Bob the Blogging Badger

Bob is a badger; he likes to blog.

Bob the Blogging Badger joined our content team in 2014. We found him roaming the streets of the the Dorset/Somerset border and decided to give him his big break into business. His talent for writing combined with his love to training, learning and education make him the perfect blogger! If you have any suggestions for Bob, let him know - he won't bite.

Five Traits of a Successful Sales Person

Five Traits of a Successful Sales Person

Excellent salespeople are like gold dust. Businesses with a detailed understanding of what it takes to do well in sales, use this understanding to build high performing sales teams that consistently win business and drive company success.

So what does it take to be a winning salesperson? Below, we have outlined the most important traits:

Trait Number 1: Passion

From prospecting to closure, passion is an essential driver across all elements of the sales cycle. Passion is emotionally contagious and a salesperson, passionate about the product or service, will, no doubt, pique the interest of their prospect.

Likewise, a passionate approach to dealing effectively with objections and moving prospects towards closure will drive a healthy moving pipeline; rather than a stagnant pipeline characterised by ageing prospects.

Trait Number 2: Empathy

An empathetic salesperson is well placed to discern both the spoken and unspoken cues within prospect engagement.

Unspoken body language, for example, presents a wealth of information for salespeople endowed with the ability to actively discern their prospect’s feelings and to see things through their prospect’s lens. By picking up on unspoken objections, or really taking the time to see things as their prospect might see them, the salesperson is positioned to handle the objections to resolution and to anticipate and manage other concerns that their prospect might have.

Trait Number 3: Organisation

It’s essential that salespeople are organised. Since the sales cycle requires the completion of key steps prior to closure, it’s important that members of the sales team are able to capture what needs doing when and to map where prospects sit within the cycle. Capturing details at all stages of the sales process ensures  potential clients don’t fall through the net and that opportunities aren’t lost by forgotten or delayed responses from the salesperson. A properly organised approach keeps prospects happy and engenders trust.

Trait Number 4: Responsibility 

A good salesperson takes responsibility for the success, or failure, of their sales performance. They don’t blame failure to convert a sale on external factors. Instead, they acknowledge failure to convert the sale and make the effort to understand how they might have managed things differently. For example, they may question whether the service offering could have been presented slightly differently, whether the prospect had particular needs they hadn’t picked up on or underlying time concerns.

By analysing and taking accountability for success or failure, the salesperson is able to apply their understanding of what does / doesn’t work to future scenarios.

Trait Number 5: Product / Service Excellence

It’s essential that salespeople have a thorough, inside out outstanding of the product or service they are selling as this enables them to pitch effectively, handle objections well and to suggest alternatives for poor fit products or services.

Since confidence in a salesperson’s pitch is an essential element of a prospect moving to closure, a professional command of all elements is critical.


With businesses in Devon and Cornwall alone turning over in excess of £14 billion per annum, the South West is already home to many successful salespeople. As more sales people endeavour to adopt the behaviours and characteristics of role model sales staff, productivity in the South West will continue to thrive.

If your teams need support to move to the next level in their sales activities, then contact us to arrange a training event. Our trainers take the hassle out of sales training by customising courses to meet the specific and unique needs of staff and delivering it on site; saving staff the need to travel.


With sales training so accessible, why are you waiting? Whether you’re in Bath in Somerset, Exeter in Devon, Bournemouth in Dorset, or Truro in Cornwall, we have a team of qualified, experienced trainers to meet your training needs.

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Top Tips to Help you Become an Effective Presenter

Top Tips to Help you Become an Effective Presenter

With increased export portfolios, relocations of large businesses to the South West region and entrepreneurs choosing the South West over other parts of the UK, business is thriving. In fact, it’s estimated that businesses in Devon and Cornwall alone, turnover in excess of £14 billion per annum.

It’s a fact that strong businesses need strong presenters to ensure growth and promotion. If you work for a South West business, then the ability to present successfully is a fantastic skill to have.

The guidelines below will go a long way to helping you develop the skills you need. We look at the key steps needed to create and deliver a presentation that successfully delivers your desired outcomes.

 

Planning


The most important part of delivering an effective presentation lies in your preparation. Ideally, you should spend more time planning your presentation than developing it and preparing slides. If this step is rushed, or given insufficient attention, then your presentation is likely to lack the impact needed. Don’t be tempted to jump straight in and start creating your PowerPoint slides, take the time to think about what it is that you’re hoping to achieve. Consider, for example:

  • Why are you doing your presentation? Are you planning to educate people, spur them to make a decision, solicit opinions or to provide general information?
  • What are the objectives of your presentation? What do you want to happen at the end of it?
  • What information do people need to know to enable them to take the actions you need them to take?
  • How should your information be structured to ensure maximum impact?
  • Put yourself in the shoes of your audience and take the time to think about their existing understanding of your subject, the type of engagement you might need from them during your presentation, the types of information needed to spur the outcomes you require. Once you’ve done this, consider the nature and structure of presentation needed to meet their needs.
  • What interactive activities can you include in your presentation to engage your audience and spur interest?
  • What questions are your audience likely to have at the end? How will you answer these questions?

 

Create your Content

  • Start by stating your central theme, then creating your subtopics.
  • Next scope your structure and order of content.
  • Now start creating your presentation slides. At this stage, your slides can be bursting with information and text heavy – the plan at this stage is merely to get your information down.
  • Once you’ve completed this, you need to start slimming your slides down to ensure only essential text and prompts are included. A good presentation avoids text heavy slides with excessive wording as they risk boring and distracting the audience. Instead, your slides should be punchy and visually appealing. Think about the design of your slides and aim to include graphics and other stimulating aids where possible.
  • If you’re presenting to an unknown audience, then use the first part of your presentation to introduce yourself.
  • You should then state your objectives to reaffirm to your audience the purpose of their attendance.
  • Before going any further, include a slide or prompt to tell your audience how you’d like them to engage throughout. For example, is this a relaxed conversation where your audience can ask questions as and when they arise throughout the presentation, or, will you allow for questions at the end. Let your audience know if they will be required to participate in interactive activities.
  • Now blend your presentation into your ‘final’ product.

 

Practice

  • Recruit a volunteer to watch you delivering your presentation – their feedback should provide you with valuable tips and advice for potential changes.
  • Time your presentation to establish how long your presentation will take and to assess whether content needs to be added / remove.
  • Add 30% additional time onto this calculation as, typically, the presence of the audience invariably adds time to your presentation. 

 

Delivery

  • Arrive early and make sure that your laptop and any other equipment / tools are working effectively. The success of a presentation can be instantly destroyed when an audience has to sit waiting for the presenter to sort out any issues.
  • Greet your attendees as they arrive – this will be particularly helpful if you’re a nervous presenter. Other techniques to manage nerves include establishing eye contact with members of your audience and focus on one person at a time. It’s also important to be conscious of where your hands are – don’t engage in subconscious nervous actions. Try to channel any nervous energy into enthusiasm.
  • When you start your presentation take the time to welcome everyone and smile. Smiling will help relax you, establish rapport with your audience and signal that you are ready to start.
  • During the presentation, keep focused on your body language and the body language of your audience. If, for example, members of the audience at the back of the room appear to be sitting forward in their seats, then raise the volume of your voice. If people look bored, then think about the rapidity of your speech. Audience boredom often happens because the presenter is rushing or failing to animate or engage. If you feel you’re rushing, then stop. It’s a good time to take a sip of water and re-establish yourself if you feel this is happening.

 

Wrap Up

  • At the end of your presentation, summarise what’s been covered and open the floor to questions if needed.
  • Think now about your outcomes.  If the audience now need to do something on the back of your presentation, then state this and ensure they know how to do what you need them to do.

 

If you need further presentation training support, then why not consider our Presentation Skills training course? Our qualified training team deliver fully customised training courses, onsite, to individuals or teams. All our trainers have an expert understanding of the courses they deliver.

 

Whether you are in a based in Cornwall, Dorset, Devon or Somerset, we can provide quality onsite training, customised to meet your unique business needs!

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It's Essential that South West Companies Protect their Expats

It's Essential that South West Companies Protect their Expats

HMRC Regional Trade Statistics show that exports from companies based in the South West of England are continuing to rise. Devon, Dorset, Somerset and Cornwall may not be obvious locations for international business activities, but the region is performing outstandingly when it comes to their exporting efforts. 

When exporting, it's naturally important that companies send members of staff to target countries to manage business processes and relationships on the ground.  While some businesses are adept at preparing and training international staff in advance of their moves, unfortunately, many other companies fail dismally in this duty of care.

The lack of training given to outbound staff has created plenty of fodder for the media which is awash with accounts of individuals who have been arrested on foreign shores for misdemeanours that are seemingly innocent in the UK, but, which have life changing punitive implications in other countries. Although many of the individuals arrested claim cultural and local ignorance, this rarely counts for anything anything when their case is put before the courts. 

Take for example, the following:

• A British man, caught in possession of alcohol during his time in Riyadh, was sentenced to over a year in prison and narrowly avoided 350 lashes. 

• An Egyptian expat was imprisoned, before being deported for sharing his break with a female colleague in Saudi Arabia.  His employer also faced repercussions for his role in preventing this act of 'indecency'. 

• A British Iranian national was arrested and deported following a visit to the UAE for defamatory comments, relating to a UAE resident, posted on social media three years prior to her visit to the country. 

• An expat worker of unknown nationality was arrested after speaking to a female Saudi woman who approached him in a fast food restaurant. He was charged and punished for having violated the kingdom’s norms and values.

• A British expat was arrested, jailed for six months and then sent back to the UK for raising his middle finger at an Emirati driver following an incident in the UAE. 

• A young British man sharing a journey with his girlfriend, was driven straight to the police station by their taxi driver when the driver saw the man 'peck' his girlfriend on her cheek.  The couple were subsequently imprisoned for a month and deported for committing an act of indecency.

Suitably trained and prepared staff are far less likely to experience the bad side of the law. Understanding behaviours likely to put them in jail and the severe consequences typically result in the expat navigating their new home with care.  The young man and his girlfriend, mentioned above, were traumatised by their experiences. Their families also suffered enormous distress and became liable for large sums of money to help support the legal processes of their loved ones during their ordeals. There were no repercussions for the company however.  Although they failed dismally in their responsibilities for preparing and, subsequently, protecting their staff member, the only repercussions faced related to the loss of a member of staff.  

The local laws in many countries are very different and it takes very little to train outbound employees. Take for example, the Prosecution office in Saudi Arabia, which regularly advises travellers to the country to ensure they learn about the laws. Country specific training courses which help individuals to understand the culture and expectations of locals and business colleagues, for example Saudi Arabia Cultural TrainingChina Cultural Training, UAE Cultural Training, Japan Cultural Training or Thailand Cultural Training, are not only essential to keeping your staff safe, but will also help them to maximise their productivity through a critical understanding of the local business culture.

Whether you are in Cornwall, Devon, Dorset or Somerset, our country specialist trainers have the expertise needed to prepare your staff for their move. 

 

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Lidl: Good Prices and Great Training!

Lidl: Good Prices and Great Training!

Lidl is planning to add an additional store to its current South West portfolio by creating a second store in Yeovil. Its portfolio has grown rapidly in this part of the world with stores across Somerset in key locations such as Bristol, Bath and Dorchester, Dorset.

This latest expansion has been met positively by the local community who can not only expect the prospect of additional jobs working for a market leading company, but also a full ‘living wage’ – putting Lidl’s shop floor workers at a distinct wage advantage when compared to other local supermarket competitors.  Good pay and additional employment opportunities are not the only reason for the local community to be happy.  Lidl also operate fantastic in house training schemes, which when delivered well, provides employees with the skills to do well in future roles regardless of whether or not they remain with Lidl.  

Adopting a ‘layered’ training approach, which encompasses the whole business entity, Lidl centralises training planning into a single dedicated in-house department.  Staff within this department are responsible for identifying training needs and developing training events, materials and systems in response.

Direction and tools flow from this department into the stores and supporting areas. Within the stores, Lidl operates a ‘Buddy’ system which ensures that new recruits are given on hand support within their immediate working vicinity making individuals who have the skills to mentor and support accessible. This approach is key to all businesses who wish to integrate their staff effectively into the business. It enables them to gain key skills on the job and avoids undue classroom attendance.

From the ‘Buddy’ system, Lidl then have formal ‘Training Mentors’ who are responsible for supporting store managers in the roll out of staff training initiatives, all of which then feeds into the Regional Training Managers who are responsible for overseeing training on a regional level and promoting a healthy learning and development culture across the business.

Lidl may be a cut price store, but a training approach such as the one outlined above at its core, certainly puts Lidl on a par with the non-cut price stores. Training flows from all levels of the business and is a key aspect of company culture and delivery.

Walker Information (an Intelligence Consultancy firm) identified training programmes as a key retention tool.  Staff who feel that they are being valued through training and development are more likely to stay within their roles.  With ‘happiness’ being an emotional contaigent, store workers are consequently more likely to impact positively on their customers; leading to greater customer satisfaction.

From a training professional perspective, we therefore welcome the news of an impending second store in Yeovil as every business counts when promoting a culture of learning and skill development within the South West.  

With the quality of company training programmes playing a critical role in the retention and productivity of staff, Training South West provide customised business training courses to business across the West.  With training courses rooted in key business areas, such as finance, hr, management and leadership, international business and communication, you can be sure that our expert team will be equipped to deliver courses that both meet, and surpass, your needs. 

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Quirky Facts about the South West, UK!

Quirky Facts about the South West, UK!

To make sure we get our business offering right, it’s essential that we truly understand our South West neighbours and their potential training needs. One of the best ways to map training needs is to ensure that we stay on top of reports released from entities such as the Office for National Statistics or UK Trade and Investment.


We came across some fantastically quirky facts when when reading ‘Portrait of the South West’ and thought we'd share them with you!


•    Did you know over five million inhabitants reside in South West England; making the population bigger than Northern Ireland and Wales combined?
•    The South West has also been recorded in recent times as having the fastest growing population in the UK.  Since this growth is driven by people migrating into the area, the South West clearly has lots to offer – it’s the place to move to!   Most inbound people cite the outstanding natural beauty of the South West as their reason for moving here, coupled with excellent Broadband connection.
•    The South West has more people of pensionable age and above than any other part of the UK
•    Almost four out of five employees in the South West work in the service industry. From a training perspective therefore, this  makes customer services training an essential part of our offering
•    Restaurants and hotels in the South West contribute more to the economy than any of their UK counterparts
•    The South West hosts more domestic tourists than any other part of the UK and is the fourth most popular choice for international tourists.  From a training perspective, this finding makes courses such as Customer Service Training across Cultures, International Consumer Behaviour, cultural awareness training and international sales a key offering
•    Employment rates in the South West are one of the highest in the UK with high numbers of self-employed individuals.  As trainers, this makes finance related courses key as it’s essential that self-employed individuals are financially literate and able to navigate documents such as P&Ls and Balance Sheets.  Equally, this also makes Sales an essential training course – if you can’t sell your business then the P&Ls will make for dismal reading!
•    The numbers of people claiming Job Seekers’ Allowance is lowest in North Dorset, West Dorset and West Devon.  The fact that our business operates in the Dorset and Devon areas is great as the only other companies offering business generic courses are based as far away as Exeter and Bristol, making our training offering a valuable doorstep commodity
•    With absolutely no relevance to training whatsoever (we don’t train people in how to live longer!), but interesting reading; life expectancy for women in the South West is higher than anywhere else in the UK at 83.1 years of age and for men, it is the second highest in the UK at 79 years of age

Having lived in Somerset and now living in Dorset, reviewing this report made me proud and happy to live in the South West.  It is clearly a place that people want to visit and move to it is a ‘happy’ place to live – why else would people live longer than in any other part of the UK?!

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How Reciprocity is Effectively used in International Business

How Reciprocity is Effectively used in International Business

Reciprocity is a word many people have heard of before however few can define the mechanisms of this concept in business even though they may experience it all the time and as it happens right in front of their eyes. The purpose of this blog is to explain why one feels the need to return favours and how businesses or anyone can take advantage of the phenomenon.
 

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8 Essential Lessons the German Mannschaft Can Teach Every Business

8 Essential Lessons the German Mannschaft Can Teach Every Business

Last month we witnessed a breathtaking World Cup final which saw the Mannschaft (‘team’) win after a 24 year drought. As well as appearing in the World Cup finals eight times and having won the tournament four times, Germany is now the first European team to have won the cup on Latin American soil.  

Clearly, the German Mannschaft is a fantastic team. After all, we can’t neglect the fact that they played against Argentina, a country which is - unlike Germany - not known for its team but for its star player, Messi, a.k.a “the best player in the world”.

However, do you wonder what their secret was? Was it German efficiency? The quality promise of ‘made in Germany’? Or is there more to it than being German? Coincidence and luck were definitely not part of the equation; for me anyway.

I believe we can learn 8 vital lessons from the team’s performance, attitude and the way they conducted themselves that every business can, and should, learn from.

•    A strong vision: the German team knew what they were about. Combined with a set common goal, hard work, discipline and a positive mindset this creates a powerful entity. If businesses know who they are, what they want and how they want to get there, there is little that can stand in their way.


•    A strategic leader: in a radio interview, Germany’s coach Joachim Löw expressed the team’s confidence in their strength and the ability to stick to their well-established strategy. This comes from good leadership.  It is the leader who gives the team this sense of purpose, direction and commitment to get the job done.


•    Ability to adapt:  as we all know, life doesn’t always go to plan and football is no different. Prior to the final the team lost two key men, Kedhira and Kramer, however the team adapted. Just as with business, it is vital that teams remain flexible and open to situational adaptation, e.g. change of deadline, project amendments, etc.


•    Generational mix: the German team was a perfect balance between old-heads and new blood. One could argue that it was the oldies that kept the team in the final but the new guys such as Götze who won it. In business it’s vital to always have that solid experience as well as new, fresh ideas and impetus.


•    Cultural diversity: the German team had many second-generation Germans such as Mustafi, Özil, Boateng and Podolski. Having people in your business with different backgrounds, experience, ideas and values only strengthens the overall offering and should never be underestimated.


•    Staying focused: as we saw with the team, when under pressure, and in a critical situations, they never panicked. Panicking is of no help to anyone. For want of a better phrase, it’s so important to always keep your eyes on the goal.


•    Reliance on structure: perhaps better demonstrated by the passion and somewhat disorganisation of the Brazilians, having a structure in place is vital. The German team knew their places, how they had to work for each other and what to do in certain situations. Having a structure in place, along with rules is necessary if any business wants to see success.


•    Stay humble, passionate and genuine: as perhaps personified most by Schweinsteiger, the Germans were the epitomy of class. There is no place for egos in a team and we witnessed this throughout the competition even when they managed to put 7 goals past the hosts. Just as in business, you need to temper any sense of superiority and just put your head down and do the best job you can.


Author: Désirée Gergen is about to graduate in an MA in Intercultural Communication for Business and Professions at Birkbeck College, University of London.

 

If you would like to increase the cultural understanding and sensitivity of your teams, then contact us to discuss your training needs.  Training South West deliver bespoke Cultural Awareness Training and related international training courses to businesses across the South West, UK.  Whether you're in Cornwall, Devon, Dorset, Somerset or Wiltshire, we have a team of specialist intercultural trainers ready to customise and deliver a course that meets your needs.  

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Cultural Competency - A Military Perspective

Cultural Competency - A Military Perspective

When thinking of culture, first thing that comes to mind for most people is the culture of a certain country or ethnic group. However, working fields also have a specific culture. The military, for example, has a distinct culture that can cause problems when military staff are required to see a therapist.

How can the cultural gap that arises in such a situation be bridged?

Maybe you have never heard of the term “cultural competency,” i.e. the understanding, acknowledgement and appreciation of a therapist concerning the differences between his patients and the effects these differences have on the therapy itself.

However, according to Bret A. Moore, mental health professionals are strongly aware of the phenomenon. In his article on the Air Force Times, he sheds a little more light on how to increase cultural competency.

According to Moore, cultural competency often encompasses characteristics such as race, religion and geographical factors. In addition, he says, Clinicians involved in treating military staff have recently stated that the military also has to be regarded as a culture in itself. This can influence psychotherapy for people in the military. Moore believes that gaps in the cultural understanding between a therapist and his client can not only lead to frustration and confusion, but might affect the progress of the therapy as well. In fact, he says, these gaps can even result in the patient ending the therapy sessions early. Thus, he thinks that stating the most common gaps in cultural competency will lead to better treatments.

Firstly, Moore states that the most important difference between military and non-military civilians is language. Military speech is filled with acronyms and slang and can be adapted in a heartbeat in order to communicate information as efficiently as possible. However, Moore says, this jargon can lead to miscommunication and frustration during therapy sessions . To illustrate the degree in which military language differs from regular speech he gives the following example:

"I recently ETS’d from Fort Hood after six years as an NCO, where I worked in the S2 shop. Now, all I seem to be doing is working as an RTO or watching troops PMCS’ing vehicles all day. Hell, I was trained as an 11 Bravo. And wouldn’t you know it, DFAS screwed up my partial DITY and I still haven’t gotten paid since I in-processed."

Next to language, military staff are often solution- instead of problem-focused, Moore says. As therapists often focus on the past and the subconsciousness, Moore believes the standard question “How does that make you feel?” can severely get on the nerves of a solution-oriented patient. In addition to this, Moore thinks the military focuses more on “the group” than regular society does. In fact, he says, individuality and independence are seen as a possible threat to the cohesiveness and morale of a military unit. Therapists must also keep this in mind when treating a patient from the military.

In conclusion, Moore advises military staff that when they believe cultural differences between their milieu and that of their therapist are in the way of their therapy, they should address this to their therapist as soon as possible. After all, this will save them and their clinician not only time, but frustration as well.

Do you work internationally or cross-culturally? Check out our international business skills training courses which include courses essential for international staff; for example, our first class Cross Cultural Awareness training course, which can be  tailored and delivered on site to your staff by our business and culture experts. 

Whether you're in Dorset, Cornwall, Somerset or Devon, we have a team of culture and business training specialists with the expertise to deliver insightful, engaging Cultural Awareness training courses to your staff.  Contact us for more details. 

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Join Us for Our Open Day

Join Us for Our Open Day

You're invited to our Open Day May 6th!

Come and join us to officially open our new training centre and meet with other local businesses for a bit of networking and nibbles.

We welcome you to come either between 12:00-14:00 or 18:00-20:00 on Tuesday May 6th 2014.

Networking Scavenger Hunt!

To make this time valuable for you, we are going to hold a Scavenger Hunt! You'll find out information about other local businesses as well as spread the word about your own. The winner will win a prize, but shhhh, it's secret…come and find out what it is ;)

We would love to see you on the day, so get that diary out and pen us in!

To register, please email Caroline on This email address is being protected from spambots. You need JavaScript enabled to view it.

For directions, please visit the 'Finding Us' section on our Training Centre page.

 

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Contagious Leadership – Emotional Intelligence and its impact on Team Performance

Contagious Leadership – Emotional Intelligence and its impact on Team Performance

In today’s business world, hard skills are no longer seen as the sole key to success. While in the past there was no room for emotions in the workplace and the importance of soft skills was largely underestimated, they have come to be considered as indispensable and well worth striving for – and rightly so, I believe.


Just think about your own experiences. Wouldn’t you agree that your emotional state greatly influences your thoughts, attitude and behaviour and consequently, your personal wellbeing, your relationships and your performance both at work and in your private life?


This is why Emotional Intelligence (EI), the ability to identify, assess, and manage emotions in a positive way, is extremely valuable for every individual. EI not only includes being able to “read” others’ emotions, and react accordingly. It is equally, if not more important, to understand and control one’s own emotions. And self-awareness doesn’t stop there. It is also essential to understand in what way and to which extent your own emotions impact others, especially if you find yourself in the role of a leader.


Neuroscientific research has proven that emotions, positive and negative likewise, can “rub off“ on others. This phenomenon is called emotional contagion. The psychotherapist Elaine Hatfield, PhD, and her colleagues discovered that “all of us imitate facial expressions, postures, and voices of the people around us. Those expressions trigger certain emotions - the same ones experienced by the person we mimic. But the process happens so fast, we're completely unaware of it”.

Hence, the emotions conveyed by one person can spread like a virus and infect others. Think about your own experience as an employee: Doesn’t it lift your mood and don’t you feel much more appreciated and motivated if your boss has a positive attitude and encourages you, rather than constantly focusing on what you did wrong? Did you ever notice that your colleague’s anxiety started to make you shift from one foot to the other, because you were starting to grow nervous yourself? – Now, judging from your answers, what implications should these findings have on your behavior as a leader?


As a leader you need to be even more aware of the contagious effect of emotions, because your team will look towards you, and your emotions are likely to spread quicker and more persistently than others’. Making derogatory or negative comments and having an unwelcoming attitude can get down the whole team, leaving each team member feeling drained, unmotivated, or even reluctant.


However, when talking about emotions, their viral nature can actually be something very positive and useful. If you learn to harness and emit positive energy as a leader, you can foster enthusiasm, put your team members at ease and make them feel appreciated and encouraged. By doing so, one person can positively influence each individual team member and improve the dynamics and the performance of the team as a whole.
Mastering EI and harnessing the forces of positivity will lead to enhanced results and greater business success and it will make you a highly valued leader in any business sector.

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What makes for the Perfect Training Centre?

What makes for the Perfect Training Centre?


Proximity

For a business it is good to have local facilities that avoids to go too far to find the right place. It saves time and money. This is the reason why we think that our training facilities can help regional businesses to develop.

Comfort

To learn, you need to be in the right conditions. Our rooms are spacious and comfortable. We want them to be right environment for you to bring away as much as you can, in the right conditions.
The training centre also includes a lounge. Perfect to have a break with some refreshments, it is also a good place to talk with the other attendees. It is available all day.

Adaptability

According to needs and expectations you would not need the same room organisation. Therefore we chose to have a room that can have different arrangements to set up the optimal lay out for the training.
The rooms can host up to 15 people. We also have also 2 smaller rooms (up to 8 people).

Experience

When you have no experience, you can make mistakes easily. We have got a 10 year experience in the field of trainings. It enables us to deliver high standard trainings.

Quality trainers

A training is totally useless if the trainer has nothing to learn to you. Our trainings are delivered by first class trainers. We only work with trainers have many years of expertise in various business sector as well as on the subject matter.

Attention to people

We think that respect is an essential value in life. If you come at our trainings you will find professionals that are passionate about how you learn and that make customer service their priority.

 

Written for Bob by training intern Elorn Causer.

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