Review positive thinking and self-talk annually against what actually happened, not what was intended.
Eliminating Negative Self-Talk and Building Positive Thinking
Turn positive thinking and self-talk from a stated policy into a practice your organisation can evidence.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A process for positive thinking and self-talk that managers quietly work around has already failed. The organisation's reputation as an employer is built or lost through thinking and self-talk. Improvement in the people management and development discipline stalls when it depends on one capable individual rather than a defined method. They acquire practical criteria for judging when positive thinking and self-talk is working and when it is only appearing to. The programme uses small-group work so that each participant's treatment of the people management and development capability is examined, not just described. It concentrates on the parts of thinking and self-talk that determine outcomes and treats the rest proportionately. Across sectors, teams that rehearse positive thinking and self-talk outperform teams that only plan it. It suits anyone whose decisions touch thinking and self-talk, in large organisations and small ones alike. Participants leave with a first-ninety-days plan for the practice within people management and development rather than a set of notes.
Expected Learning Outcomes
Ensure decisions taken under thinking and self-talk would withstand external scrutiny.
Assess the cost of positive thinking and self-talk and the cost of leaving it as it is.
Establish escalation routes for thinking and self-talk that work outside normal hours.
Assess the current state of positive thinking and self-talk against a structured set of criteria rather than impressions.
Design a practical operating method for thinking and self-talk that fits the organisation's size and maturity.
Prepare managers for the emotional load positive thinking and self-talk places on them.
Who Should Attend
Senior leaders accountable for the culture positive thinking and self-talk produces.
Talent and organisational development specialists working on thinking and self-talk.
Members of committees that take decisions affecting positive thinking and self-talk.
Recruitment and resourcing staff affected by thinking and self-talk.
Internal communications staff explaining positive thinking and self-talk to the workforce.
Planning staff whose forecasts and budgets are affected by thinking and self-talk.
Course Modules
Positive thinking and self-talk: communication and employee understanding
2 sessions · 8 pointsSession 1The decisions in positive thinking and self-talk that cannot be delegated
- Define acceptance criteria for positive thinking and self-talk in advance.
- Ask employees what thinking and self-talk feels like from their side.
- Collect evidence on the present handling of positive thinking and self-talk before proposing changes.
- Define the trigger that would require thinking and self-talk to be redesigned.
Session 2Costing thinking and self-talk honestly, including the cost of inaction
- Verify six months later that changes to positive thinking and self-talk have held.
- Test the policy on thinking and self-talk against three real cases from the past year.
- Record the rationale for each significant choice made about positive thinking and self-talk.
- Estimate the cost of thinking and self-talk and the cost of leaving it unchanged.
Thinking and self-talk: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1The paperwork for thinking and self-talk that is actually needed
- Confirm that contractual obligations around positive thinking and self-talk are understood.
- Script the difficult conversation thinking and self-talk requires and rehearse it.
- Design the communication for positive thinking and self-talk around the questions people will actually ask.
- Write down the assumptions underpinning the approach to thinking and self-talk.
Session 2The exception to thinking and self-talk that sets the precedent
- Build the internal briefing that explains positive thinking and self-talk to those affected.
- Plan succession for roles most exposed to thinking and self-talk.
- Compare intended and actual outcomes of positive thinking and self-talk honestly.
- Identify where judgement in thinking and self-talk is legitimate and where it is not.
Thinking and self-talk: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Applying thinking and self-talk consistently to the person you like least
- Train line managers on positive thinking and self-talk rather than handling every case centrally.
- Check that thinking and self-talk still works when volumes rise unexpectedly.
- Check that positive thinking and self-talk complies with current labour regulation in every location.
- Build the appeals route for thinking and self-talk and publish it.
Session 2What your existing data already says about positive thinking and self-talk
- Assign responsibility for keeping documentation of positive thinking and self-talk current.
- Review whether thinking and self-talk is aligned with the objectives of the workforce.
- Set the consistency check that catches uneven application of positive thinking and self-talk.
- Reduce the variation in how thinking and self-talk is carried out between teams.
Thinking and self-talk: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1Appeals and grievances arising from thinking and self-talk
- Confirm records relating to positive thinking and self-talk meet retention and privacy rules.
- Define who decides on thinking and self-talk and who may only recommend.
- Measure the effect of positive thinking and self-talk on retention and performance, not activity.
- Draft the minimum viable people policy for thinking and self-talk.
Session 2Getting other functions to support thinking and self-talk
- Plan the sequence in which improvements to positive thinking and self-talk will be introduced.
- Identify single points of dependency in thinking and self-talk and reduce them.
- Set the annual review point for positive thinking and self-talk and who attends.
- Document the reasoning for every exception granted under thinking and self-talk.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.