Standard training

Standard training

  • Aggression on the workplace Communication

    It is very common for employees nowadays to be confronted with arrogant and/or aggressive behaviour which is very intimidating. The consequences of such aggressive conduct may result on the one hand in a lack of self-confidence of employees shown in higher absenteeism, lower self-esteem and demotivation, and on the other hand negative publicity for present and future clients. Aggressive behaviour needs prompt action because of these undesirable affects both in work and in private life.

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  • Assertiveness Communication

    The work quality and performance are strongly influenced by the degree of cooperation in an organisation. As we wish to avoid conflicts and tensions, it is often difficult to refuse a request from our manager or colleague, even if we are already too busy. How can you accomplish your own tasks without making it difficult for yourself or others?

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  • Change management Leadership

    Whether it relates to small or large changes in our daily lives or in the workplace, change often brings resistance and even opposition. However, change is an important factor in our growth and development. How do we best handle change so that our employees not only accept it but also incorporate it and move on?

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  • Conflict Management Communication

    A difference in opinion or a misunderstanding can lead to irritation. Some individuals have opposite viewpoints and interests, some stand in the way of another’s work or sometimes someone is not informed in time about an important meeting. Conflict situations are everywhere and are a logical consequence of working with others. But what if the employee’s work begins to suffer?

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  • Consultative / Advisory Sales Sales

    A client can be seen as a partner. This implies that you appreciate his input so that your product or service improves. The account manager in consultative and advisory sales involves him/herself in the client’s problems. Together he/she thinks of solutions instead of purely selling his/her own product.

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  • Emotional intelligence Communication

    Emotional intelligence contributes to an organisation’s success. A combination of a good dose of knowledge and lots of human insight results in success. Emotional intelligence is essential in personal leadership. Research has shown that emotional intelligence can be stimulated to grow and develop, whereas IQ is largely genetically determined.

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  • Performance and Evaluation Reviews Leadership

    Regular conversations with your employees not only give you a chance to look back and give the needed performance feedback but also to consider how they can best further develop.

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  • Hold-up training Communication

    A hold-up not only has a big impact on our own health and safety but also your employees and clients are directly influenced. Such experiences can be extremely confrontational and traumatic with mental repercussions long after the event. This training teaches how to control and overcome the impact of a hold-up. Employees who know how to handle themselves in a hold-up situation will be better equipped to process possible aftereffects.

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  • I Coaching Leadership

    As executive you have already followed ‘I Communicator’ and ‘I Manager’, or ‘Red Jacket’ and an individual development centre. Or if you are a non-executive who has the role to integrate new colleagues in their work you must first follow the training ‘Me, myself and I’.

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  • I Communicator Communication

    ‘All is communication’ is a saying often used by people when they are working together. Whether you lead a team or are a member of one, communication is always needed to fulfil the given tasks. Sometimes we are aware how we interact but often we are not.

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  • I Manager Leadership

    A good manager knows his/her employees and what is important to them. He can inspire, motivate and offer a listening ear when there are difficulties. In addition he/she has the necessary skills and knowledge to perform his/her job well. Planning, delegating and organising are only some of the tasks that fall in his job description. It’s not always easy to combine all responsibilities …

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  • I Organised Leadership

    The work day of each employee is about the same length but some make more use of their time while others waste it. The ‘I Organised’ training offers the perfect solution to the problem! To learn new and better organising habits has 20% to do with knowledge and 80% with being disciplined to apply this knowledge. In effect, you do not produce long-term results when you only focus on knowledge.

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  • I Sales Sales

    The business world is focused primarily on results. In an important way our success as seller also depends on the result that we reach with our clients. Today’s salesperson is a proactive consultant that helps clients achieve their results. The question we continually need to ask is: what does our client need to operate more successfully? Or, what are the needs of our client and how can we best be involved?

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  • Handling Complaints Communication

    Often it is the case that customer complaints are not taken seriously enough or are handled too slowly. The result is a loss of customers and the development of an adverse reputation. Complaints can also be an opportunity. They are a chance to improve both service and products. A well resolved complaint is also good for customer retention!

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  • Client Profiling Sales

    Sellers often have the annoying tendency of always repeating a sales story in the same way. The impact of a sales conversation is higher if we adapt ourselves to the style of the person we are speaking with. Of course, tools and tricks are needed.

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  • Customer Care Communication

    Each employee is at the service of the customer. Whether this is an internal or an external client there is always someone who needs our assistance. Our customers can either be happy or unhappy with our service. We then decide if we are responsible for this (dis)satisfaction .

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  • Me, Myself & I / Knowing yourself Communication

    Motivated employees work better and more efficiently, but demotivated employees can hinder others who enjoy doing a good job. However, motivation is an unconscious factor. In other words, you do not always know what keeps you motivated at work. Self-knowledge can help you pinpoint your motivation factors and therefore make you more motivated and happier in all areas of your life (including your work).

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  • Mission, Vision and Values Leadership

    The concept of mission has to do with our present values and identity. Who are we and what is important to us at this moment? A vision is more an ambitious, direct and new image of the future. How do we see ourselves in the tomorrow’s world and what are we going for? Both concepts are influenced by the lived values of the organisation.

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  • Motivating employees Leadership

    The most important asset of an organisation is of course its employees. However, there is no manual available to help them feel motivated and involved in their work. After all, everyone has their own specific qualities, skills and methods to achieve results. Motivating team members and workers must therefore focus on their personal development. This will of course influence their work performance!

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  • Win-win negotiation Communication, Leadership

    Nearly every day we are negotiating situations: a contract, cooperating with a colleague, an agreement with the boss… Sometimes it goes well but sometimes we feel that there are unsatisfactory results. Negotiations are only positive if each party’s desires are achieved. This negotiation training will not only help in the workplace but also in other situations.

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  • Niet-hiërarchisch leidinggeven Leadership

    De organisatie van de toekomst ziet er anders uit dan de huidige hiërarchische gestructureerde onderneming. De snelle veranderingen in de markt én op technologisch vlak gekoppeld aan onze projectorganisaties, maken het noodzakelijk dat we op een andere manier met elkaar gaan samenwerken. Als projectleider of leidinggevende kun je niet langer gewoon op functie, positie of titel beroep doen om het werk gedaan te krijgen en mensen te mobiliseren. Je moet meer dan ooit het zelfsturend vermogen van je medewerkers aanspreken. Collega’s beïnvloeden en hen helpen mee oplossingen aan te reiken om het werk gedaan te krijgen, is het nieuwe sturen. Dit vergt een andere aanpak van de leidinggevende en het aanscherpen van de persoonlijke vaardigheden van zowel jezelf, collega’s management en team. Het eindresultaat is een werkbare co-creatieve werkplek.

    INFORMEEL LEIDERSCHAP

    Maar zelfs als je formeel geen leidinggevende rol hebt, moet je als ervaren professional steeds vaker mensen aansturen en inspireren. Maar hoe krijg je mensen mee als je niet op je strepen kunt staan? Hoe kun je mensen vanuit jouw rol motiveren? In deze tweedaagse workshop training leer je je eigen kracht te herkennen, te gebruiken en te versterken. Zodat jij deze kunt inzetten om anderen te motiveren én te inspireren, als een informele leider.

    AANPAK VAN DIT UNIEKE WERKPROGRAMMA

    Gedurende dag 1 leert u de technieken om de dingen gedaan te krijgen. Aan de hand van recente onderzoeksinzichten, communicatietechnieken, stellen van de juiste vragen, prioriteren, samenwerkingstechnieken, … leer je wat van jouw verwacht wordt als informele leider. Gedurende dag 2 pas je deze technieken toe in een fictieve werkomgeving. In een real life simulatie leer je hoe je de dingen écht gedaan krijgt.

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  • Written Quotes Sales

    An excellent written quote shows that you understand the problem or the question of your client well and that you can offer a tailor-made solution. It looks easier than it is. It implies that the offer not only gives confidence, but radiates professionalism and shows passion. It demonstrates your knowledge and will above all convince the client.

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  • Welcoming new employees Communication

    For a certain period an employer or those delegated with the task of welcoming and integrating new employees are obliged to take appropriate action to organise the reception of new employees. Of course there are many possibilities: assigned mentors, regular feedback on progress, guided tours, step by step plan, direct reports, etc. But what approach is the best for your organisation?

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  • Presentation techniques: basic level Leadership

    Whether you have to give a presentation to an external customer, a colleague, your team members or your manager it often creates stress and tension. But good preparation is half the work and practice makes perfect!

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  • Presentation techniques: advanced level Leadership

    This training builds on, and expands ‘Presentation Techniques: Basic level’.

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  • Project management Leadership

    In contrast with a general manager, a project manager heads up a specific objective with a clear end result. A project manager has not only to know the needed technical and organisational knowledge but also how to lead and motivate a team. Project-based work can have a large impact on the efficiency of your organisation when it is well done.

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  • Written communication Communication

    Every organisation has its own particular style of written communication. But is this presented in an attractive and professional manner? Do you have the same style for e-mails, business letters, internal reports, offers, presentations, etc.? We seem to live in a time of unlimited communication possibilities that can often be less focused on correct form and content. This training makes you alert to differing writing forms and helps you to improve your writing skills.

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  • Selection Interviews Leadership

    The need for workers is growing again and with it the number of vacancies. But how can you obtain the needed and correct information about what you can expect from a candidate?

    Selecting new employees demands that executives and others participating in the selection process have insight in this procedure and that they also possess the interviewing skills to make a good selection. The School for Recruitment, a division of Dynamo, has set up a special program geared to using these insights and skills so that the quality or predictive value of your selection process is improved. With the interviewing skills you will be better able to determine the candidates’ qualities and where there are possible risks. These skills can also be further used to coach employees.

    For detailed information take a look at the website School for Recruitment.

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  • Social Consultation Leadership

    Negotiating with unions is a crucial aspect of a healthy work environment. After all, positive work relations lead to better results while unhappy work relations and failed negotiations have a serious negative effect. Often employers and unions have opposite interests. Nevertheless both parties must seek to find effective and successful solutions. This type of negotiation is a normal part of a good manager’s job.

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  • Solution selling Sales

    In comparison with the 70’s and 80’s selling has become a much more complex activity. We no longer sell services or products but systems, solutions, concepts. We sell higher up the hierarchical ladder and do not need to explain the practical application of our products but the impact that will be achieved in the long term strategy of our client. Obviously this way of selling requires a different approach.

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  • Walking in someone else's shoes Communication

    Teamwork is built on mutual personal involvement where the focus is the pursuit of joint goals. Communication is central in this process. You cannot assume that others know what you are thinking. Trust and positive engagement are crucial. But what happens when different team members have different roles and therefore other responsibilities? How are you going to deal with this?

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  • Stress management Communication

    Everyone experiences daily annoyances. On top of this you must work together with colleagues who are very different from you. Some days clients can be more demanding or complaining. Or maybe everyone and everything is demanding your time without end. It sometimes seems difficult to handle and control events especially when the workload is heavy. Because of this, you may have physical and mental tensions which makes it difficult to cope with the demands of the work environment.

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  • Telephoning Communication

    Often the first contact with a company is by telephone. We could say that the telephone is a sort of visiting card for your company. First impressions are important. What would happen if the client is kept waiting or is not answered at all? What impression does a demotivated employee give? It is obvious that in such cases a specialised training is no unnecessary luxury!

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  • Telephone Prospects Sales

    When we have someone on the line, we tend to form almost immediately an image of that person. How do we ensure that the first impression we give of ourselves (and also that of our organisation) is positive? What influences this impression? How do we convince the client that our organisation is what he needs?

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  • Time management Communication

    You just make it day by day: you do not have enough time to complete all your tasks well, often you don’t know where to start, you are unable to concentrate on what is necessary and you often feel tense and guilty because you have not done what you had hoped. Employees often take work home because they have not learnt to appropriately organise their work. It is high time to bring change!

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  • Train the trainer Leadership

    As a trainer you are challenged each time to inspire your trainees to learn. Of course, you already have knowledge and experience but you also realise that more is needed to become a successful trainer. What that is, and how you can develop it, is central to this training.

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  • Managing Meetings Leadership

    Mobile phones continually ring and are answered by people quickly running outside. Meanwhile late comers arrive while you are still hurriedly collecting and organising the necessary papers. Some employees seem to be dreaming while others are arguing in detail about minor points. Recognisable? No longer! Dynamo helps you to plan and lead efficient meetings.

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  • Absenteism Conversations Leadership

    Unexpected and unplanned absences disrupt the efficiency of your organisation and keep sick leave costs high. It also says a lot about the motivation and involvement of your staff. How to best deal with this problem?

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