+36 20 335 8155 info@ibc.co.hu

Programs for New Managers

tune in

Getting promoted to manager is a huge change for many employees—regardless of the industry they work in. All of a sudden, promoted managers have new roles and responsibilities to fill; things won’t be the same as they were before. However, these people will also have new opportunities to further their careers and the careers of those around them.

Delivery

In person or online – up to 8 participants

Timing

2*2 hours module or tailored to your needs

v

Language

ENGLISH

Presenting Data Effectively

​Course Structure Highlights

Numbers that matter

  • What are the specific numbers and KPIs that matter to the business when making a decision?
  • How do we select the relevant data and information to convince our stakeholders that we have a strategic view? 

The story behind numbers

  • How do we analyse data so we understand the story behind it?
  • How do we draw conclusions from it?
  • How do we use key numbers to tell a story that is convincing to our stakeholders?

Risks and opportunities

  • How do we use data to help our stakeholders understand business risks and opportunities?

Reports that are engaging

  • Regular reports are usually stuffed with irrelevant numbers and information. How do we make monthly reports less painful and more fun for everyone?

After the training you’ll be able to

  • Identify the numbers and data that is most relevant to your stakeholders
  • Build an engaging storyline to present a plan or business case
  • Create a quick report that is to the point and engaging to the audience

Selling an Idea

​Course Structure Highlights

Information hierarchy

  • Why is it crucial that we build up our sales pitch in a certain order?
  • How do we structure our thoughts in a way that will ensure the buy-in on the receiving end?
  • How can we turn our idea into a story?
  • Why is it harmful if we change this order and start with the operative detail? 

Audience pain points

If we introduce ideas from our point of view, our stakeholders might not listen or even become defensive or dismissive of our ideas.

  • Do we understand their pain points?
  • Are we offering a solution to their problems?
  • Do we understand the benefits for them and not just for us?
  • How can you prepare for potential questions in a way that the questions do not weaken your position during the pitch?

Credibility

People will follow others if they come across credible and passionate.

  • How can we find our internal resources to inspire others and get buy-in from them for our ideas?
  • What if we have to sell an idea that we don’t believe in?

How to start a pitch

The first 7 seconds are crucial.

  • How can we make sure our stakeholders will listen from the moment we start talking?
  • How do we know they have bought the idea?

After the training you’ll be able to

  • Start a pitch presentation in a way that will grab the audience’s attention

  • Build up your pitch with a top-down approach (from big picture to detail)

  • Understand your stakeholder’s pain points and objections and have answers to those proactively

Saying ‘NO’ Effectively

​Course Structure Highlights

Typical situations and reasons for having to say ’NO’ in an organization

The implications of saying no

  • We need to adjust our ’NO’ based on stakeholders and hierarchy.
  • What are the implications of saying ’NO’ when it’s to our direct manager, our employee, our colleague or our client?
  • What objectives and strategies should we keep in mind when saying ’NO’ to each of these stakeholder groups?

How to decide when to say ’NO’ and to whom based on hierarchy and the risks involved

  • What if our stakeholders don’t accept our ’NO’?
  • How do we assess what our next move should be?

What are the strategies to offering alternative solutions?

  • Stakeholders will be more understanding of our ’NO’ if we show empathy to their needs.
  • What are the type of strategic questions we can ask and language we can use to explore possible alternatives?
  • How can we pro-actively prepare for and offer alternative solutions instead of a ’NO’?

After the training you’ll be able to

  • Understand the risks and implications in saying no to various stakeholders
  • Be prepared for situations when they say no to your no
  • Explore the possibility of alternative solutions using active listening and strategic questions
  • Offer alternatives that are satisfying to your stakeholders

Delivering Effective Feedback

​Course Structure Highlights

Framing up your feedback 

  • What is the role of feedback in the performance planning cycle?
  • How can you frame your goals and objectives to the recipient’s reactions?
  • What are the goals and formal features of appraisal, performance, and coaching feedback?
  • Why managers fail to understand their separate roles, and in consequence fail to innovate and come up with the best combinations in given circumstances? 

How to Manage Emotions when Giving Feedback 

Most of us have been the victim of a pretty bad “receiving feedback session” and to be honest, most of us have given a few of those too. It is not surprising as both giving and receiving feedback is an emotionally charged situation – and when emotions are in play, thoughtfulness and professionalism can very easily go out the window.

  • How can we take the lead, point out to the issue, and initiate the resolution process by demonstrating respect for all those involved?
  • Why should we set ground rules — such as respect, listening to the other person’s story, and coming in with an open mind? 

Managing conflict

  • What is the importance of looking beyond the positions people take and focusing on the real interests that underlie these positions?
  • Why should we understand the proverbial „bottom of the iceberg,” showing us a person’s real motivations and needs?
  • How can we avoid the three pitfalls of talking about problems – getting defensive, shutting down, or going on the offensive?
  • How to refocus those having problems towards what they have in common — such as shared values, our organization’s higher purpose or creative risk-taking — to help them reset their collective compass and get back on the path of collaboration?

Creating a feedback culture

  • Why is it essential to create a culture around feedback and self-awareness, where difficult conversations are not so hard?
  • What are the risks of feedback-aversion, all or nothing thinking or deviation from norm or rationality in judgment? 

    After the training you’ll be able to

    • Understand the importance of feedback timeliness, frequency, and consistency 
    • Provide feedback skilfully and constructively 
    • Use facts and figures to support their messages 
    • Convey empathy as a feedback provider
    • Manage strong emotions and resistance during a feedback session   

    Pitching

    ​Course Structure Highlights

    Understanding stakeholder mentality

    • What are the three keys to powerful pitch decks that get funded?
    • What are the main reasons we can expect stakeholders to get involved with our venture?

    Explaining what is unique about your idea or service

    • How can we explain exactly what is unique about your idea or product?
    • What is a USP?
    • How to create a compelling, memorable, and interesting story that conveys our passion?
    • How to create a soundbite for stakeholders to remember us by?

    The elements of a pitch desk

    • What are the topics we want our stakeholders to cover?
    • In what order should we organize them?
    • How can we demonstrate that we have more than just an idea and that we have gotten early traction on developing the idea or product?
    • What are the data stakeholders or investors use to benchmark us against other players?

    ​​Creating an elevator pitch

    • Why do stakeholders not only invest in the idea but also in the people and why should our talking points vary according to the audience?
    • How to identify our core and most influential ideas and distil them into two-minute sound bites, then one-minute sound bites and, finally, into one powerful line?
    • What is a hook?
    • How to use our elevator pitch to ease our way into the content of our actual pitch deck?

    Honing the elevator pitch

    • The key to developing a successful elevator pitch is getting feedback on which arguments are the most persuasive.
    • How can we use colleagues or friends to test our performance?
    • Why is it important to use feedback to ensure that we are on-message?
    • Why should we be receptive to negative feedback?
    • How can we inject our personality and passion into our life-changing string of words? How can we prepare to answer questions to back up our big claim?

      After the training you’ll be able to

      • Say the right words, in the right order, with the right voice and the right body language
      • Articulate a compelling and interesting story
      • Create and hone an elevator pitch

      Writing for Impact

      ​Course Structure Highlights

      What is good writing?

      As William Zinsser wrote, “So what is good English? It’s plain and it’s strong.”

      • But how do we create plain and strong texts?
      • How can we improve understandability by the four principles of writing good English: Clarity, Simplicity, Brevity, and Humanity?    

      How to make our writing clean?

      The secret to good writing is to reduce every sentence to its essentials.

      • How do we spot the adulterants that weaken the strength of a sentence?
      • What are the benefits of the guidelines: Short is better than long; Simple is good; Long nouns are the enemy; Active verbs are your best friend; One thought per sentence? 

      How to write for results?

      • What are the differences and similarities between spoken and written business communication?
      • Why is it important to understand the audience’s perspective?
      • How to create messages?
      • How can we use language to steer our partners towards accepting our positions and leave them with positive sensations?  

      What is the function of e-mails in remote teamwork?

      Email is no more THE channel written channel: it is ONE channel in the multichannel mix. Compared to the host of IM tools and add-ons, it is slow, shifting into the long read category, so it is set to provide a detail-hungry approach.

      • How can you repurpose e-mails by getting your channels right?
      • What other communication platforms can you use to: express quick thoughts, touch base, show instant reactions, share knowledge, train skills, coach, provide feedback, boost engagement or follow up performance?

      After the training you’ll be able to

      • Identify your objectives and communicating them clearly
      • Spotting, correcting and avoiding the most common writing pitfalls
      • Write persuasively in English

      Communicating with Confidence when Working Internationally

      ​Course Structure Highlights

      Language vs Communication

      • What is the fluency level required for ESL (English as a secondary language) / bilingual executives on a leadership track?
      • What are native speakers’ attitudes towards the communication quality of ESL speakers?
      • What is the more efficient way to advance your communication quality:  improving the level of fluency, or using communication to projecting confidence and authenticity?   

      Perspectives vs Boundaries

      •  Are you limited or inspired by the burden of dealing with superiors, decision-makers, and key stakeholders in your non-native language?
      • How can you refocus from anticipating disaster to turning disadvantages into advantages?

      Understanding Your Partners’ Perspective

      • What are the biggest language and cultural challenges you’ll need to succeed in international assignments?
      • What are the most likely expectations of your future partners?
      • What are the underpinning values that shape their expectations?
      • How can you use communication to make them tick?

      Going Beyond Stereotypes

      • Do cultures create power relationships?
      • What is cultural grammar, and how much do we need to bother about it?
      • Let’s face it: are we limited by the belief that we are different in quality, just because we speak different languages?
      • How can you develop the mindset that our lower fluency-level and funny accent don’t make us lower-status partners?    

      Finding your English Voice

      • How can you gain status in high-stake environments as an ESL speaker?
      • Does everybody have their own English voice? What is yours like?
      • How can you embrace your English as it is, and use it to express your values and identity?
      • What is the most suitable tone, volume, speed and sentence length for you?
      • How can you use your body in the service of expressing thought and feeling?    

        After the training you’ll be able to

        • Gain insight into the motives and perspectives of international partners 
        • Shift focus from externally driven (hard rules) to internally-driven (personal strengths and connections) mindset
        • Become empowered to rely on your personal strengths  

        Presenting Data Effectively

        ​Course Structure Highlights

        Numbers that matter

        • What are the specific numbers and KPIs that matter to the business when making a decision?
        • How do we select the relevant data and information to convince our stakeholders that we have a strategic view? 

        The story behind numbers

        • How do we analyse data so we understand the story behind it?
        • How do we draw conclusions from it?
        • How do we use key numbers to tell a story that is convincing to our stakeholders?

        Risks and opportunities

        • How do we use data to help our stakeholders understand business risks and opportunities?

        Reports that are engaging

        • Regular reports are usually stuffed with irrelevant numbers and information. How do we make monthly reports less painful and more fun for everyone?

        After the training you’ll be able to

        • Identify the numbers and data that is most relevant to your stakeholders
        • Build an engaging storyline to present a plan or business case
        • Create a quick report that is to the point and engaging to the audience

        Pitching

        ​Course Structure Highlights

        Understanding stakeholder mentality

        • What are the three keys to powerful pitch decks that get funded?
        • What are the main reasons we can expect stakeholders to get involved with our venture?

        Explaining what is unique about your idea or service

        • How can we explain exactly what is unique about your idea or product?
        • What is a USP?
        • How to create a compelling, memorable, and interesting story that conveys our passion?
        • How to create a soundbite for stakeholders to remember us by?

        The elements of a pitch desk

        • What are the topics we want our stakeholders to cover?
        • In what order should we organize them?
        • How can we demonstrate that we have more than just an idea and that we have gotten early traction on developing the idea or product?
        • What are the data stakeholders or investors use to benchmark us against other players?

        ​​Creating an elevator pitch

        • Why do stakeholders not only invest in the idea but also in the people and why should our talking points vary according to the audience?
        • How to identify our core and most influential ideas and distil them into two-minute sound bites, then one-minute sound bites and, finally, into one powerful line?
        • What is a hook?
        • How to use our elevator pitch to ease our way into the content of our actual pitch deck?

        Honing the elevator pitch

        • The key to developing a successful elevator pitch is getting feedback on which arguments are the most persuasive.
        • How can we use colleagues or friends to test our performance?
        • Why is it important to use feedback to ensure that we are on-message?
        • Why should we be receptive to negative feedback?
        • How can we inject our personality and passion into our life-changing string of words? How can we prepare to answer questions to back up our big claim?

          After the training you’ll be able to

          • Say the right words, in the right order, with the right voice and the right body language
          • Articulate a compelling and interesting story
          • Create and hone an elevator pitch

          Delivering Effective Feedback

          ​Course Structure Highlights

          Framing up your feedback 

          • What is the role of feedback in the performance planning cycle?
          • How can you frame your goals and objectives to the recipient’s reactions?
          • What are the goals and formal features of appraisal, performance, and coaching feedback?
          • Why managers fail to understand their separate roles, and in consequence fail to innovate and come up with the best combinations in given circumstances? 

          How to Manage Emotions when Giving Feedback 

          Most of us have been the victim of a pretty bad “receiving feedback session” and to be honest, most of us have given a few of those too. It is not surprising as both giving and receiving feedback is an emotionally charged situation – and when emotions are in play, thoughtfulness and professionalism can very easily go out the window.

          • How can we take the lead, point out to the issue, and initiate the resolution process by demonstrating respect for all those involved?
          • Why should we set ground rules — such as respect, listening to the other person’s story, and coming in with an open mind? 

          Managing conflict

          • What is the importance of looking beyond the positions people take and focusing on the real interests that underlie these positions?
          • Why should we understand the proverbial „bottom of the iceberg,” showing us a person’s real motivations and needs?
          • How can we avoid the three pitfalls of talking about problems – getting defensive, shutting down, or going on the offensive?
          • How to refocus those having problems towards what they have in common — such as shared values, our organization’s higher purpose or creative risk-taking — to help them reset their collective compass and get back on the path of collaboration?

          Creating a feedback culture

          • Why is it essential to create a culture around feedback and self-awareness, where difficult conversations are not so hard?
          • What are the risks of feedback-aversion, all or nothing thinking or deviation from norm or rationality in judgment? 

            After the training you’ll be able to

            • Understand the importance of feedback timeliness, frequency, and consistency 
            • Provide feedback skilfully and constructively 
            • Use facts and figures to support their messages 
            • Convey empathy as a feedback provider
            • Manage strong emotions and resistance during a feedback session   

            Saying ‘NO’ Effectively

            ​Course Structure Highlights

            Typical situations and reasons for having to say ’NO’ in an organization

            The implications of saying no

            • We need to adjust our ’NO’ based on stakeholders and hierarchy.
            • What are the implications of saying ’NO’ when it’s to our direct manager, our employee, our colleague or our client?
            • What objectives and strategies should we keep in mind when saying ’NO’ to each of these stakeholder groups?

            How to decide when to say ’NO’ and to whom based on hierarchy and the risks involved

            • What if our stakeholders don’t accept our ’NO’?
            • How do we assess what our next move should be?

            What are the strategies to offering alternative solutions?

            • Stakeholders will be more understanding of our ’NO’ if we show empathy to their needs.
            • What are the type of strategic questions we can ask and language we can use to explore possible alternatives?
            • How can we pro-actively prepare for and offer alternative solutions instead of a ’NO’?

            After the training you’ll be able to

            • Understand the risks and implications in saying no to various stakeholders
            • Be prepared for situations when they say no to your no
            • Explore the possibility of alternative solutions using active listening and strategic questions
            • Offer alternatives that are satisfying to your stakeholders

            Writing for Impact

            ​Course Structure Highlights

            What is good writing?

            As William Zinsser wrote, “So what is good English? It’s plain and it’s strong.”

            • But how do we create plain and strong texts?
            • How can we improve understandability by the four principles of writing good English: Clarity, Simplicity, Brevity, and Humanity?    

            How to make our writing clean?

            The secret to good writing is to reduce every sentence to its essentials.

            • How do we spot the adulterants that weaken the strength of a sentence?
            • What are the benefits of the guidelines: Short is better than long; Simple is good; Long nouns are the enemy; Active verbs are your best friend; One thought per sentence? 

            How to write for results?

            • What are the differences and similarities between spoken and written business communication?
            • Why is it important to understand the audience’s perspective?
            • How to create messages?
            • How can we use language to steer our partners towards accepting our positions and leave them with positive sensations?  

            What is the function of e-mails in remote teamwork?

            Email is no more THE channel written channel: it is ONE channel in the multichannel mix. Compared to the host of IM tools and add-ons, it is slow, shifting into the long read category, so it is set to provide a detail-hungry approach.

            • How can you repurpose e-mails by getting your channels right?
            • What other communication platforms can you use to: express quick thoughts, touch base, show instant reactions, share knowledge, train skills, coach, provide feedback, boost engagement or follow up performance?

            After the training you’ll be able to

            • Identify your objectives and communicating them clearly
            • Spotting, correcting and avoiding the most common writing pitfalls
            • Write persuasively in English

            Communicating with Confidence when Working Internationally

            ​Course Structure Highlights

            Language vs Communication

            • What is the fluency level required for ESL (English as a secondary language) / bilingual executives on a leadership track?
            • What are native speakers’ attitudes towards the communication quality of ESL speakers?
            • What is the more efficient way to advance your communication quality:  improving the level of fluency, or using communication to projecting confidence and authenticity?   

            Perspectives vs Boundaries

            •  Are you limited or inspired by the burden of dealing with superiors, decision-makers, and key stakeholders in your non-native language?
            • How can you refocus from anticipating disaster to turning disadvantages into advantages?

            Understanding Your Partners’ Perspective

            • What are the biggest language and cultural challenges you’ll need to succeed in international assignments?
            • What are the most likely expectations of your future partners?
            • What are the underpinning values that shape their expectations?
            • How can you use communication to make them tick?

            Going Beyond Stereotypes

            • Do cultures create power relationships?
            • What is cultural grammar, and how much do we need to bother about it?
            • Let’s face it: are we limited by the belief that we are different in quality, just because we speak different languages?
            • How can you develop the mindset that our lower fluency-level and funny accent don’t make us lower-status partners?    

            Finding your English Voice

            • How can you gain status in high-stake environments as an ESL speaker?
            • Does everybody have their own English voice? What is yours like?
            • How can you embrace your English as it is, and use it to express your values and identity?
            • What is the most suitable tone, volume, speed and sentence length for you?
            • How can you use your body in the service of expressing thought and feeling?    

              After the training you’ll be able to

              • Gain insight into the motives and perspectives of international partners 
              • Shift focus from externally driven (hard rules) to internally-driven (personal strengths and connections) mindset
              • Become empowered to rely on your personal strengths  

              WHAT

              What Makes Our Program Special?

              Z

              Living laboratory

              Simulations applied to your real-life business challenges

              Z

              Measurable Success

              From a skill to a habit adopted

              Z

              Inspiring Sessions

              Taking you out of your comfort zone

              Z

              Win-Win

              Creating value both for you and for business

              Schedule a Free Consultation Today

              Are you ready to influence through authentic communication as a business leader? As a HR Lead, do you want to support connecting communication and business efficiency? Contact us today.

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