People Management

Modules that look at giving feedback as one of the most effective modern methods of motivation and engagement in a team.

  • Essence and meaning of providing feedback
  • Styles and ways of providing feedback
  • Receiving feedback
  • Differences between feedback and constructive feedback
  • Re-enforcing feedback
  • Redirecting feedback
  • Reasons for bad feedback and its consequences

According to statistics:

  • Staff turnover decreases by around 14% if companies encourage feedback among colleagues
  • When there is no feedback from the direct manager and colleagues, the probability for an engaged employee to become disengaged is over 50%
  • Around 65% of employees claim that they want to receive feedback
  • Around 58% of managers think that they give enough feedback

These statistics show that there is something wrong with the way of providing feedback. Only a few people prefer to give negative feedback; on the other hand, a lot of people want to receive such feedback.

We from IBTrainings explain our way of providing feedback (positive and negative) and present its components. We encourage establishing clear and constructive professional relationships, which will be the basis of achieving and exceeding team results.

A practical session that exclusively takes into consideration the management methods and control over people of different generations in the present reality.

  • Role and responsibilities of the manager
  • Motivation for every team member, regardless of how different they are
  • Use of the most appropriate management and personal style according to the needs in different situations
  • Effective dealing with conflicts in different circumstances
  • Completing more tasks through the most effective delegation strategies
  • Turning difficult and weak performers into team players
  • Gaining the trust and cooperation of different people in the organization
  • Boosting the self-confidence, leadership skills, and personal and professional satisfaction from work through successful people management
  • Appropriate use of re-enforcing and redirecting  feedback
  • Difficulties and challenges in the transformation from an expert to a manager

A project of trainings and business coaching sessions allowing for finding and applying individual and team motivators.

  • Achievement motivation
  • External and internal motivation
  • Motivation 2.0 – when and where it is applicable and effective
  • Motivation 3.0 – when and where it is applicable and effective
  • Engagement (involvement) of the team and relation with motivation
  • The team’s attitude towards results – importance and significance
  • Retention of key employees
  • Individual achievements which bring organizational results
  • Crating and imposing a team culture
  • Team vs organizational culture
  • The happy colleagues and the team results

What is the relation between the team’s motivation and engagement? Are these two components the two sides of the same coin? We don’t quite think so.

The team and its members can be motivated, i.e. they can have the ambition to achieve their goal but they might not have the feeling of belonging to the company. At the same time, engagement in the shape of an emotional relationship with the team and the company is not enough.

We focus on the individual reasons that don’t let people and teams feel motivated and engaged, and we work on those.

Engagement*Motivation = Corporate synergy. It is no accident that the sign between engagement and motivation is the multiplication one and not addition one because everything multiplied by 0 remains 0.

The module presents the components that distinguish between a group of people, a working team, and a high-performing team.

  • The difference between a group and a team
  • Building and applying team rules and values
  • Presentation and maturity of the team – stages of development
  • Clear communication of roles and responsibilities
  • Autonomy, creativity and significance
  • A process for defining justified financial incentives
  • The manager as a role model
  • Cooperation and attitude towards the non-formal leaders
  • The effective size of the team, proper management of the resources available
  • Protecting the team’s interests against other functions and levels in the organization

A module presenting a way of leading team meetings and managing the dynamics of encouraging efficiency and motivation in people

  • Formal and informal communication in a work environment
  • Pros and cons of the different management attitudes
  • Control of information through personal participation in sharing it
  • Engaging team members in decision-making
  • Directing individual efforts towards achieving team goals
  • Frequency of formal meetings
  • Structure and focus of the meetings
  • Individual and group meetings

Appointments, briefing sessions and team meetings are often associated (not without a reason) with waste of time and unnecessary anxiety. Very often, the team meetings turn into diluted discussions which lack focus and, what’s more, do not contribute to the end result.

The way in which a team meeting runs is indicative not only of the efficiency of the team itself but also of its manager. Leading structured team meetings results in a higher concentration and synergy in the team. We at IBTrainings focus on the details which positively affect the final presentation and, therefore, the company’s productivity.

A program of sessions aiming at achieving a productive perception of the conflict and its management, based in emotional intelligence.

  • Difference between emotional and conventional intelligence and usage
  • Mastering and controlling emotions
  • Essence and meaning of analytical skills and the ways to manage objections
  • Behaviour before, during and after a conflict
  • Reasons for conflicts and an approach to benefit from them
  • Acknowledging the prerequisites for the emergence of a conflict
  • Distinguishing the different phases of the conflict
  • Distinguishing and overcoming psychological defences
  • Behaviour strategies during a conflict
  • Conflict management strategies
  • Using conflicts as a basis for development

Conflicts in every team constitute one of the biggest challenges for the managers of these teams. They can be destructive but can also be a new beginning.

Goal of the Training

The goal is to improve the team and individual attitude towards the conflict as well as to have this conflict perceived not as a source of stress but as an opportunity.

The training will focus on the basic components leading to effective behaviour before, during and after the conflict:

  • Emotional intelligence
  • Patience
  • Quick thought and response
  • Active listening
  • Creative approach

A fundamental part of our concept is assessing the business and the structure of the organization in advance so that all the business and regional specificities can be taken into consideration.

The duration of every topic is in accordance with the client’s needs. The trainings take place at a venue and time that fit the nature of the business and our clients’ requirements.

The module is based on the concept that the constant component needed for every organization’s success is change and adaptation.

  • Organizational resistance to change
  • Sharing the big picture
  • Emotional reactions to change
  • Sharing responsibility
  • Motivating employees through structures, processes and positions
  • Change as a driving force of the new organizational culture
  • Responding to colleagues’ personal concerns
  • Presenting the team to new leaders in the context of change
  • Model of implementing the organizational change
  • Ensuring the support of key colleagues and partners in the organization

Goal of the Training

When a change is introduced in the organization, this eventually affects to various degrees the following components:

  • Processes
  • Systems
  • Organizational structure
  • Roles in the team

Although there are numerous approaches and tools that can be used for optimization of the organization, they all need in the end corrections in some of the components of the organization, which are mentioned above. Change, in turn, usually leads to a reaction to specific problems or possibilities that the company faces and that are caused by internal and external factors.

As long as the idea “to become more competitive” or “closer to the customer” or “more efficient” can be motivation for change, at a certain moment these goals have to transform into specific effects over the processes, systems, organizational structures or the roles at work. This is why change is inevitable.

A fundamental principle in our concept is to conduct a preliminary in-depth inquiry into the business and the organization’s structure so that all the specifics can be taken into consideration.

The duration of each topic can vary in accordance with the client’s needs. The training sessions take place at venues and times that fit the nature of the business and our clients’ requirements.