MODULAR TRAINING:

Price:
€ 695.00 per modular training on a morning or afternoon, V.A.T. free

Price:
€ 1,295.00 per modular training on a morning or afternoon, with actor, VAT. free Data To be agreed upon with the participant.

• Supervising doctoral students
  Supervising doctoral students

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  As an assistant- or associate- professor or as a professor you might guide your students in a way you have been guided in the past, or according to a specific philosophy. Yet, not every task to be done by the PhD and not every stage of his/her PhD ship asks for that behaviour. This module invites you to consciously apply the most efficient guidance required at the time.
  

  • Goal
    To become aware of the success factors in supervising doctoral students;
    To learn what role is appropriate in which situation with a specific student (instruction-, convincing- , coaching- or delegation role) and which behaviour fits that role.
  
  
  • Method
    The trainer briefly introduces the topic of Situational Management and provides ‘how to’ instructions. Then real life situations are practiced with a training-actor. The trainer helps to evaluate and gives advice(s).
• Competences TDP / PDP and Result-oriented practice
  Competences TDP / PDP and Result-oriented practice

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  Competence based organizing increases goal and result oriented work. It makes clear who is responsible for what and helps to reach targets in a transparent manner. In this module you will learn how to effectively implement competence oriented thinking and behaving in your organization.
  
  

  
  
  • Goal
    To determine which competences you need in your team;
    To make an analysis of your team and determine which competences to develop in your team;
    To create a team development plan (TDP)from there involving explicit goals for the next two years;
    To create a personal development plan (PDP) for each individual employee, based on his/her aspirations, with the TDP as reference. This plan can also be used as input for the performance evaluation.
  
  
  • Method
    Groups and leaders who would like to master this way of structuring means and targets will be introduced in the do’s and don’ts of this method of working.
  
  

  
  Result-oriented practise
  

  Result-oriented practise encourages people to take active responsibility to achieve the results agreed upon and helps you to organize your work and responsibilities well.
  
  • Goal
    - To reach concrete result agreement with your employees;
    - To get a clear assessment of work process structures by identifying target areas;
    - To align the target area with employees responsibilities.
  
  
  • Method
    Using short assignments you learn to apply the methodology result-oriented practise. You will practice making result-oriented deals with others.
  
  
• Diversity
  Diversity

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  Diversity is a large and deeply rooted concept: culture; gender; age; colour; life phase; talents; norms and values; and so on. The reasons to enlarge insight in the theme of diversity varies. It may concern current hick-ups in the organization, recruitment of staff other than the current dominant group, internationalization of work, multicultural collaboration or multicultural leadership. To know more about the subject enables you to make positive choices concerning non-mainstream competences and values and how to make them ‘work’.
  

  • Goal:
    To gain insight into the concept of diversity;
    How to make diversity operational.
  
  
  • Method:
    With your motivation as basis, the goals of the module diversity can vary. We use the work of Grethe van Geffen. Her background idea is that working with multiple talents in teams is beneficial for everyone.
• Performance evaluation meetings
  Performance evaluation meetings

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  The performance and motivation of your employees can be improved by having structured evaluation meetings with the right tone of voice.
  

  
  
  • Goals:
    To learn:
    -   how to set goals and how to have structured appraisals;
    -   how to formulate exact targets;
    -   how to evaluate the results at a later stage;
    -   interview techniques which are suitable in this setting, such as criticise in a constructive way, considering the arguments of the employee and being inviting in the interaction.
  
  
  • Method:
    After a short introduction you practice all aspects of the performance evaluation in small groups with a professional training-actor. The trainer evaluates your performance and gives personal instructions for improvement and alternatives to consider.
  
  
• Communications skills
  Communications skills

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  In your work the focus lies on the content of the conversation. However, there is more than the content only, when having a conversation; you want your story to be clear, credible and interesting. So the content is complemented by other messages. Especially the non-verbal aspect will be examined in this program.
  

  
  
  • Goals:
    To become aware how to come across and how you want to come across;
    To become perceptive to all elements in communication;
  
  
  • Method
    The Eva Wiltingh method involves instruction on professional and result-oriented conversations.
    In practical exercises exposing the mentioned skills you will become aware of your behaviour. The other participants and the trainer will give you feedback and provide you with advice on how to change your behaviour and enlarge your impact.
  
  
• Feedback and result presentation
  Feedback and result presentation

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  The result presentation is the closure of a course in which many aspects of personal leadership behaviour have been addressed. Each participant will give a short presentation about what has been learned. The other participants and the trainer give personal feedback on the mentioned results. Hearing each other's results is instructive, providing awareness and inspiring. It leads to making future plans in further development.
  

  • Goals:
    To learn how to express your own development;
    To give feedback to others in a professional manner;
    To formulate the future personal development plans;
    To be able to hear and appreciate advice from others.
    
  • Method
    The presentations and the feedback round will be held in smaller groups. Sometimes it is nice to have the whole group together, and not split up, in order not to miss each other’s achievements in learning.
• Intervision and coaching skills
  Intervision and coaching skills

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  Intervision is a structured method of working, in which participants give one another feedback, meant to solve the more complicated issues; the method is suitable for personal and / or job-related issues.
  The participants ask each other questions so that the person who contributed the issue gains insight in the matter and almost always finds a solution. In a later stage the participants may give advice. The contributor chooses which advices to use and which not: often it is the mix of advises that give the solution. Intervision is a constructive way to learn how open questions being asked are part of the solution. Hearing from your colleagues how they solve issues like yours in different manners is often an eye-opener. It also teaches the difference in asking open and closed questions and makes you aware of your own biases.
  

  • Goal
    - To learn asking coaching questions so that the other organizes his thoughts and will be stimulated to really think. This way of asking questions and wait for the answer can also be used in guiding students and employees.
    Method
    We work in small groups with a maximum of five people. Each subgroup is accompanied by a trainer. At first you practise in asking coaching questions and giving feedback. After that, the structured method of Intervision is being practised by covering several real issues provided by the participants.
• Characters in teams
  Characters in teams

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  Why do some characters naturally collaborate with each other and why do others clash? Character recognition will help you as a manager to use personal qualities better and distribute tasks more effectively.
  

  • Goal:
    To learn how to recognize characters in the team.
    
  • Method
    The trainer provides information about the different types of character. Then you examine what type of character best suits you. You make an analysis of characters in your team and reflect how to deal with these characters using your own qualities.
• Core quadrants
  Core quadrants

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  To recognize your own and other peoples qualities creates opportunities using the energy of those qualities effectively. Every quality has a dark side to it when exaggerated. This can lead to ineffective behaviour and evoke irritation. This module will give more insight into your qualities and how to recognize other people’s abilities.
  

  • Goals:
    To recognize and specify your core qualities and the possible dark side attached;
    To gain insight how to identify the core qualities of others.
    
  • Method
    We use ' The core quadrant ' of Daniel Ofman to increase your self-knowledge. You will receive feedback from the other participants and the trainer.
• Inconvenient conversations / Handling conflicts
  Inconvenient conversations / Handling conflicts

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  As a manager you have to deal with conflicting interests daily. Awareness and knowledge on how to handle these conflicts increase your skills to bridge the differences and stimulate satisfying solutions. Or… when there is only bad news to be given…. how to do that in the most appropriate manner. Skills covered in this module: how to criticize, how to receive criticism, how to bring bad news, how to handle (your or the other person’s) emotions.
  

  • Goals:
    To learn:
    -     how conflicts arise and what the characteristics are;
    -    how to prevent conflicts;
    -    how to take the initiative to solve conflicts;
    -    dealing with resistance and emotions;
    -    how to conduct these often inconvenient conversations professionally and result-oriented.
    
  • Method
    We work in small groups. Each subgroup receives guidance from a trainer and an actor. You practice with your own real work situations. Your behaviour is mirrored by the actor, he /she shows you the behaviour that you evoke in him/her. This will be analysed afterwards. The trainer gives individual practical tips to make you further develop your skills.
• Networking
  Networking

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  Networking is important for anyone who wants to work on his or her impact  to obtain personal and professional development by cooperation with a network. Knowing how to involve others you know, provides many advantages in informal settings. This module offers knowledge and practical skills about networking.
  

  • Goals:
    -     To understand the impact, importance and basics of networking;
    -    To explore your own beliefs about networking and adjust them when necessary;
    -    To learn the basics of networking and how to present yourself short, clear, effective and inviting.
    
  • Method
    You are going to survey your own network and the added value it could have. You practice short contact moments and extended network conversations. It also includes training a planned network interview.
• Negotiating
  Negotiating

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  Negotiations are most successful if you can defend your own interests while keeping a lasting relationship with your negotiating partner. In this module you will be provided a method to improve your results in negotiations. You will also be confronted with your own behavioural style in negotiating.
  

  • Goals:
    To learn:
    - to take the interests of the other party just as serious as your own during the negotiations;
    - how to use your creativity to increase the chance of satisfactory solutions during negotiating;
    - how to remain in control during the negotiation process;
    - how to negotiate according to principles and use objective standards;
    - to have concern for the relationship as well as the result;
    - how to deal with difficult negotiations.
    
  • Method
    We work in small groups using the model of Principled Negotiating developed at Harvard University by Fischer, Ury and Patton. Each subgroup is supported by a trainer and an actor in practising real life negotiation issues. The actor provides you with feedback about the effect of your behaviour. The trainer evaluates behaviour and possible tactics.
• Developing personal authority
  Developing personal authority

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  • Goal
    -    To address the notion of natural "authority".
    -    To explore the obstacles you experience in developing your own personal authority and to effectively learn how to deal with those.
    
  • Method
    This interactive program consists of reflective and practical elements.
    In small groups you will develop and strengthen your personal authority through reflective questions, feedback from the trainer and your fellow participants.
• Consultations and meetings
  Consultations and meetings

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  Many a sigh is being heard when talking about ‘obligatory’ meetings. Very often meetings become a ritual in exchanging information which could be gained otherwise, or the outcome of the decision making process is vague, and decisions being taken were not meant to be executed.
  Having a clear process, in which every item on the agenda is being labelled might help in making meetings effective and positive again.
  

  • Goals:
    -    To know the basic tools and factors to conduct proper and effective meetings;
    -     To know how to contribute items in a transparent manner so that it is clear for the other participants what the status the matters have;
    -     To learn how to lead discussion in a proper way;
    -      To learn how to lead a decision-making process, encouraging interaction, yet being a decisive leader.
    
  • Method
    Our interactive conference model will be introduced and the background and principles of it  will be explained. In small groups you practise both contributing agenda items as well as chairing a discussion and coming to a decision. The trainer will monitor the process and provide specific feedback.
• Personal effectivity
  Personal effectivity

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  How to go about reaching your goals? How effective are you in achieving them? To create your roadmap we use the creation spiral of Marinus Knoope, a practical model to make your ultimate wishes come true.
  

  
  
  • Goals:
    To specify ambitions;
    To make a roadmap towards realization of your ambitions;
    To become aware of possible inner conflicts.
  
  
  • Method
    Your ambitions and your personal effectiveness will be identified and specified by making individual assignments.  In subgroups you exchange your findings with the other participants and give mutual feedback. The trainer leads you to make a personal plan to achieve your ambitions in a structured way.
  
  
• Personal qualities and restrictions
  Personal qualities and restrictions

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  • Goal:
    To learn about your personal manifest qualities;
    Learning how to balance these qualities.
    
  • Method
    Using the core quadrant model of Daniel Ofman you explore your core strengths, your pitfalls, your challenges and your allergies. Knowing what  you would like to work on, you will practice RET (Rational Effectiveness Training), a form of self-coaching in which you examine which beliefs have a stimulating effect on the behaviour you want to show and which are standing in the way of your desired behaviour.
• Personal presentation
  Personal presentation

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  • Goal
    -    To make you aware of the image you have of yourself and the impression you make on people you meet.
    -    To learn which factors play a role in conveying your message and what the impact is of your nonverbal communication.
    
  • Method
    In a combination of practical, physical and reflective exercises you will experience the impact of your presentation and you identify your non-verbal identity. The feedback will make you aware of your impact. This awareness becomes the key element in your "personal branding".
• Reflection on academic leadership
  Reflection on academic leadership

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  Academic leadership asks for a thorough analysis of your specific situation and a defined plan as where the priorities lie. If absent, it can lead to getting lost in the jungle.
  

  • Goals:
    -     define and explore academic leadership;
    -     explore the crucial factors for your own effective academic leadership;
    -    explore and define your vision and goals on your specific circumstances in academia..
    
  • Method
    You will be led to answer questions leading to a vision on where to head the coming years and to a well-defined plan of action. Other participants and the trainer will provide feedback on your perception and plan.
• Situational management
  Situational management

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  Daily you guide various employees with different abilities and job levels on different tasks. A flexible style of leadership and the ability to handle and support depending on the situation is the key to effective leadership in your work situation.
  

  • Goals:
    -     To learn how to evaluate your employee’s competency level per task and how to adjust your style accordingly;
    -     To learn to guide employees toward greater independence, by adjusting your behaviour adequately to the degree of competence.
    -     To widen your range of leadership styles and learn to instruct, persuade, consult and delegate.
    
  • Method
    We work in small groups. Each subgroup receives guidance from a trainer and an actor. Different competence levels from your daily situation will be practised with the actor. The actor will reflect on the effects of your behaviour, the trainer will evaluate in a broader perspective.
• Developing strategy and the Matrix of Peter Camp
  Developing strategy and the Matrix of Peter Camp

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  Reaching strategic decisions
  Having a strategy makes it possible to turn targets into reality.
  By using a matrix, identifying how you score on it, you can structure your necessary actions to realize your targets leading to your ultimate goal.
  

  
  
  • Goal
    -    To formulate a strategy for your unit or organization;
    -     To make a strength / weakness analysis of your organization using the matrix of Peter Camp; to compose a strategic plan eliminating the weaknesses or to use the strengths.
  
  
  • Method
    Step by step the model will reveal itself to you by the explanation of the trainer and you developing your own plan. Extra content will be gained by the examples of the other participants.
  
  
• Talent development academic leadership
  Talent development academic leadership

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  • Goals:
    To learn:
    -     to understand the value of talent development;
    -     skills to identify and stimulate talents;
    -     to make a plan for talent development linked to organizational goals.
    
  • Method
    A short plenary reflection on talent development, followed by practicing in subgroups how to find talent and how to stimulate it. You conduct collegial consultation on talent development of your own employees. Feedback and suggestions from other participants and trainer will help you to understand the realm of the opportunities provided by this model and help you make your own plan.
• Time management
  Time management

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  Time management is often seen as something we all  gradually master at a certain point in our career. As the pressure of time in our life increases, due to multiple responsibilities at home and at work, it usually pays off to (r)examine the best ways to effectively use our time. This workshop focuses on time management for the advanced researcher. Time management has both a personal and a practical side to it: your personality and how that related to time management and tips and tricks that might help you to be more efficient.
  

  • Goal
    -    To understand the important criteria for you to succeed in your work and personal life how you wish to spend your time accordingly;
    -     To make an analysis of the current state of time behaviour and identify what needs to be improved;
    -     To learn how to plan, organize and delegate more effectively, and create a sustainable relationship with your environment.
    
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  • Method
    During several assignments, you will determine how you wish to spend your time, and which actions and activities are key for obtaining a satisfactory state in your work and in your personal life.
    You will then analyse your present state and make concrete choices to implement change in your daily working and personal life. You will leave this workshop conscious of your own priorities and what stands in the way to allocate your time accordingly.
• Implementing change management and dealing with resistance
  Implementing change management and dealing with resistance

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  • Goal
    To learn:
    -     how to build an action plan from a vision;
    -     to make a strengths and weaknesses analysis;
    -     to be a convincing game changer even if you do not support the change entirely;
    -     to deal with resistance;
    -     to provide sufficient support;
    -     to initiate the change;
    -     to monitor and steer the process of change during implementation.
    
  • Method
    The trainer guides you making an action plan supported by the vision where the organisation needs to go. You work on a matter currently important  in your organisation. You will practice communicative skills dealing with resistance in the team, with an individual employee or your supervisor.
• The path of the hero
  The path of the hero

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  Life is not fair. What if you feel you are treated unfair? Or circumstances developed in a way you didn’t see coming? Sometimes red tape matters or personal conflicts lead to unpleasant situations in which you feel trapped. Or, a change in your work situation to which you can’t agree or a decision has been taken to your disadvantage. The path of the hero helps you to master those situations and find a way out.
  

  • Goal
    To learn:
    -     to be able to understand all stages from the victim to hero;
    -     the difference between reactive and proactive behaviour;
    -     how to go from reactive to proactive behaviour;
    -     how to guide others to survive defeats and misfortune.
    
  • Method
    Your own situations are being analysed in small groups. Coping strategies will be discovered and applied. This leads to personal strategies. The trainer will help exploring the strategies.
• Recruitment and selection
  Recruitment and selection

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  A well-run organization with a constant quality needs employees that share the common values and have the right skills belonging to their job. How can you improve recruitment and selection of new employees? How do you gather the most reliable picture of the competence level of an applicant?
  

  
  
  • Goal
    To learn:
    - to write a job description;
    - how to measure different skills;
    - how to ask relevant questions that will reveal what you want to know.
  
  
  • Method
    All stages of the selection process will be covered by the coach and applied to your situation. Relevant communication skills and strategies will be practised.