Pearls of Wisdom | PD Training

1Trust, Ethics, Authentic and Ethical Leadership

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Learning Outcomes

Unit Descriptors

Authentic Leadership – An Introduction P173	State the elements of 'building the case for your leadership' State 'the four essential practices of leadership'
Balancing Authenticity and Skill P174	Describe the four leadership styles
Dealing with the Five Temptations of a Leader P186	State the five temptations of a leader according to Lencioni Describe strategies to overcome the temptations
Ethical Leadership - Kasthuri Henry P187	Outline the six elements of Kasthuri Henry's Comprehensive Ethical Leadership Model State the meaning of ethical leadership
Ethics – Roadblocks To Ethical Decisions P200	State the five roadblocks to ethical leadership Describe how understanding the 5 roadblocks can support you making ethical decisions
Five Temptations of a Leader P185	State the five temptations of a leader according to Lencioni Describe how these temptations impact on the organisation
Good Decision Making P141	List three decision making conditions that influence your decisions Describe each decision making condition
Leadership - Myth of the Complete Leader P196	Describe why the idea of the complete leader is a myth Describe the approach of the 'Incomplete Leader'
Paine's Manager Compass P198	Describe why ethics needs to be part of your everyday decision making at work List the four parts of Paine's compass
Seven Keys To Leadership P190	List the seven key skills of a successful leader State the difference between personal leadership and leadership from the heart
Taking Responsibility P158	Describe some benefits of taking responsibility and owning your mistakes Identify the impact of blaming others for your mistakes
The Illusion of Objectivity P191	Describe the illusion of objectivity Describe ways to deal with your biases
The Power of Values P155	Describe how values determine behaviour and behaviour determines performance Identify the workplace values of your organisation
Trust - 13 Trust Building Behaviours P188	Describe the role of the 13 behaviours within the 5 waves of trust List and summarise the 13 behaviours
Trust - Five Waves of Trust P192	State the five waves of trust Describe the nature of trust and the 'ripple effect'
Trust – The Four Cores of Credibility P189	State the four cores of credibility Describe how the four cores of credibility build trust and lead to success
Values - Based Leadership P199	State the seven levels of consciousness in Barrett's model State the famous motivational model that maps to Barrett's Seven Levels

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2Understanding and Excelling at Change

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Learning Outcomes

Unit Descriptors

Blake and Mouton Management P248	Describe the four sectors of the grid when examining task vs people orientation Recognise which best describes your own style
Change - Conner's Change Cycle P194	State the six stages of Conner's Change Cycle Describe the manager's role in guiding people through change
Change - Eight Stages of Commitment P193	State the 8 stages to embedded change Describe the negative alternatives at each stage
Change - Executing Change P195	State the four steps to effectively delivering change Describe why step four is the most important, and often the least well delivered
Change - Overcoming Resistance P197	State the four key categories of resistance Describe approaches to overcome the resistance so commonly faced during change
Compliance vs. Commitment P153	State the differences between Compliance and Commitment Explain the impact of choosing either option when implementing change
Cost Benefit Analysis P140	State the advantages of using a Cost Benefit Analysis Describe the four stages of creating a CBA
Fishbone Diagram P168	Outline the benefits of the Fishbone Diagram Describe how to breakdown problems by identifying their causes Reproduce a Fishbone Diagram
Force Field Analysis P167	Identify two types of force that influence change List the steps in using the tool to determine if a proposed change is viable.
Kotter's 8 Step Change Model P255	Identify the eight stages of the model Describe how to deal with change effectively
Kubler Ross Change Curve Explained P256	State the various stages along the change curve Redefine negative emotions as part of the overall change process
Kubler Ross Change Curve – Manager's Guide P257	Describe the benefits of this curve to a manager State how to use the knowledge of where people are on the curve to more quickly move them through it
McKinsey Seven S Model P201	State the seven S's of the model Describe how the Seven S Model affects organisational performance
PESTLE Analysis P202	State the importance of the PESTLE analysis List the 6 elements of the PESTLE acronym
Plan Do Check Act P144	Name the four stages of the PDCA cycle Describe how to apply the cycle to problem solving and managing change
Tapping into Innovation P261	State the importance of tapping into employee creativity Describe the two approaches discussed for awakening dormant creativity within your people
The Change House P159	Name the areas of the change house Relate the language used to the appropriate room
Unfreeze For Change P165	Describe the three steps of the “Unfreeze, Change, Freeze” model State how to use the model to make change happen

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3Developing Self

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Learning Outcomes

Unit Descriptors

Asking Good Questions P139	Name different types of questions that you can use Select and use different types of questions to get the information you need
Balancing Authenticity and Skill P174	Describe the four leadership styles
Barriers to Effective Communication P254	Define barriers to Communication Describe how to overcome these barriers
Benefits of Delegation P154	State why delegation is a key skill of an effective manager Describe the benefits of good delegation for the individual, the manager and the organisation
Blake and Mouton Management P248	Describe the four sectors of the grid when examining task vs people orientation Recognise which best describes your own style
BOOSTing Your Feedback P177	List what B.O.O.S.T. stands for Recognise the value of planning when intending to give feedback Outline how to give feedback to someone using the BOOST checklist
Conflict – Thomas & Kilmann P150	Describe the five conflict resolution styles State when to use each of the conflict handling styles
Continuing Professional Development P156	Define the benefits of CPD to the organisation and the individual
Developing Your Influencing Skills P164	State the nine influencing strategies Define the importance of adapting your influencing style in different situations
Discipline and the Manager's Role P216	Describe the difference between misconduct and gross misconduct Describe the difference between performance and relationship issues State the importance of keeping records during the discipline process
Don't just Self Assess P244	State the importance of self-assessment Describe the benefits of seeking feedback when assessing personal capabilities
Effective Action Planning P142	Identify the stages of a good action plan Reproduce an effective action plan with clear deliverables and deadlines
Effective Presentations P299	State the six clusters of effective presentations List Adair's 'six principles of effective speaking'
Eight Career Anchors – Edgar Schein P283	State what the 8 Career anchors are Begin to identify which are your primary career anchors and what that can mean to your career choices
Fayol's 14 Principles of Management P260	List the six primary functions & responsibilities of management List Fayol's 14 principles of management
Tapping into Innovation P261	State the importance of tapping into employee creativity Describe the two approaches discussed for awakening dormant creativity within your people
Feeding back with a BIFF P151	List what B.I.F.F. stands for Recognise the importance of taking care when giving feedback Outline how to give feedback to someone using the Biff Model
Getting Leadership Right P169	Describe the challenge of 'being a flexible leader' Recognise your current style of leadership List some ways to expand the ways in which you can be flexible in your leadership style
Goals and Objectives P243	State the difference between goals and objectives Describe the purpose of goals and objectives
Grievance and the Manager's Role P215	Describe the responsibility of the manager in handling a grievance State the importance of the grievance interview State the importance of keeping records during the grievance process
Hobb-jective P242	State the difference between hobb-jectives and work related objectives Describe how to apply SMART to hobbjectives
Honey & Mumford Learning Style P247	State the four learning styles defined by Honey and Mumford Describe the value of knowing your own learning style
Identifying Areas to Improve P258	List the three choices you face in identifying areas to improve Describe the self-assessment tool called 'Success, learn & change'
Immaturity Maturity Theory – Chris Argyris P288	State the seven dimensions of the Immaturity to Maturity model Describe the importance of development of maturity both personally and at work
Introduction To Emotional Intelligence P161	Recognise why emotions play an important part in both work and life situations Describe the meaning of self-awareness
Johari's Window P245	Describe the four quadrants of the Johari Window model State how the model relates to giving and receiving feedback
Kolb Learning Cycle P259	Identify different learning styles and how each fits in Kolb's learning cycle Recognise your own learning style and the learning styles of other team members
Leadership - Myth of the Complete Leader P196	Describe why the idea of the complete leader is a myth Describe the approach of the 'Incomplete Leader'
Levels of Listening P277	Describe how listening occurs at four different levels Identify the characteristics of listening at each level Identify the features of effective active and deep listening to aid skills development
Management Styles P157	Describe why managers need to use a range of management styles List Hay Group's six different management styles
Objective versus Subjective Feedback P274	Identify the characteristics of different types of feedback Define objective and subjective feedback Describe how to use a continuum to consider which feedback type to use in which situation
Opportunities and Ways to Learn P252	Identify different ways of learning Recognise the need to match learning method to learning style
Prioritising Tasks P251	State the difference between Important and Urgent Describe the effect of 'urgentitis'
Resilience P249	State the seven learnable skills of resilience Describe the importance of developing these skills
Self-Limiting Beliefs P223	Describe what self limiting beliefs are and how they are formed Identify and listen out for some common self limiting beliefs State when and why it is important to work with self limiting beliefs
Situational Leadership P268	Describe the different leadership styles Recognise when to adapt your style to the needs of people and different situations
Support Methods for Performance Improvement P211	State the importance of looking wider than just training courses when considering learning options State the importance of learning styles when choosing a support method for improvement
Taking Responsibility P158	Describe some benefits of taking responsibility and owning your mistakes Identify the impact of blaming others for your mistakes
Ten Tips for Better Listening P276	Describe why our listening skills can often be ineffective Identify ten practical ways in which you can improve your listening Recognise how to use the ten suggestions as a tool to assess your own listening skills
The EI Journey P250	Describe the four box emotional intelligence model State the value of emotional intelligence
The Illusion of Objectivity P191	Describe the illusion of objectivity Describe ways to deal with your biases
The What and Why of Metacommunications P273	State what is meant by the term metacommunications Describe some examples of 'double talk' or 'reading between the lines' Identify the characteristics of metacommunications State why metacommunications are important
Trust - 13 Trust Building Behaviours P188	Describe the role of the 13 behaviours within the 5 waves of trust List and summarise the 13 behaviours
Trust - Five Waves of Trust P192	State the five waves of trust Describe the nature of trust and the 'ripple effect'
Trust – The Four Cores of Credibility P189	State the four cores of credibility Describe how the four cores of credibility build trust and lead to success
Understanding Empathy P246	Describe the difference between empathy and sympathy State how empathy develops trust and strong relationships

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4Performance Management

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Learning Outcomes

Unit Descriptors

Appraisal - Manager's Guide P210	State the value of an effective appraisal meeting Identify how to ensure effective performance of this key management responsibility
Appraisals – The Appraisee's Guide P209	State the purpose of an appraisal Plan to get the most out of your own appraisal meeting
ASK ABE for Performance P205	State what the ASK ABE acronym represents Describe why these elements are important to personal development planning
BOOSTing Your Feedback P177	List what B.O.O.S.T. stands for Recognise the value of planning when intending to give feedback Outline how to give feedback to someone using the BOOST checklist
Coaching Supervision P297	Define what is meant by supervision Describe the purpose and benefits of supervision State the features of good practice supervision Identify what areas are explored in supervision
Coaching with GROW P179	State why coaching is gaining such popularity in business Describe how coaching fits in with other people-centred interventions Describe the ask/tell continuum
Conflict - Causes, Symptoms and Cures P217	Identify eight reasons for conflict in the workplace Describe the signs and symptoms of conflict Describe the 'Interest-Based Relational Approach' to conflict resolution
Conflict – Thomas & Kilmann P150	Describe the five conflict resolution styles State when to use each of the conflict handling styles
Continuing Professional Development P156	Define the benefits of CPD to the organisation and the individual
Difficult Conversations P208	Outline a structure in order to assess your current situation and provide a methodical approach in dealing with difficult conversations
Discipline and the Manager's Role P216	Describe the difference between misconduct and gross misconduct Describe the difference between performance and relationship issues State the importance of keeping records during the discipline process
Don't Just Self Assess P244	State the importance of self-assessment Describe the benefits of seeking feedback when assessing personal capabilities
Evaluating Employee Performance P212	State the role of performance standards and goals in the evaluation process Reproduce the tips provided into your planning for employee evaluation
Feeding back with a BIFF P151	List what B.I.F.F. stands for Recognise the importance of taking care when giving feedback Outline how to give feedback to someone using the Biff Model
Giving Constructive Feedback P241	Describe why giving feedback is important Recognise differences between motivational and developmental feedback Outline how to give feedback
Goals and Objectives P243	State the difference between goals and objectives Describe the purpose of goals and objectives
Grievance and the Manager's Role P215	Describe the responsibility of the manager in handling a grievance State the importance of the grievance interview State the importance of keeping records during the grievance process
GROW - G P180	Describe the 'Goal' stage of the GROW model Identify appropriate questions to ask at the 'G' stage of the coaching process
GROW - R P181	State the difference between goals and objectives Describe the purpose of goals and objectives
GROW - O P182	Describe the 'Options' stage of the GROW model Identify appropriate questions to ask at the 'O' stage of the coaching process
GROW - W P183	Describe the 'Will' stage of the GROW model Identify appropriate questions to ask at the 'W' stage of the coaching programme
T-GROW Model P184	Describe how T-GROW adds an extra dimension to the GROW coaching model Identify appropriate questions to ask at the 'T' stage of the model leading into GROW
Herzberg's Two Factor Theory P253	Describe the meaning of hygiene and motivating factors Identify which of Herzberg's factors are the motivating factors and which are hygiene factors
Hobb-jective P242	State the difference between hobb-jectives and work related objectives Describe how to apply SMART to hobbjectives
Identifying Areas to Improve P258	List the three choices you face in identifying areas to improve Describe the self-assessment tool called 'Success, learn & change'
Informal and Formal Approaches To Performance Improvement P218	Identify different learning styles and how each fits in Kolb's learning cycle Recognise your own learning style and the learning styles of other team members
Leadership - Myth of the Complete Leader P196	Describe the informal performance management approach State the purpose of an informal performance management meeting Describe when to engage the formal process
Key Performance Indicators P204	State what key performance indicators are Describe the importance of good KPI's to the performance of your organisation
Kolb Learning Cycle P259	Identify different learning styles and how each fits in Kolb's learning cycle Recognise your own learning style and the learning styles of other team members
Management Speak and Weasel Words P240	Define the meaning of 'management speak' Describe what is meant by 'weasel words' and why they devalue what we say
Maslow's Hierarchy of Needs P267	Recognise where people are in the hierarchy of motivational needs Describe each level of the hierarchy
Mentoring – Definition and Role of the Mentor P214	Define what mentoring is Describe the difference between coaching and mentoring practice Identify the different requirements of a coach and mentor Select whether to use mentoring and coaching based on the desired outcomes
Opportunities and Ways to Learn P252	Identify different ways of learning Recognise the need to match learning method to learning style
Plan Do Check Act P144	Name the four stages of the PDCA cycle Describe how to apply the cycle to problem solving and managing change
Prioritising Tasks P251	State the difference between Important and Urgent Describe the effect of 'urgentitis'
Seven Principles of Fierce Conversations P207	Name Susan Scott's Seven Principles of Fierce Conversations Describe how silence can be used in conversations
Situational Leadership P268	Describe the different leadership styles Recognise when to adapt your style to the needs of people and different situations
SMART Objectives P239	Define the meaning of SMART objectives State the value of using SMART objectives
Support Methods for Performance Improvement P211	State the importance of looking wider than just training courses when considering learning options State the importance of learning styles when choosing a support method for improvement
Taking Responsibility P158	Describe some benefits of taking responsibility and owning your mistakes Identify the impact of blaming others for your mistakes
Tannenbaum and Schmidt's Leadership Continuum P178	Describe the leadership continuum Identify when to use different leadership styles
The Golden Rules of Giving Feedback P275	Describe why feedback can be sensitive and difficult State three simple rules to get a more positive response to developmental feedback Describe the importance of praise in giving balanced feedback
Tuckman – Stages of Group Development P302	State the levels of performance identified by Tuckman Describe the performance characteristics of teams in each of the levels
What is Coaching? P213	Define what coaching is List some types of coaching Describe a non-directive approach and its benefits

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5Coaching and Mentoring

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Learning Outcomes

Unit Descriptors

ASK ABE for Performance P205	State what the ASK ABE acronym represents Describe why these elements are important to personal development planning
Asking Good Questions P139	Name different types of questions that you can use Select and use different types of questions to get the information you need
Barriers to Effective Communication P254	Define barriers to Communication Describe how to overcome these barriers
Coaching Supervision P297	Define what is meant by supervision Describe the purpose and benefits of supervision State the features of good practice supervision Identify what areas are explored in supervision
Coaching with GROW P179	State why coaching is gaining such popularity in business Describe how coaching fits in with other people-centred interventions Describe the ask/tell continuum
Developing Coaching Cultures P224	Define what a coaching culture is Describe the six critical success factors to inform a coaching strategy Identify the best approach developing a coaching in your organisation
Don't Just Self Assess P244	State the importance of self-assessment Describe the benefits of seeking feedback when assessing personal capabilities
Focus, Openness and Energy Coaching Model P278	Define what is meant by focus, openness and energy state the impact that focus, openness and energy have on sessions and relationships Identify some simple strategies for improving your focus, openness and energy
Get Set To Coach and Mentor P222	Identify what needs to be managed and considered before coaching and mentoring begins Describe how to manage expectations and ethical issues, such as confidentiality and power State the EMCC's code of conduct and its relevance to you
Giving Constructive Feedback P241	Describe why giving feedback is important Recognise differences between motivational and developmental feedback Outline how to give feedback
GROW - G P180	Describe the 'Goal' stage of the GROW model Identify appropriate questions to ask at the 'G' stage of the coaching process
GROW - R P181	Describe the 'Reality' stage of the GROW model Identify appropriate questions to ask at the 'R' stage of the coaching process
GROW - O P182	Describe the 'Options' stage of the GROW model Identify appropriate questions to ask at the 'O' stage of the coaching process
GROW - W P183	Describe the 'Will' stage of the GROW model Identify appropriate questions to ask at the 'W' stage of the coaching programme
T-GROW Model P184	Describe how T-GROW adds an extra dimension to the GROW coaching model Identify appropriate questions to ask at the 'T' stage of the model leading into GROW
Hobb-jective P242	State the difference between hobb-jectives and work related objectives Describe how to apply SMART to hobbjectives
Honey & Mumford Learning Style P247	State the four learning styles defined by Honey and Mumford Describe the value of knowing your own learning style
Identifying Areas to Improve P258	List the three choices you face in identifying areas to improve Describe the self-assessment tool called 'Success, learn & change'
Introduction To Emotional Intelligence P161	State the difference between goals and objectives Describe the purpose of goals and objectives
Grievance and the Manager's Role P215	Recognise why emotions play an important part in both work and life situations SDescribe the meaning of self-awareness
Johari's Window P245	Describe the four quadrants of the Johari Window model State how the model relates to giving and receiving feedback
Levels of Listening P277	Describe how listening occurs at four different levels Identify the characteristics of listening at each level Identify the features of effective active and deep listening to aid skills development
Line Managers as Coaches P298	Describe the role that the line manager can play in coaching their team members Identify the advantages and disadvantages of using the line manager as coach Recognise factors such as cost, trust, objectivity, power, skills and motivation when deciding whether to use line managers as coaches
Mentoring – Definition and Role of the Mentor P214	Define what mentoring is Describe the difference between coaching and mentoring practice Identify the different requirements of a coach and mentor Select whether to use mentoring and coaching based on the desired outcomes
Mentoring to Grow Organisational Knowledge P308	Define what is meant by the knowledge economy and knowledge and information management Explain why knowledge is valuable to organisations Distinguish between tacit and explicit knowledge Identify how mentoring can grow and create organisational knowledge
Mindset of a Coach P279	Identify the responsibilities of the coach Define what an effective mindset is Describe the challenges a coach faces when mentally preparing to coach State how you can adopt an effective mindset
Objective versus Subjective Feedback P274	Identify the characteristics of different types of feedback Define objective and subjective feedback Describe how to use a continuum to consider which feedback type to use in which situation
Self-Limiting Beliefs P223	Describe what self limiting beliefs are and how they are formed Identify and listen out for some common self limiting beliefs State when and why it is important to work with self limiting beliefs
SMART Objectives P239	Define the meaning of SMART objectives State the value of using SMART objectives
Step up with STEPPA P280	Identify the component parts of the acronym STEPPA State what is covered at each stage of the STEPPA model Describe when to choose the STEPPA model Use the STEPPA model in your coaching practice
Support Methods for Performance Improvement P211	State the importance of looking wider than just training courses when considering learning options State the importance of learning styles when choosing a support method for improvement
Ten Tips for Better Listening P276	Describe why our listening skills can often be ineffective Identify ten practical ways in which you can improve your listening Recognise how to use the ten suggestions as a tool to assess your own listening skills
The Case for Coaching P221	Identify the current appetite for coaching Describe the link between coaching and staff engagement Describe the benefits of team or group coaching State how coaching can support change projects and bring about cultural change
The EI Journey P250	Describe the four box emotional intelligence model State the value of emotional intelligence
The Role of the Coach P220	Identify the different roles a coach may play State the four coaching roles identified by Witherspoon and White Recognise the usefulness of having a clear role to adopt in the coaching process
The What and Why of Metacommunications P273	State what is meant by the term metacommunications Describe some examples of 'double talk' or 'reading between the lines' Identify the characteristics of metacommunications State why metacommunications are important
Transformational Coaching P225	State what transformational coaching is and when it could be used Describe the importance of values and beliefs in transformational change, using Dilt's logical levels model Identify the features of transformational dialogue Identify Mezirow's phases of transformation
Understanding Empathy P246	Describe the difference between empathy and sympathy State how empathy develops trust and strong relationships
What is Coaching? P213	Define what coaching is List some types of coaching Describe a non-directive approach and its benefits

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6Motivation

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Learning Outcomes

Unit Descriptors

Appraisals – The Appraisee's Guide P209	State the purpose of an appraisal Plan to get the most out of your own appraisal meeting
Benefits of Delegation P154	State why delegation is a key skill of an effective manager Describe the benefits of good delegation for the individual, the manager and the organisation
Discipline and the Manager's Role P216	Describe the difference between misconduct and gross misconduct Describe the difference between performance and relationship issues State the importance of keeping records during the discipline process
Eight Career Anchors – Edgar Schein P283	State what the 8 Career anchors are Begin to identify which are your primary career anchors and what that can mean to your career choices
Erikson's Life Stage Theory P287	Name the stages identified by Erikson's theory Describe the different motivators inherent at each stage
Force Field Analysis P167	Identify two types of force that influence change List the steps in using the tool to determine if a proposed change is viable.
Giving Constructive Feedback P241	Describe why giving feedback is important Recognise differences between motivational and developmental fe edback Outline how to give feedback
Grievance and the Manager's Role P215	Describe the responsibility of the manager in handling a grievance State the importance of the grievance interview State the importance of keeping records during the grievance process
Herzberg's Two Factor Theory P253	Describe the meaning of hygiene and motivating factors Identify which of Herzberg's factors are the motivating factors and which are hygiene factors
Immaturity Maturity Theory – Chris Argyris P288	State the seven dimensions of the Immaturity to Maturity model Describe the importance of development of maturity both personally and at work
Maslow's Hierarchy of Needs P267	Recognise where people are in the hierarchy of motivational needs Describe each level of the hierarchy
McClelland – Needs-Based Motivation Theory P286	State the three types of motivation identified by McClelland Describe effective approaches to motivation and feedback for each type
McGregor's Theory X and Theory Y P170	Outline the different styles of Theory X and Theory Y managers Describe the behaviours of each style
Motivation and Management Systems – Rensis Likert P282	State the four systems proposed by Likert's research Identify which of the four systems is the optimum for best organisational results, and why
T-GROW Model P184	Describe how T-GROW adds an extra dimension to the GROW coaching model Identify appropriate questions to ask at the 'T' stage of the model leading into GROW
Motivation Directions P171	Describe the two motivational directions Recognise the motivational direction of yourself and others
Social Identity Theory P305	List the stages associated with Social Identity Theory State what is meant by in-groups and outgroups
Support Methods for Performance Improvement P211	State the importance of looking wider than just training courses when considering learning options State the importance of learning styles when choosing a support method for improvement
The Engaging Manager P265	State what is meant by an 'engaging manager' Identify the behaviours and impact of an engaging manager
The Hawthorne Experiments P284	List the experiments carried out and their results on the employees State the impact of the Hawthorne Experiments on our understanding of employee motivation
The Psychological Contract P281	State what the psychological contract is What effect the psychological contract has on both employer and employee Describe the importance of maintaining a positive psychological contract
Values - Based Leadership P199	State the seven levels of consciousness in Barrett's model State the famous motivational model that maps to Barrett's Seven Levels
Vroom's Expectancy Theory P285	State the three components of Vroom's Theory Describe how these three components influence individuals' motivational force

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7Effective Communication

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Learning Outcomes

Unit Descriptors

Appraisal - Manager's Guide P210	State the value of an effective appraisal meeting Identify how to ensure effective performance of this key management responsibility
Appraisals – The Appraisee's Guide P209	State the purpose of an appraisal Plan to get the most out of your own appraisal meeting
Asking Good Questions P139	Name different types of questions that you can use Select and use different types of questions to get the information you need
Barriers to Effective Communication P254	Define barriers to Communication Describe how to overcome these barriers
Betari Box P292	Describe the impact that your own attitude has on your relationships with others Use the Betari Box to consciously shape your communication approach
BOOSTing Your Feedback P177	List what B.O.O.S.T. stands for Recognise the value of planning when intending to give feedback Outline how to give feedback to someone using the BOOST checklist
Conflict - Causes, Symptoms and Cures P217	Identify eight reasons for conflict in the workplace Describe the signs and symptoms of conflict Describe the 'Interest-Based Relational Approach' to conflict resolution
Developing Your Influencing Skills P164	State the nine influencing strategies Define the importance of adapting your influencing style in different situations
Difficult Conversations P208	Outline a structure in order to assess your current situation and provide a methodical approach in dealing with difficult conversations
Effective Presentations P299	State the six clusters of effective presentations List Adair's 'six principles of effective speaking'
Feeding back with a BIFF P151	List what B.I.F.F. stands for Recognise the importance of taking care when giving feedback Outline how to give feedback to someone using the Biff Model
Focus Groups Pros and Cons P300	State what a focus group is List the pros and cons of focus groups
Giving Constructive Feedback P241	Describe why giving feedback is important Recognise differences between motivational and developmental feedback Outline how to give feedback
Importance of Good Communication P271	Describe why good communication is important to the business Describe the five key aspects of effective management communication
Informal and Formal Approaches To Performance Improvement P218	Describe the informal performance management approach State the purpose of an informal performance management meeting Describe when to engage the formal process
Johari's Window P245	Describe the four quadrants of the Johari Window model State how the model relates to giving and receiving feedback
Levels of Listening P277	Describe how listening occurs at four different levels Identify the characteristics of listening at each level Identify the features of effective active and deep listening to aid skills development
Management Speak and Weasel Words P240	Define the meaning of 'management speak' Describe what is meant by 'weasel words' and why they devalue what we say
Mission Statements and Their Value P262	Define what a mission statement is State how a mission statement can benefit an organisation and its managers Describe how a manager can use the mission statement to motivate their team
Objective versus Subjective Feedback P274	Identify the characteristics of different types of feedback Define objective and subjective feedback Describe how to use a continuum to consider which feedback type to use in which situation
Presenting Data To Your Audience P145	Describe key questions you need to ask yourself when planning to present data to your audience Recognise the importance of identifying your audience and picking the right ways to communicate with them
Seven Principles of Fierce Conversations P207	Name Susan Scott's Seven Principles of Fierce Conversations Describe how silence can be used in conversations
Six Thinking Hats P162	List the functions of each of the six coloured hats Recognise how to use Six Hats to run successful meetings
Support Methods for Performance Improvement P211	State the importance of looking wider than just training courses when considering learning options State the importance of learning styles when choosing a support method for improvement
Ten Tips for Better Listening P276	Describe why our listening skills can often be ineffective Identify ten practical ways in which you can improve your listening Recognise how to use the ten suggestions as a tool to assess your own listening skills
The Golden Rules of Giving Feedback P275	Describe why feedback can be sensitive and difficult State three simple rules to get a more positive response to developmental feedback Describe the importance of praise in giving balanced feedback
The What and Why of Metacommunications P273	State what is meant by the term metacommunications Describe some examples of 'double talk' or 'reading between the lines' Identify the characteristics of metacommunications State why metacommunications are important
Two Way Communication P263	Describe the stages of effective communication Recognise the importance of using the right communication method
Understanding Empathy P246	Describe the difference between empathy and sympathy State how empathy develops trust and strong relationships
Using Data and Information P149	Describe the difference between data and information Describe the relationship between data and information

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8Team Building

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Learning Outcomes

Unit Descriptors

Action Centred Leadership P264	Name the three elements of the ACL model Describe the importance of balancing all three
Belbin Team Roles – An Introduction P206	Describe the importance of the right blend of team roles State the 9 Belbin Team Roles
Benefits of Delegation P154	State why delegation is a key skill of an effective manager Describe the benefits of good delegation for the individual, the manager and the organisation
Change - Overcoming Resistance P197	State the four key categories of resistance Describe approaches to overcome the resistance so commonly faced during change
Conflict – Thomas & Kilmann P150	Describe the five conflict resolution styles State when to use each of the conflict handling styles
Dunbar's Number P303	State Dunbar's Number Describe the significance of the number of team size
Fisher - Decision Emergence P304	State the names and order of the four steps to Decision Emergence Describe the team behaviours at each level
Herzberg's Two Factor Theory P253	Describe the meaning of hygiene and motivating factors Identify which of Herzberg's factors are the motivating factors and which are hygiene factors
Kolb Learning Cycle P259	Identify different learning styles and how each fits in Kolb's learning cycle Recognise your own learning style and the learning styles of other team members
McGregor's Theory X and Theory Y P170	Outline the different styles of Theory X and Theory Y managers Describe the behaviours of each style
Situational Leadership P268	Describe the different leadership styles Recognise when to adapt your style to the needs of people and different situations
Six Thinking Hats P162	List the functions of each of the six coloured hats Recognise how to use Six Hats to run successful meetings
Social Identity Theory P305	ist the stages associated with Social Identity Theory State what is meant by in-groups and outgroups
Taking Responsibility P158	Describe some benefits of taking responsibility and owning your mistakes dentify the impact of blaming others for your mistakes
Tannenbaum and Schmidt's Leadership Continuum P178	Describe the leadership continuum Identify when to use different leadership styles
The Engaging Manager P265	State what is meant by an 'engaging manager' Identify the behaviours and impact of an engaging manager
The Psychological Contract P281	State what the psychological contract is What effect the psychological contract has on both employer and employee Describe the importance of maintaining a positive psychological contract
Tuckman – Stages of Group Development P302	State the levels of performance identified by Tuckman Describe the performance characteristics of teams in each of the levels

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9Strategy and Organisation

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Learning Outcomes

Unit Descriptors

Change - Eight Stages of Commitment P193	State the 8 stages to embedded change Describe the negative alternatives at each stage
Change - Executing Change P195	State the four steps to effectively delivering change Describe why step four is the most important, and often the least well delivered
Dealing with the 5 Temptations of a Leader P186	State the five temptations of a leader according to Lencioni Describe strategies to overcome the temptations
Ethical Leadership - Kasthuri Henry P187	Outline the six elements of Kasthuri Henry's Comprehensive Ethical Leadership Model State the meaning of ethical leadership
Five Temptations of a Leader P185	State the five temptations of a leader according to Lencioni Describe how these temptations impact on the organisation
Key Performance Indicators P204	State what key performance indicators are Describe the importance of good KPI's to the performance of your organisation
Knowledge Management P266	State the meaning of knowledge management Describe why knowledge management is central to the success of a business
Kotter's 8 Step Change Model P255	Identify the eight stages of the model Describe how to deal with change effectively
Leadership Management Debate P172	Describe the key distinctions between leadership and management behaviours Identify the complementary strengths of managers and leaders
McKinsey Seven S Model P201	State the seven S's of the model Describe how the Seven S Model affects organisational performance
Mission Statements and Their Value P262	Define what a mission statement is State how a mission statement can benefit an organisation and its managers Describe how a manager can use the mission statement to motivate their team
Motivation Directions P171	Describe the two motivational directions Recognise the motivational direction of yourself and others
Organisational Structures P269	Describe various different organisation structures Recognise the structure of your own organisation
Paine's Manager Compass P198	Describe why ethics needs to be part of your everyday decision making at work List the four parts of Paine's compass
PESTLE Analysis P202	State the importance of the PESTLE analysis List the 6 elements of the PESTLE acronym
Political Awareness P152	State what is meant by 'politics in the workplace' Describe how 'negative workplace politics' impact on staff and the organisation
Stakeholders - Analysing Power and Interest P203	State the value of the Stakeholder grid Reproduce a stakeholder grid for your own work situation or project
SWOT Analysis P147	Define the acronym S, W, O and T State the benefits of a SWOT analysis when planning for the future
Tapping into Innovation P261	State the importance of tapping into employee creativity Describe the two approaches discussed for awakening dormant creativity within your people
The Power of Values P155	Describe how values determine behaviour and behaviour determines performance Identify the workplace values of your organisation
Your Development - Organisational Objectives P160	Describe how an organisational learning culture has a positive impact on the individual

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10Leadership and Management Styles

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Learning Outcomes

Unit Descriptors

Action Centred Leadership P264	Name the three elements of the ACL model Describe the importance of balancing all three
Appraisal - Manager's Guide P210	State the value of an effective appraisal meeting Identify how to ensure effective performance of this key management responsibility
Authentic Leadership – An Introduction P173	State the elements of 'building the case for your leadership' State 'the four essential practices of leadership'
Balancing Authenticity and Skill P174	Describe the four leadership styles
Betari Box P292	Describe the impact that your own attitude has on your relationships with others Use the Betari Box to consciously shape your communication approach
Blake and Mouton Management P248	Describe the four sectors of the grid when examining task vs people orientation Recognise which best describes your own style
Dealing with the 5 Temptations of a Leader P186	State the five temptations of a leader according to Lencioni Describe strategies to overcome the temptations
Developing Your Influencing Skills P164	State the nine influencing strategies Define the importance of adapting your influencing style in different situations
Discipline and the Manager's Role P216	Describe the difference between misconduct and gross misconduct Describe the difference between performance and relationship issues State the importance of keeping records during the discipline process
Ethical Leadership - Kasthuri Henry P187	Outline the six elements of Kasthuri Henry's Comprehensive Ethical Leadership Model State the meaning of ethical leadership
Ethics – Roadblocks To Ethical Decisions P200	State the five roadblocks to ethical leadership Describe how understanding the 5 roadblocks can support you making ethical decisions
Fayol's 14 Principles of Management P260	List the six primary functions & responsibilities of management List Fayol's 14 principles of management
Five Temptations of a Leader P185	State the five temptations of a leader according to Lencioni Describe how these temptations impact on the organisation
Getting Leadership Right P169	Describe the challenge of 'being a flexible leader' Recognise your current style of leadership List some ways to expand the ways in which you can be flexible in your leadership style
Grievance and the Manager's Role P215	Describe the responsibility of the manager in handling a grievance State the importance of the grievance interview State the importance of keeping records during the grievance process
Leadership - Myth of the Complete Leader P196	Describe why the idea of the complete leader is a myth Describe the approach of the 'Incomplete Leader'
Leadership Management Debate P172	Describe the key distinctions between leadership and management behaviours Identify the complementary strengths of managers and leaders
Management Styles P157	Describe why managers need to use a range of management styles List Hay Group's six different management styles
McGregor's Theory X and Theory Y P170	Outline the different styles of Theory X and Theory Y managers Describe the behaviours of each style
Seven Keys To Leadership P190	List the seven key skills of a successful leader State the difference between personal leadership and leadership from the heart
Situational Leadership P268	Describe the different leadership styles Recognise when to adapt your style to the needs of people and different situations
Tannenbaum and Schmidt's Leadership Continuum P178	Describe the leadership continuum Identify when to use different leadership styles
The EI Journey P250	Describe the four box emotional intelligence model State the value of emotional intelligence
The Engaging Manager P265	State what is meant by an 'engaging manager' Identify the behaviours and impact of an engaging manager

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11Project Management

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Learning Outcomes

Unit Descriptors

Budgeting Methods P236	Define the features of incremental and zero based budgeting Compare and contrast incremental and zero based budgeting Explain the advantages and disadvantages of incremental and zero based budgeting
Configuration and Change Control P294	Explain why configuration and change control processes are vital to project success Identify basic configuration management processes Describe what is included in a configuration management strategy Consider the consequences of failing to control changes within a project
Controlled Project Closure P233	Identify the reasons why a project may come to a close Use a checklist to prepare the project for closure Explain how to manage project handover so that the project benefits are realised Consider the value of project evaluation and lessons learnt
Cost Benefit Analysis P140	State the advantages of using a Cost Benefit Analysis Describe the four stages of creating a CBA
Creating the Business Case P234	Explain the importance of a Business Case Determine the components that make up the Business Case Consider how to compare the status quo with the future created by the project Identify methods to show expected results
Critical Path Analysis P290	Explain what critical path analysis is used for Distinguish between sequential and parallel activities Consider the most effective scheduling of sequential and parallel activities Explain how to use circle and arrow diagrams to schedule activity and show the critical path Identify some ways of shortening the critical path so that projects can be delivered in shorter timescales
Effective Action Planning P142	Identify the stages of a good action plan Reproduce an effective action plan with clear deliverables and deadlines
Fishbone Diagram P168	Outline the benefits of the Fishbone Diagram Describe how to breakdown problems by identifying their causes Reproduce a Fishbone Diagram
Force Field Analysis P167	Identify two types of force that influence change List the steps in using the tool to determine if a proposed change is viable.
Gantt Charts P143	Describe how Gantt charts capture the relationships between activities and timescales in projects Identify the steps to build a Gantt chart State what a critical path is on a Gantt chart
Goals and Objectives P243	State the difference between goals and objectives Describe the purpose of goals and objectives
Good Decision Making P141	List three decision making conditions that influence your decisions Describe each decision making condition
Immaturity Maturity Theory – Chris Argyris P288	State the seven dimensions of the Immaturity to Maturity model Describe the importance of development of maturity both personally and at work
Inverse Brainstorming P163	State how inverse brainstorming works Recognise how inverse brainstorming encourages creative thinking
Key Performance Indicators P204	State what key performance indicators are Describe the importance of good KPI's to the performance of your organisation
Management Styles P157	Describe why managers need to use a range of management styles List Hay Group's six different management styles
Managing Project Communications P289	Explain why effective communication is a key project management skill Consider ways to tailor the message for impact Identify reporting systems that add clarity to project communications Determine the role of the communication plan in project management
Managing Project Risk P293	Explain the benefits of managing project risks Identify circumstances in which increases Use an 5 step process to manage project risks Identify standard responses to risk
McKinsey Seven S Model P201	State the seven S's of the model Describe how the Seven S Model affects organisational performance
Options Appraisals P235	Explain the benefits of appraising options Use and eight step approach to undertake an options appraisal Explain the importance of clear objectives and evidence as part of the options appraisal process Identify different ways to appraise options
Paine's Manager Compass P198	Describe why ethics needs to be part of your everyday decision making at work List the four parts of Paine's compass
PESTLE Analysis P202	State the importance of the PESTLE analysis List the 6 elements of the PESTLE acronym
Plan Do Check Act P144	Name the four stages of the PDCA cycle Describe how to apply the cycle to problem solving and managing change
Presenting your Business Case P296	State the 5 cases that make up the OGC model Describe the key elements of case
Fishbone Diagram P168	Outline the benefits of the Fishbone Diagram Describe how to breakdown problems by identifying their causes Reproduce a Fishbone Diagram
Project Environment P227	Define what is meant by the project environment Identify the different factors that are considered within a project environment Explain how these factors impact on a project and the way it is managed Explain the importance of understanding and managing the project environment
Project Management Methodologies P228	Define what a project management methodology is Explain the benefits of using project management methodologies Compare and contrast traditional and modern methods Consider which methodologies may work for your project and your organisation
Project Stakeholder – Internal and External P238	Define internal and external stakeholders and provide examples of each Identify the different perspectives of a range of stakeholders and consider how this impacts on your project Consider how best to work with a range of stakeholders and meet their needs Give examples of interdependency between the project manager and stakeholders
Project Start-up and Control P232	Identify the processes that take place in advance of implementation Define a project brief, project mandate and project initiation document Identify what project controls are considered at the start up stage Explain the consequences of inadequate planning on project implementation and project outcomes
Project Quality P295	Define what quality is in a project management context Distinguish between quality assurance and quality control Explain the pre-requisites and the benefits of quality assurance Consider how to undertake quality control
SMART Objectives P239	Define the meaning of SMART objectives State the value of using SMART objectives
Stakeholders - Analysing Power and Interest P203	State the value of the Stakeholder grid Reproduce a stakeholder grid for your own work situation or project
Stakeholders – Role and Importance To Your Audience P146	List different types of stakeholders Outline why you need to spend time on effectively managing stakeholders
Tapping into Innovation P261	State the importance of tapping into employee creativity Describe the two approaches discussed for awakening dormant creativity within your people
The Project Executive P229	Explain the role of the project executive Explain who could fulfil the role of the project executive Identify the key responsibilities of the project executive Consider the behaviours and skills required to be an effective project executive
The Project Lifecycle P230	Identify the different stages of the project lifecycle Explain the key activities and responsibilities at each stage Identify some of the pitfalls of not progressing through each stage Consider the impact of the project lifecycle on resourcing
The Project Manager P231	Explain the role of the project manager Identify the key responsibilities of the project manager dentify the work outputs of the project manager Consider the skillset of an effective project manager
Using Data and Information P149	Describe the difference between data and information Describe the relationship between data and information
What is a Project? P226	Provide a definition of the word project Identify the key features of projects Explain how projects differ from business as usual Distinguish between projects and programmes
Work Breakdown Structures P291	Explain the benefits of producing a work breakdown structure Construct a simple work breakdown structure Determine the level of granularity required Use a work breakdown structure to help assign work and budgets

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12Critical Thinking, Problem Solving and Decision Making

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Learning Outcomes

Unit Descriptors

8 Reasoning Errors in Critical Thinking P315	State what the 8 Common reasoning errors are Listen out for these errors in your own, and others' arguments
8 Roadblocks to Critical Thinking P313	State the 8 roadblocks and their impact Develop approaches to avoiding these pitfalls
Alternatives, Possibilities and Choices (APC) P311	Broaden your critical thinking ability State the importance, and technique, of considering alternatives, possibilities and choices during your analysis
Becoming a Critical Thinker P316	State the characteristics of a critical thinker Describe what stage you are at in the development of your own critical thinking ability
Betari Box P292	Describe the impact that your own attitude has on your relationships with others Use the Betari Box to consciously shape your communication approach
Consequences and Sequels (C&S) P310	Broaden your critical thinking ability State the importance, and technique, of considering the consequences and sequels of your decision
Criteria-Based Harvesting of Ideas P323	Describe the process of Criteria-Based Harvesting of Ideas Demonstrate the use of this technique in decision-making
Good Decision Making P141	List three decision making conditions that influence your decisions Describe each decision making condition
Dot Voting/Multi Voting for Decisions Making P322	Describe and demonstrate the dot-voting technique Describe and demonstrate the multi-voting technique
Factors and Priorities (CAF & FIP) P312	Broaden your critical thinking ability State the importance, and technique, of considering all factors, and the first important factors when reaching a decision
Fishbone Diagram P168	Outline the benefits of the Fishbone Diagram Describe how to breakdown problems by identifying their causes Reproduce a Fishbone Diagram
Force Field Analysis P167	identify two types of force that influence change list the steps in using the tool to determine if a proposed change is viable.
Innovation – Enhancement Checklist P324	Describe what the enhancement checklist is Demonstrate the use of the checklist in action
Innovation – Hamel's Ideas Funnel P319	Describe the purpose of the ideas funnel State the importance of having a lot of ideas.
Innovation – The Ideas Pipeline P318	Describe the purpose of the ideas pipeline Describe and define the 'gates' along the pipeline
Methodical v Intuitive Decision Making P317	Describe the conventional wisdom of the methodical approach to decision making Articulate the counter argument that supports intuitive decision making
Other People's Views (OPV) P309	Broaden your critical thinking ability State the importance, and technique, of considering other people's views
Paired Comparisons for Decision Making P321	Describe the technique of paired comparisons Complete a paired comparisons analysis
Root Cause Analysis – 5 Whys? P314	State what is meant by the term root cause analysis Demonstrate the use of the 5 Why's technique
Thoughts on Thinking P148	State what CoRT thinking means Describe the PMI thinking tool
Unfreeze for Change P165	Describe the three steps of the “Unfreeze, Change, Freeze” model State how to use the model to make change happen
Using Data and Information P149	Describe the difference between data and information Describe the relationship between data and information

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13Creative Thinking, Creativity and Innovation

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Learning Outcomes

Unit Descriptors

Alternatives, Possibilities and Choices (APC) P311	Broaden your critical thinking ability State the importance, and technique, of considering alternatives, possibilities and choices during your analysis
Brainstorming P325	State the process of effective brainstorming Avoid the pitfalls of 'social loafing'
Challenges to Creativity – Ken Robinson P329	Describe some of the challenges to creative thinking that we face Apply Sir Ken Robinson's ideas to your own leadership style
Creating Affinity Diagrams P166	Outline the benefits of an Affinity Diagram Reproduce an Affinity Diagram
Divergent and Convergent Thinking P327	Define the terms divergent and convergent thinking Describe the appropriate times to use each different type of thinking
Factors and Priorities (CAF & FIP) P312	Broaden your critical thinking ability State the importance, and technique, of considering all factors, and the first important factors when reaching a decision
Fishbone Diagram P168	Outline the benefits of the Fishbone Diagram Describe how to breakdown problems by identifying their causes Reproduce a Fishbone Diagram
Innovation – Hamel's Ideas Funnel P319	Describe the purpose of the ideas funnel State the importance of having a lot of ideas.
Inverse Brainstorming P163	State how inverse brainstorming works Recognise how inverse brainstorming encourages creative thinking
Lateral Thinking for Creativity P328	Define what lateral thinking is Describe the process of the lateral thinking technique
Mind Maps P320	State what Mind Maps are, and their purpose Create your own Map using the Mind Mapping rules
Priming the Mind for Creativity P326	Describe two different 'Priming' techniques Demonstrate the use of priming in creative thinking
Six Thinking Hats P162	List the functions of each of the six coloured hats Recognise how to use Six Hats to run successful meetings
Support Ideas and Innovation P331	Describe why it's important to be supportive of new ideas Apply techniques that welcome ideas and suggestions from others in a supportive manner
Tapping into Innovation P261	State the importance of tapping into employee creativity Describe the two approaches discussed for awakening dormant creativity within your people
Top Ten Tips for the Innovative Leader P330	Describe the top ten tips Discuss how to you would apply these techniques to enhance workplace innovation

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14Health and Wellbeing

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Learning Outcomes

Unit Descriptors

10 Habits of Positive People P347	Broaden your critical thinking ability State the importance, and technique, of considering alternatives, possibilities and choices during your analysis
Identifying Your Strengths P346	Describe how strengths and weaknesses might be redefined Explore your weekly tasks to uncover your strengths
Increasing Your Happiness P345	Describe the new thinking behind how happiness and success are related State the degree to which outside influence affects our happiness Explain how E+R=O helps us reframe how
Intro to EI P161	Recognise why emotions play an important part in both work and life situations Describe the meaning of self-awareness
Maslow's Hierarchy of Needs P267	Recognise where people are in the hierarchy of motivational needs Describe each level of the hierarchy
Mindfulness – An Introduction P353	State what mindfulness is Describe the purpose of mindfulness practice Explain the benefits of following a mindfulness programme
Mindfulness in Practice P354	Explain the focus of mindfulness Practice the basic mindfulness technique
Motivational Directions P171	Describe the two motivational directions Recognise the motivational direction of yourself and others
Positive Thinking – Sense Checking your Negative Thoughts P348	Describe how we are affected by negative thoughts Explain how you can take a negative thought to court
Resilience P249	State the seven learnable skills of resilience Describe the importance of developing these skills
Self-Limiting Beliefs P223	Describe what self-limiting beliefs are and how they are formed Identify and listen out for some common self-limiting beliefs State when and why it is important to work with self-limiting beliefs
Stress-Human Function Curve P176	State the four types of stress defined by Hans Selye Describe the difference between pressure and stress
EI Journey P250	Describe the four box emotional intelligence model State the value of emotional intelligence
Understanding Empathy P246	Describe the difference between empathy and sympathy State how empathy develops trust and strong relationships

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15Equality, Diversity and Inclusivity

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Learning Outcomes

Unit Descriptors

Challenging Exclusion P343	Identify the signs and behaviours of exclusion Think of the right actions to take State the benefits of challenging exclusion
Challenging Inappropriate Behaviour – Part 1 P356	Prepare for a challenge Describe what you will need to know to hold a conversation Describe what inappropriate behaviour is
Challenging Inappropriate Behaviour– Part 2 P357	Explain what you need to say when having a conversation around inappropriate behaviour Describe what behaviours you should demonstrate when challenging inappropriate behaviour
Consequences of Exclusion P351	Describe why we exclude Explain the different biases we have State the consequences of social exclusion
Equality Impact Assessments P344	Describe what Equality Impact Assessments are State why they are required Identify when to do one Apply the different stages of an assessment
Erikson's Life Stages Theory P287	Name the stages identified by Erikson's theory Describe the different motivators inherent at each stage
Managing Difference P342	Identify the steps to managing difference Know what makes diverse teams work State the benefits of managing difference
Other People's Views P309	Broaden your critical thinking ability State the importance, and technique, of considering other people's views
Social Identity Theory P305	List the stages associated with Social Identity Theory State what is meant by in-groups and out-groups
Stereotyping and Making Assumptions P350	Describe what stereotyping is State why we do it Explain the consequences of stereotyping and making assumptions
The 9 Protected Characteristics P349	Identify what the 9 protected characteristics are State the potential outcomes when managing diversity State the need for diversity and inclusion
The Cost of Bullying P358	Describe what bullying looks and sounds like Explain the cost to the victim State the cost to the business
The Illusion of Objectivity P191	Describe the illusion of objectivity Describe ways to deal with your biases
The Value of Diverse Teams P355	Describe the benefits of Diversity Apply techniques to manage Diversity
Two Views on Disability P307	State the names of, and the differences between the two models Describe how both model affect our thinking on disability
Unconscious Bias P341	Describe what Unconscious Bias is Describe why we have it Know when we use it Put the learning into practice
Understanding Empathy P246	Describe the difference between empathy and sympathy State how empathy develops trust and strong relationships
What Does Equality and Diversity Mean? P352	Describe the difference between Equality and Diversity Gain more knowledge of inequality Describe that we are all different

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16Customer Service

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Learning Outcomes

Unit Descriptors

Asking Good Questions P139	Name different types of questions that you can use Select and use different types of questions to get the information you need
Barriers to Effective Communication P254	Define barriers to Communication Describe how to overcome these barriers
Conflict Thomas and Kilman P150	Describe the five conflict resolution styles State when to use each of the conflict handling styles
Dealing with Difficult Customers P361	State what factors might define a customer as 'difficult' Explain the dos and don’ts of dealing with challenging customer situations
Difficult Conversations P208	Outline a structure in order to assess your current situation and provide a methodical approach in dealing with difficult conversations
Importance of Good Communication P271	Describe why good communication is important to the business Describe the five key aspects of effective management communication
Inverse Brainstorming P163	State how inverse brainstorming works Recognise how inverse brainstorming encourages creative thinking
Key Performance Indicators P204	State what key performance indicators are Describe the importance of good KPI’s to the performance of your organisation
Levels of Listening P277	Describe how listening occurs at four different levels Identify the characteristics of listening at each level Identify the features of effective active and deep listening to aid skills development
Lousy Listeners P364	State 8 habits of lousy listeners Assess your own listening bad habits Explain the impact of bad listening habits
Loyalty Ladder P362	State the 'top rung' of the loyalty ladder Explain why a 'happy' or 'satisfied' customer is no longer enough
Moments of Truth P359	Describe what customer service 'moments of truth' are Assess your own team's/organisation's moment of truth
Speaking to Customers P363	Explain the importance of tone and inflection when talking to customers Describe the right mind-set to have when speaking to customers
SWOT Analysis P147	Define the acronym S, W, O and T State the benefits of a SWOT analysis when planning for the future
Ten Tips for Better Listening P276	Describe why our listening skills can often be ineffective Identify ten practical ways in which you can improve your listening Recognise how to use the ten suggestions as a tool to assess your own listening skills
Two Way Communication P263	Explain the basics of meeting customer needs Ensure you have the right customer service elements in focus
What Customers Want P360	Explain the basics of meeting customer needs Ensure you have the right customer service elements in focus

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17Finance

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Learning Outcomes

Unit Descriptors

Key Components of a Budget P366	Understand the various aspects of a budget, such as fixed costs and semi-variable costs, and why they are important for a business Prioritise expenditures and assess financial resources Understand timescales and how they can aid long-term planning
Setting a Budget P367	Understand the key points that must be considered when setting a budget Know the process of setting a budget, from initial forecasting, to presenting calculations to management, and monitoring them once they are implemented.
Gaining Stakeholder Support P368	Identify various internal and external stakeholders Understand how to keep each of these satisfied
Why Accurate Forecasting is Important P369	Understand the value of accurate forecasting Know what considerations should be made when forecasting
Contingency Planning P370	Know what is meant by contingency planning, and what its primary purpose is Understand the process of calculating a contingency budget
Controlling Expenditure P371	Be able to split expenditure into key categories Understand how to analyse this information effectively Learn the value of monitoring expenditure over longer periods of time
Managing Variances P372	Understand what variances are and what to do about them when analysing the financial year Identify root causes of variances and assess what appropriate action to take
Budget Cycles and Reporting P373	Analyse a budget cycle and monitor finances over longer periods of time Report problems or issues appropriately Use budgeting strategically, such as to respond to changing business environments
Financial Forecasting - Methods P374	Describes the primary methods of financial forecasting Explains why each is useful for various circumstances
Financial Forecasting – Pros and Cons P375	Lists the pros and cons of financial forecasting Assesses the risks involved in certain methods, and the considerations managers have to make when carrying them out
What is Governance and Compliance? P376	Know and describe not only what governance and compliance are, but what each actually entails and why they are financially important. Judge which is more essential or appropriate for what business instance, and why.
Key Aims of Governance and Compliance P377	Be aware of the problems that can arise from failing to address governance and compliance Know how issues can be identified and dealt with before they manifest more severely
Internal and External Stakeholders P378	Understand an organisation’s internal controls, and why they are put in place Know the requirements of external stakeholders Consider the benefits and costs of implementing control procedures
Financial Reporting P379	Know what is meant by a financial report, and why it is an important part of a business Understand what goes into a financial report, and how it could be monitored by auditors
Safeguarding Income P380	Apply a range of methods to safeguard income, and decide which is the most appropriate for each instance. Know how not to exercise care and caution to comply with data protection
Giving and Receiving Value for Money - Customers P381	Understand the financial benefits of giving and receiving value for money for customers Learn how exactly an organisation can ensure value for money is provided to customers
Giving and Receiving Value for Money - Suppliers P382	Understand the financial benefits of giving and receiving value for money for suppliers Learn how exactly an organisation can ensure value for money is provided to suppliers and how it helps to maintain good relationships
Delivering Value for Money P383	Know what it takes for a business to sufficiently deliver value for money consistently Maximise the efficiency of physical, human and energy resources
Reviewing Costs and Operational Processes P384	Understand both how and why costs and processes should be regularly reviewed Know the different types of costs that need reviewing

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18Marketing

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Pdtraining's pearls of wisdom ® are snappy, engaging, animated videos that can be used flexibly and easily to deliver skills and knowledge.

pearls of wisdom ®

Learning Outcomes

Unit Descriptors

What It Means to Be Customer Orientated P385	Be able to explain what is meant by a customer-orientated approach, and how it may vary from business to business Appreciate how a focus on customers can manifest in different business approaches
Internal and External Customers P386	Know the difference between internal and external customers, and why both are integral to organisational success In particular, recognise the importance of treating internal customers as you would any others
Customer Expectations P387	Be able to explain where customer expectations come from, and how they can be managed Know what happens when expectations are not met, and why it is important to observe them and their changes
Customer Feedback and Complaints P388	Ability to list several ways of obtaining customer feedback, and how best to store and manage the information Appreciate the value of setting up a complaints procedure
Collecting Information P389	Know what information can be collected from both the internal and external environment of an organisation Be aware of how to acquire this information in order to analyse it effectively
Segmenting the Market P390	Be able to explain how the market can be segmented and into what kinds of categories Be aware of how doing so can be beneficial and can shape the overall marketing strategy
Market Analysis P391	Know where and how to store the collected information into a database, and how it can be managed and analysed Have the capacity to use specific methods to analyse an organisation’s market research
Marketing Strategy Development P392	Identify the basic steps of forming a marketing strategy and the different approaches an organisation can take Know how to incorporate a product portfolio and the Boston Matrix into the strategy
Developing the Product P393	Know how to refine exactly what makes a product, and what service is being sold Identify how the product may differ from customer expectation, and how this can be managed
Setting a Price P394	Describe the general factors that determine how an organisation sets a price for their product Appreciate how these approaches might vary over time in order to adapt with the organisation's financial situation
The Importance of Place P395	Know what exactly is meant by place in relation to marketing a product, and why many organisations fail to give it proper consideration Identify how distribution and location of resources can affect the 'marketing channels' of a product
The Art of Promotion P396	List the primary methods for promoting a product, and know when each might be more applicable or appropriate Explain how an organisation might use elements from each method as part of the overall strategy
Direct Marketing P397	Explain what is meant by direct marketing and why it has become an increasingly popular approach List the key methods of direct marketing
The Role of e-commerce P398	Identify the value of using the internet to help market a product List the various ways this can be achieved, and how the Internet has been increasingly used by organisations of varying sizes
Processes P399	Understand the role management has in using processes to monitor the overall marketing strategy Know what pressures organisations face during marketing processes, and how they can be effectively managed
The Marketing Plan P400	Know the basics of any marketing plan, and how they may differ depending on the organisation Be able to incorporate market research and information into the plan, and know how to evaluate the overall risk involved

Complete pearls of wisdom ® catalogue

Unit descriptors are available in the complete catalogue

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Micro-learning

Micro Learning

Learning that people choose to use

What is MicroLearning?

Are you a MicroLearner by choice?

Workplace Learning that people choose to use

Collections

1Trust, Ethics, Authentic and Ethical Leadership

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2Understanding and Excelling at Change

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3Developing Self

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4Performance Management

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5Coaching and Mentoring

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6Motivation

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7Effective Communication

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8Team Building

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9Strategy and Organisation

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10Leadership and Management Styles

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11Project Management

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12Critical Thinking, Problem Solving and Decision Making

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13Creative Thinking, Creativity and Innovation

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14Health and Wellbeing

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15Equality, Diversity and Inclusivity

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16Customer Service

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17Finance

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18Marketing

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Celebrating 15 Years of PD Training

Workplace Learning that people
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