Management communication training brussels
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Management communication training brussels
- 1. Professional Development Communication Skills Training Management Communication Training Brussels and Europe
- 2. Management Communication Training Andrew Manasseh • 25 years training, business development, staff management and training • British Council 15 years in Asia, Czech Republic, Italy and Brussels • 9 years EU communications and PR training • Experience with governments in central Europe and W. Balkans • Extensive work with the European Commission, European Parliament, EU agencies
- 3. Qualifications and experience • Degree in Geography and Psychology • Diploma in teaching, teacher training, course design • Advanced Diploma in Marketing Communications and strategy • Retail buying and merchandising • Teaching, teacher training, course design, writing materials • Business management for British Council, in PR and media • EU project management – Phare, ERDF, FP7 projects • Strategic PR, media and communications • Brussels and Europe - EU trade associations, corporate public affairs, EU institutions, member state governments, UN agencies
- 4. I also work with colleagues • Public relations consultants • Public affairs practitioners • Social media consultants and digital agencies • Journalists and writers • Lawyers • Management trainers
- 5. Management and communications training in Brussels and Europe Brussels Other European clients EU trade associations Corporate clients Corporate public affairs Governments Public affairs agencies EU funded programmes and projects NGOs intergovernmental agencies Regional offices Chambers of Commerce EU institutions
- 6. Professional Development 1. Personal communication skills 2. Writing skills 3. Strategic communications 4. Media relations, media training 5. Management communications 6. Performance management skills
- 7. Skills development • Specific content – defining messages, writing style, structure • Communication skills – verbal skills, body language, ability to express ideas Content • Behavioural competencies: analytical skills, problem solving and judgement, team working, leadership, communicating, strateg ic thinking Communication Skills Behavioural Competencies
- 8. Training cycle Plan Evaluate implement Adapt Review
- 9. Pre-course • Needs analysis • Questionnaire • Submit examples of written work • Interviews with staff • Discussion with line managers • Agree on objectives and set learning aims • Plan agenda
- 10. Skills based training Experience Experiment Evaluate
- 11. During the training 1. Input - guided discovery 2. Relate principles to real life contexts 3. Set clear objectives for tasks and outputs 4. Practice in groups and individually 5. Assess performance against agreed criteria 6. Action points (What am I going to do from now?)
- 12. Post training • Assess performance (4 – 6 weeks after) • Run short workshops • Mark written work, content of presentations • Forums for discussion, sharing, helpline • Template for line managers
- 13. The role of line managers Agree on learning outcomes Assess training event Agree ongoing performance development plan Monitor performance, outputs Next level of development
- 14. Performance management cycle Plan Evaluate implement Mid year Adapt review
- 15. For more information Andrew Manasseh • www.linkedin.com/A Manasseh • twitter.com/andimanas • communicatingeu.wordpress.com/
Hinweis der Redaktion
- We take a holisitic view to training i.e. we don’t just finish with the media tactics part. Lots of media training providers will stick a journalist and camera team in the room – we go furtherMedia Tactics – messages, news agenda, dos’ & don’tsCommunication skills – verbal skills, body language, ability to express ideasBehavioural competencies: analytical skills, problem solving and judgement, team working, leadership, communicating, strategic thinkingWe are able to provide you HR people with feedback / evaluation on skills development needs of your teams that can be incorporated into professional develop plans (PDPs) in existing performance management frameworkWe can point outSkills gaps – critical – or otherwiseTeams / individuals that demonstrate excellence ( or very high levels of competence) Notes on behavioural competencies – as you knowMost world class organisations use competences to DEFINE AND DRIVE high performance.Defining competences allows managers, and those responsible for their development, to grasp what is required to reach improved levels of excellence and performance by providing a common framework which articulates the skills, knowledge and attitudes relevant to successful business practice.Business is operating in an increasingly complex and global environment• There is emerging consensus on the competences required to operate successfully in this new environment• It is not only about individual development, but also organisational developmentCompetency mappingTo enable staff and line managers to identify skills profile of their teams both strengths and skills gaps. As well as understanding the training needs team will be able to identify individuals who possess expert skills levels and can be called upon to lead teams in certain areas
- The methodological approach that we draw on is known as the three Es: Experience, Evaluate, Experiment.Participants experience a piece of communication in context either by reading or watching a communication task or are put into simulations in which they have to perform as work-based task, for example delivering a presentation, organising a meeting or drafting a document.The participants then evaluate the quality and effectiveness of the experience against criteria that have been established or input by the trainer. For example: is the presentation logically organised and delivered with clarity. What aspect worked well and which could be improved. Language points such as grammar and vocabulary are dealt with on a guided discovery basis. They then experiment with the language and skills in a different context or with a different example to demonstrate they are able to use the language effectively in different contexts.
- Making PMPD Work Everyone has a role to play in ensuring that performance management is implemented fairly and consistently. Members of staffshould contribute to the management of their performance.Managersshould implement the standards of performance management with the staff whom they manage. Countersigning officers(the line manager's manager or another manager or another jointly agreed third party if desired) should ensure that managers within their line of management are meeting the standards of performance management.