Time:
The exercise in this module can be completed in about 30 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.

Aims:
• To help participants recognise how their behaviour/communication is experienced by others.
• To encourage participants to increase the positive acts of recognition they give to others.
• To create a working atmosphere in which people feel accepted and recognised.

Group Size:
This module can be used with groups of up to 12 participants. It’s not suitable for 1-1 training.

Useful For:
Staff at all levels. It can be particularly useful in management training and team building.

You'll Need:
• Nothing other than the materials provided.

Notes:
This module can be used alongside Land of the Nutritos in a diversity programme and as part of a session on giving feedback or team working.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Polls/Quizzes (not required).
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 30 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.

Aims:
• To enable participants to be able to define coaching and its purpose.
• To explain the key differences between coaching and mentoring.
• To enable participants to describe a basic coaching model.
• To identify the core skills required by effective coaches.

Group Size:
This module can be used with individuals as well as groups of up to 12 participants.

Useful For:
Staff at all levels.

You'll Need:
• Nothing other than the materials provided.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Breakout Rooms if you have more than 4 participants.

Time:
The exercise in this module can be completed in about 25 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.

Aims:
• To consider the pitfalls and dangers of giving advice when helping staff solve their own problems.
• To consider the dangers of making judgements or assumptions about the nature of someone else’s problem.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Managers and team leaders.

You'll Need:
• To create the poll in advance of the training session.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Polls/Quizzes (required).
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 20 minutes. In total, allowing for discussion, we recommend allowing about 45 minutes for this module.

Aims:
• To help participants prepare for conversations they find difficult and approach them in a way that is more likely to achieve a positive outcome.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Staff at all levels but particular managers.

You'll Need:
• To remind participants to bring the questions they produced in Difficult Conversations 1 – Why They Need Thinking About, if you used this session, or send them Handout 1 in advance of the training session if you haven’t.

Notes:
The exercise in this session involves splitting the group into small teams. However, if you have 5 or fewer participants, you can keep them together in one team, in which case a breakout room is not essential.

This module can also be used as the basis for a 1:1 coaching exercise/discussion.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Breakout Rooms (required - see Notes).

Time:
The exercise in this module can be completed in about 35 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.

Aims:
• To help participants conduct difficult conversations using language that is more likely to achieve a positive outcome for all.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Staff at all levels and managers in particular.

You'll Need:
• Nothing other than the materials provided, though participants should be encouraged to bring the handouts from the earlier sessions on this topic if you’ve run them.

Notes:
This module is a natural follow on to Difficult Conversations 1 – Why They Need Thinking About and Difficult Conversations 2 – Planning and Preparation.

This module can be used as the basis for a 1:1 coaching exercise/discussion.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 40 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.

Aims:
• To give participants the opportunity to practise planning and preparing for a difficult conversation.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Staff at all levels and managers in particular.

You'll Need:
• Nothing other than the materials provided, though participants should be encouraged to bring the handouts and work from earlier sessions.

Notes:
This module is a follow up to Difficult Conversations 1-3, and a natural conclusion to those. It reviews the previous work, introduces a structure for difficult conversations and provides a practical opportunity to plan for a real situation.

The activity can be run as a remote training session, with participants working in pairs.

However, if you prefer, you could brief participants by email and run this as a post training activity to be completed back in the workplace. If used in this way, we suggest you review each participant’s work in a follow up 1:1 coaching session.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 25 minutes. In total, allowing for discussion, we recommend allowing about 45 minutes for this module.

Aims:
• To enable participants to understand that the words power and influence are, essentially, interchangeable.
• To help participants understand that power is an asset that can be used to help deliver positive change.
• To help participants understand that there are many sources of power – it doesn’t just come from authority - and to understand where their own power to influence comes from.

Group Size:
This module can be used with groups of up to 12 participants. It can be adapted for use in 1-1 training/coaching.

Useful For:
All managers, but particularly those who are new to management and may not understand that power comes from many different sources, not just authority.

You'll Need:
• The Activity Link and your PIN from the My Account section of the member homepage.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Polls/Quizzes (not required).
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 30 minutes. In total, allowing for discussion, we recommend allowing about 45 minutes for this module.

Aims:
• To explore the benefits of different approaches to developing others.
• To help participants choose the most appropriate approach for developing others in a given situation.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Team leaders, supervisors and managers.

You'll Need:
• Nothing other than the materials provided.

Notes:
This module is suitable for anyone who has responsibility for developing others in the workplace: Team leaders, supervisors or managers.

It is a useful addition to coaching skills courses and can help participants understand when a coaching approach might be appropriate and when it might not be.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Breakout Rooms (essential for more than 4 participants).

Time:
The exercise in this module can be completed in about 40 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.

Aims:
• To enable participants to be able to define mentoring and its purpose.
• To explain the key differences between coaching and mentoring.
• To identify the benefits of effective mentoring to organisations, mentors and protégés.

Group Size:
This module can be used with individuals as well as groups of up to 12 participants.

Useful For:
Anyone who wants to be a mentor and also those who are looking to use a mentor, but want to know more about the mentoring process.

You'll Need:
• To pre-prepare the poll/quiz.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Polls/Quizzes.
• Breakout Rooms.

Time:
The exercise in this module can be completed in about 35 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.

Aims:
• To help participants understand the importance of prioritising the problems they face.
• To allow participants to plan their next steps in addressing problems based on both their ability AND desire to solve them.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Staff at all levels.

You'll Need:
• To prepare a JamBoard before the session (see trainer notes).

Notes:
It may help to facilitate the initial discussion if you have a workplace problem of your own to share.

Whilst designed as a group training session, this technique also works well for 1:1 coaching.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Polls/Quizzes (not required).
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 30 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.

Aims:
• To encourage participants to consider the art of feedback and to ensure their feedback is appropriate and objective.
• To enable participants to identify useful, helpful, constructive feedback.
• To clarify what makes useful, constructive feedback.
• To develop the participants’ ability to give constructive feedback.
• To consider how it feels to be on the receiving end of destructive or unhelpful feedback.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Staff at all levels.

You'll Need:
• Nothing other than the materials provided.

Notes:
The suggested time for this module is based on the assumption that pre-work has covered the essential elements of positive feedback.

The activity is designed to help participants improve their ability to offer feedback in a way that is constructive and helpful and leads to positive performance. It works particularly well following the Introduction to Giving Feedback (R) module in Trainers’ Library (which covers the essential elements mentioned above).

The activity in this module can be used as the basis of a 1:1 coaching discussion.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Polls/Quizzes (optional).
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 20 minutes. In total, allowing for discussion, we recommend allowing about 50 minutes for this module.

Aims:
• To consider the role the mentor in terms of evaluation, facilitation and motivation.
• To provide a structure of mentoring meetings.
• To consider when it’s the right time to end the mentor-protégé relationship.
• To consider how to review the success of the mentor-protégé relationship when it ends.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Both mentors and protégés at any level.

You'll Need:
• Nothing other than the materials provided.

Notes:
We recommend running The Mentoring Relationship – Foundations before this module.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 30 minutes. In total, allowing for discussion, we recommend allowing about 85 minutes for this module.

Aims:
• To enable participants to define the 3 stages of the mentor-protégé relationship.
• To enable mentors and protégés to have clarity about their roles and responsibilities.
• To provide guidelines and templates for managing the relationship.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Both mentors and protégés at any level.

You'll Need:
• Nothing other than the materials provided.

Notes:
This module involves two parts. We recommend taking a break (minimum 15 minutes) between the two parts, and therefore allowing at least 100 minutes in total for this session.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 30 minutes. In total, allowing for discussion, we recommend allowing about 60 minutes for this module.

Aims:
To help first time managers:
• Recognise and discuss some of the things that they need to do to build awareness of the team and monitor its performance.
• Understand the importance of spotting potential problems quickly and taking appropriate action to help the team overcome these.

Group Size:
This module can be used with groups of up to 12 participants. It’s not suitable for 1-1 training.

Useful For:
First time managers who need to reflect on their role and how they can help ensure teams succeed.

You'll Need:
• The Activity Link provided and your unique Pin, which you’ll find in ‘My Account’ section of the member homepage.

Notes:
This module can be usefully followed by any of the First Time Manager modules.

It can also be a useful inclusion in any training intervention around coaching teams.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 45 minutes. In total, allowing for discussion, we recommend allowing about 105 minutes for this module.

Aims:
• To help participants identify what is wrong with a real example of a ‘customer service’ email.
• To encourage participants to think about the key messages the company intended to deliver to its customers.
• To recognise the impact that poor grammar and punctuation has on a writer’s credibility.
• To rewrite the email, delivering the key messages in an appropriate, effective manner.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Supervisors and above.

You'll Need:
• Nothing other than the materials provided.

Notes:
This is a long module for remote delivery, so we strongly recommend running it as two one-hour sessions with a break between, as described in the notes. This means running it either side of a decent (minimum 20 minute) break or over two days.

This module is based upon a genuine email, which was distributed to an internet hosting company’s customers. It contains important lessons about culture, customer service, and writing skills. It can also be used to prompt discussion about the damaging effects of poor communication.

For the purposes of this exercise we’ve shortened the original email by removing a few of the more technical paragraphs.

If using this module to train an individual, run the first exercise as a 1:1 discussion, but leave them to attempt the second activity alone, either in the session or as a work-based activity between coaching sessions.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 20 minutes. In total, allowing for discussion, we recommend allowing about 30 minutes for this module.

Aims:
• To remind participants of the GROW model and what each letter stands for.
• To encourage participants to reflect upon how they’ll continue to develop their coaching skills and create an action plan using the GROW model.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Staff at all levels.

You'll Need:
• Nothing other than the materials provided.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Polls/Quizzes (not required).
• Breakout Rooms (required).

Time:
The exercise in this module can be completed in about 20 minutes. In total, allowing for discussion, we recommend allowing about 30 minutes for this module.

Aims:
• To remind participants of the GROW model and what each letter stands for.
• To encourage participants to reflect upon how they’ll continue to develop their coaching skills and create an action plan using the GROW model.

Group Size:
This module can be used with groups of up to 12 participants. It’s also suitable for 1-1 training.

Useful For:
Staff at all levels.

You'll Need:
• Nothing other than the materials provided.

Remote/Virtual Delivery:
Remote Delivery requires a system that as an absolute minimum provides the following functionality:
• Face-to-face discussion.
• Share screen.
• Chat.
• Share files.

In addition, we strongly recommend using a system that provides for:
• Polls/Quizzes (not required).
• Breakout Rooms (required).

Using the Colin Breaks the Rules Case Study
There are many ways in which you could use this case study and many topics for which it could provide a useful springboard for learning. We suggest some of them here. This is not a prescriptive list but obvious areas would be:
• Delegation.
• Leadership style.
• Becoming a manager.
• Coaching.
• Discipline.
• Managing challenging people.
• Motivating others.
• Building relationships.
• Influence.

Notes:
In this case study, Colin finds the transition from Team Leader to Transport Manager frustrating, partly due to the senior managers' reluctance to consider new ideas for changing processes and procedures that Colin feels are pointless and time-consuming. So, Colin finds an unorthodox way of being heard!

Activity Example:
Use these questions in small teams, pairs or with individuals. The case study could also form the basis of a written assignment or be used simply to spark a whole group discussion.
• How would you manage and motivate Colin if you were Julie?
• What advice would you offer Colin to help him adjust to his new role?
• What do you think of Colin's 'offence'? If you were the CEO would you have done things differently? If so, how and why?
• What are the advantages and disadvantages of DTU's command and control approach to the recession they are experiencing?

Other Areas for Learning:
You could also use the case study to allow participants to practice many techniques or to learn about specific theories and approaches. For example:
• First Time Management.
• Leadership Styles.
• Effective Delegation.
• Managing Conflict.

Using the Evie Takes a Chance Case Study
There are many ways in which you could use this case study and many topics for which it could provide a useful springboard for learning. We suggest some of them here. This is not a prescriptive list but obvious areas would be:
• Delegation.
• Leadership.
• Becoming a leader.
• Coaching.

Notes:
In this case study, Evie sees delegation as a way out of a dilemma caused by her own lack of time management and procrastination. It powerfully illustrates how not to delegate and the dangers of unplanned delegation.

Activity Example:
Use these questions in small teams, with pairs or with individuals. The case study could also form the basis of a written assignment or be used simply as a tool to spark a whole group discussion.
• How effectively do you think Evie handled the situation?
• What do you think of Evie's approach to delegation? Would you have done things differently?
• What problems might you expect Bryn to experience in carrying out the task?
• Why do you think Evie behaves like this?
• What do you think Jennifer could do to help Evie?

Other Areas for Learning:
You could also use the case study to allow participants to practice many techniques or to learn about specific theories and approaches. For example:
• Effective Delegation.
• Leadership vs Management.
• Coaching.
• Time Management.