment · Accountability · Focus on results

· Role clarification between corporate and line HR

· Creating norms for building a high performance HR team culture

· Identify trust, open communication, commitment, accountability and focus on results as keys to team success

· Establish clear rules of engagement between corporate and line HR

· Establish norms for building a high performance HR team.

Day 2 9:00 to 12:00

Module 2: HR Role & Goal Clarification · Understanding Ulrich’s HR Role Models

· Strategic partner · Change champion · Employee advocate · Administrative expert

· Establishing a set of HR Goals for transformation

· Describe the new roles successful HR teams play in an organization

· Identify action steps to close the gap between actual and ideal practices

DAY 2

1:00 to 4:00 Module 4: Managing HR Transformation · Identifying the role gaps · Establishing change initiatives · Identifying key success indicators · Mapping the change process

· Identify the necessary actions to begin and manage HR’s transformation from transactional to strategic partners.

4:00 to 5:00 Re-entry Action Plan Establishing individual commitments in

applying learning to the workplace

· Identify the necessary next steps in order to apply learning to the workplace.


Pag

e51

Visioning Workshop

Recent studies have shown that an organization is likely to achieve its goals if everyone in the organization sees it and can imagine the steps to get there. This is the reason why many companies craft their Vision, Mission and Core Values statements Visioning generates a common goal, hope, and encouragement; offers a possibility for fundamental change; gives people a sense of control; gives a group something to move toward; and generates creative thinking and passion. The famous book "Built to Last" by Jerry Porras and Jim Collins, said that many Companies who stood the test of time have all these. The authors call them visionary companies. Visionary Companies however are not defined merely by the statements they post on the wall, they are defined by the way they live up to the company's mission, vision and core values. The aim of this program is to aid companies in crafting their set of statements and identify ways and means to live by it.

OBJECTIVES After the session, the participants are expected to; · Understand the workings of a visionary company · Craft a Vision Statement · Craft a Mission Statement · Identify the organization’s Core Values · Set out a plan to align the organization with the company’s vision, mission and core values

Course Outline


One or two weeks before the workshop

Pre-workshop briefing. Gathering of individual inputs

in preparation for the workshop.

Familiarize the participants with the Visioning concept and ensure that they are prepared to participate in the program.

9:00 -10:00 a.m. Introduction

Opening ceremony Energizer Workshop objectives

To describe the purpose of the course, set and level expectations

10:15 to 11:00 Understanding Vision, Mission and Core Values and setting of visioning mechanics

To establish common understanding of what vision, mission and core values are and identify what each member needs to do to contribute in crafting it.

11:00 to 12:00 Break-out for the individual Vision, Mission and Core values crafting

Allow members to work in small groups and put together their inputs

1:00 to 2:00 Workshop for Corporate Vision Draft the company’s vision statement


Pag

e52


2:00 to 3:00 Workshop for Mission Statement Draft the company’s mission statement

3:15 to 4:30 Plenary for Core Values Draft the Company’s core values

4: 30 to 5:30 Forward Agenda (Aligning teams and individuals to vision)

Establish concrete plan to put learning into action

5:30 Closing activity

One week after the workshop

Submission of final draft for Management Approval.

Finalize vision, mission and core values statement.


Pag

e53

Leading and Managing Change

Most people involved in organizational change experience a kaleidoscope of emotions. Regardless of the reason behind the change, feelings of anger, resentment, anxiety, resistance, sadness and excitement are common at different points in the change process. Feelings of fear often run rampant.

What makes organizational change so scary for so many people? What are they afraid of? Some may worry about being seen as incompetent to carry out new tasks, or worse yet, actually being unable to handle it. These anxieties all stem from a nearly universal fear of the unknown and, for many, turn the change process into a seemingly endless and frightening roller coaster ride.

Many companies fail to successfully implement change because they ignored some of the critical requirements in managing it.

When effecting changes in the organization, managers are dealing with people with mindsets and comfort zones that were built overtime. People tend to resist change because they do not want to step out of these comfort zones--they like to stay in an environment they are comfortable with. There are a number of things that need to be taken in to mind to help people accept and overcome the pain of change. This course aims to equip change managers with the knowledge skills and right mindset in managing change. They will also learn to identify the need for change, and strategize their way to successful change implementation.

We applied various proven concepts and frameworks of change management including:

· Who moved my cheese by Spencer Johnson · Unfreeze, Change, Refreeze by Kurt Lewin · The 8-Step model in Leading Change by John F. Kotter In order to ensure learning and application we shall utilize the following methodologies

· Structured Learning Experiences · Forms and templates-based workshops · Personal Change Management Projects that will be developed as the program progresses · Re-Entry action Plans We believe that there is no better assessment of managers’ readiness than their ability to work on their own change management projects. Those who will be able to carry out their projects successfully following the methods recommended in this program shall be certified as the company’s Change Agents.


Pag

e54

The Framework: The whole program is divided into three major components:

1. Pre-workshop activities a. Presentation and getting management buy-in of the concept b. Preworkshop presentation to participants

· Administration of Organizational Change Readiness Assessment · Preparation of Participant’s Change Management Objectives

2. 3-day Change Management Workshop

· Preparing for change management · Unfreezing—Preparing people for change · Changing—Facilitating Change · Refreezing—Solidifying change and building a culture that embraces change

3. Post Workshop and Follow-through

a. The Facilitators shall submit a comprehensive report detailing the following: i. Highlights of the workshop ii. Activity outputs and norms iii. Our observations iv. Recommendations for follow through

Objectives:

Describe the nature and concept of the change process and its components.

Explain the importance of anticipating and managing change

Describe the necessary actions in preparing people/organizations for change

Identify strategy in facilitating change

Identify barriers to change and recognize solutions

Describe steps for creating communication and basic risk management plan in change management.

Explain the importance of celebrating successes to improve people’s confidence towards change

Go through the process of solidifying change and building a culture that embraces change.

Create plans to apply learning to work.


Pag

e55

Course Outline


Day 1 9:00 to 10:00

Introduction · Opening Remarks · House Rules · Leveling of Expectations · Ice Breaker · Introduction to the Change Management

Project Tools


10:15 to 12:00 1:00 to 3:00

UNDERSTANDING CHANGE · Telling of ―Who Moved My Cheese‖ A

Change fable. · Applying Key ―Cheese‖ Principles · Understanding the dynamics of change · Understanding of factors that cause change

failure · Managing the change

· Lewin’s 3-Stage model · Kotter’s 8-Step model · Bringing the two together

· Describe the nature and concept of the change process and its components.

· Explain the importance of anticipating and managing change

3:15 to 5:00 Module 2: The unfreezing stage · Establishing a sense of urgency

· Recognizing the need · Dangers and opportunities

· Creating a guiding coalition · Who are your champions?

· Developing a Vision Strategy

· Describe the necessary actions in preparing people/organizations for change

Day 2: 9:00 TO 5:00

Module 3: Making the Change · Communicating the change Vision

· Planning your communication · Empowering Broad based action

· Removing obstacles · Enabling others · Managing the risks

· Generating short-term wins

· Identify strategy in facilitating change

· Identify barriers to change and recognize solutions

· Describe steps for creating communication and basic risk management plan in change management.

· Explain the importance of celebrating successes to improve people’s


Pag

e56

confidence towards change

Day 3 9:00 to 12:00

Module 4: The Refreeze · Building on the change · Institutionalizing the change

· Go through the process of solidifying change and building a culture that embraces change.

1:00 to 3:00 Developing a personal Re-entry action plan for change

Create plans to apply learning to work.

3:00 Closing activity


Pag

e57

Strategic Planning

Rationale

As your organization prepares itself for the challenges of the coming years, the need to establish a strong strategic plan becomes apparent. In order to come up with an effective plan, management recognizes the need to seek the help of a facilitator who can help guide the organization’s management through the stages of the planning process. As sure as effective plans are not created overnight, the approach ExeQserve proposes is one that requires some studied look at the

organization’s desired future and coming up with a strategic map that will enable the leaders to lead the group towards it. Our experienced consultant offers not only his experience in planning but some of the most widely used tools for creating easily readable roadmaps with clear milestones toward the goal. He shall sit with the planning participants several times to ensure that plans are aligned, measures are in place and initiatives are properly communicated company-wide to ensure that everyone in the organization is clear about goals and roles. Program Framework We propose to follow the drawn framework to ensure that there is line of sight from the company’s mission and vision, down to its strategic initiatives. This also ensures that measures and targets are in place and that departments and people are accountable for their delivery. This framework also ensures that financial targets are supported by customer satisfaction, internal process improvements and learning and growth targets and initiatives. 2 Components 1. Plan Preparation (1 Day) will be held at least two weeks in advance of offsite planning session,

This activity will help the participants become familiar with the framework and the tools to be used for planning.

2. Plan Presentation (2 Days) Each group will present their plans to the rest of management so others may give feedback and make realignments to make the whole organizational plan cohesive and doable.

Planning objectives At the end of this consulting engagement, it is expected that the participants are able to:

· Align plans with the company’s vision and mission


Pag

e58

· Consider past experiences in future plans · Establish key objectives, initiatives and action plans · Determine needed resources to put plans to action

Planning Outline

Time Topic Activity Objectives

Day 1: To happen at least 2 weeks in advance

9:00 to 9:30 Welcome & Intro

Ice-breaker

Expectation setting Overview

Know the program framework and administrative details

9:30 to 12:00

Understanding the planning framework Techniques in environmental scanning

Getting alignment

KRA, KPI and KPOs

Identifying key initatives

Creating Action Plans

Describe and follow the planning framework

1:00 to 4:00 pm

Establishing Organizational Direction

Review of past performance

Top Management Presentation on strategic objectives and quantifiable targets (short/long term)

Briefing on the templates to be used for planning (SWOT, Plan Document, Plan Presentation, Budget template)

Establish strategic direction and key priorities

Day 2 and 3

9:00 to 12:00 Reviews and Goals alignment/realignment Each Department representative will present the following:

Past year’s performance review o What we did well o What can we do better o Environmental Scan

Presentation of this planning period’s goals in alignment with previously agree organizational targets.

Match departmental goals with organizational goals


Pag

e59

Day 2 1:00 to 5:00 Day 3: 9:00 to 3:00

Initiatives and Action Plan Presentation Each Department representative shall present the following:

Key result areas/ key performance indicators and key performance objectives

Key initiatives

Action Plans

Resources/Budget needed

Present action plans that align with departmental and organizational objectives

4:00 to 5:00 Wrap Up Putting it All Together / Consolidation

Integrate plans

5:00—5:30 Forward Agenda & Next Steps Closing

Establish next steps


Pag

e60

About ExeQserve

ed ebreo's training list

Documents